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.
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.
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.
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.