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.
Almost every charity CEO wants their organisation to move faster, to become more responsive, more flexible, more agile. The solution is far simpler than you might expect.
How much more effective could your charity be if its people were more professional?
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.
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.
Whether charities should be seeking more mergers or better collaborations seems to be a knotty question, but only because we’re looking at it all wrong.
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.
A single, harmonious organisational culture is a myth. Subcultures are inevitable, but they don’t have to be a problem if you follow these steps.
If you don’t have the capabilities to deliver your intended strategy, you’ll fail. In the same way, if you don’t have the right culture to deliver it, you’ll fail. And the solution is no different in either scenario.