Apparently, public trust is at an all-time low. Since the advent of the digital age, our general level of trust in governments and politicians, corporations, charities and the media has […]
The Agile Organisation: Charity CEO breakfast seminar 25th May 2017, London. As the landscape in which charities operate continues to change, many of us recognise the need for our organisations […]
One of the biggest challenges facing the UK is how we improve productivity across all the sectors of our economy, but it’s fair to say that it’s in the third sector where the pressure is most acute. How do we increase the productivity of an organisation? Well, it starts with you and me.
One of Michael Porter’s most under-used quotes is this: “the essence of strategy is choosing what not to do.” And it’s particularly relevant to charities right now when growing new income streams is at the top of most agendas…
There’s a huge amount of pressure in the sector right now to be more competitive, more customer focused, and more compliant to a funder’s processes, specifications and conditions. And there’s a real danger that you start to forget that you are the experts in your field…
This event is now fully booked. If you would like to go onto the reserve list, please drop me a line. May’s CEO breakfast seminar on commercial capabilities, was clearly […]
We spend a huge portion of our working lives in meetings, but few of us have ever invested in learning how to run “great” meetings. Here’s what you need to know…
Over the last few years I’ve worked with a number of organisations who’ve had to make the shift from receiving grants to winning contracts, and one of the most consistent challenges has been changing the way they think about costs.
I’ve been challenged quite a lot about this in charity Boards and Executive sessions because, as we all know, “charities don’t make profit”. The word itself can be enough to make a lot of people in the sector feel uncomfortable. But it’s not a word I’m going to shy away from, or soften to “surplus”, and here’s why.
What do you do when one of your key players is struggling to perform? How do you decide, as quickly as possible, whether they can turn things around or whether you need to make a change?
Here are the four questions that will help you quickly make that call: