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.
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.
Earned income has been the single biggest driver of the growth in charity income for most of the last twenty years, and it currently represents over 50% of all charity revenue. Growing it is a priority for many charities, but it’s not easy…
How much more effective could your charity be if its people were more professional?
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.
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?
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.