The problem with setting targets is that you achieve them, when perhaps you could have achieved far more.
Three years ago I felt like something of a lone voice in championing the commercial opportunity for charities. Now, it feels like awareness and interest is definitely gaining momentum.
Ideas that look great on paper may not look quite so great to your potential customers. So how do you decide when to invest behind new ideas?
One of the interesting aspects of what I’ll call “the charity mindset”, is that we do things on a shoestring and if we can cover our costs, we’re good to go. That mindset leads to some very dangerous assumptions indeed.
The best way to develop high value commercial income with genuine impact, is to find unmet need and to create new markets around it, but that means a lot of people inside your charity need to change their expectations.
When was the last time you stepped right back, took a really hard look at the true purpose of your organisation, your definition of ultimate success, the different end-games you could play to achieve it within the next few years?
Research has shown that paying people more money doesn’t improve their performance. But what it has shown, is that there are five other factors that make all the difference.
Scaling up a service to reach all of those who may need it can be a slow, expensive, often impractical route for charities. Here are six alternatives.
If a wealthy philanthropist offered to fund a 30% increase in the salary budget for your corporate centre indefinitely, how would you use that extra capacity?
Commentators have described Scope’s new strategy as radical, brave and showing the fundamental difference between charity and corporate sectors. None of those are true, but it should still be an example to us all.