Being a professional means knowing that you can’t please all the people all the time, and experience means that you have those conversations up front.
One of the themes in my recent conversations with the sector, is the desire to engage better with businesses. There are two opportunities: income and mission, but one is far greater than the other.
Within the media stories about Jamie Oliver’s restaurant chain going into administration, are hidden lessons for many charities.
In vision statements and outward-looking aspirations, charities and non-profits are rarely short of bold ambition. But it’s often the avoidance of negative consequences that shapes the action plan.
The idea that any plan sufficiently detailed to merit the name, will still be relevant in three, two, sometimes even one years’ time, is utterly naïve.
June’s breakfast topic will be Strategic Innovation: for impact, income and social change. My guest speaker will be Richard Hawkes, CEO of the British Asian Trust and former CEO of Scope.
Innovation capability is patchy in most organisations, but taking a more strategic approach to innovation can increase margins, accelerate growth, and open up new ways to have a greater positive impact.
For centuries we’ve lived in a capitalist world shaped largely by commercial and economic interests, and that’s not changing any time soon, but commercial markets can be a powerful force for good.
The problem with setting targets is that you achieve them, when perhaps you could have achieved far more.
Innovation, or so we believe, is the silver bullet that will simultaneously broaden our reach, increase our impact, raise us out of the crowd and future-proof our organisation. The irony is, a silver bullet is the last thing we should be looking for.