There’s no point developing new services or products that are relevant to customers now, only to find that by the time they’re ready to launch, the audience has moved on. You need to skate to where the puck is going to be, in two or three years’ time, not to where it is now.
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?
In any organisation there will be lots of people who have ideas as to how things could be improved, but how do you decide which ones to back?
One of the biggest challenges for charities over the next few years will be how to bridge the gap between the money you can raise, and the money you need to spend, and there are just three ways to do that…
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.
In this three minute video, Martyn demonstrates and explains a simple tool that you can use with the executive team in your charity and social enterprise, to quickly prioritise the big initiatives
2018 could be a challenging year for charities that provide services. But your assets, insights and expertise can be extremely valuable when offered to the right people, and there are often many routes to finding and helping your beneficiaries.
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.
Your organisation’s knowledge is probably the biggest lever you have for increasing income and impact, but all too often it’s an invisible and untapped asset, because most of us are like Canada…
