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.
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.
In any organisation there will be lots of people who have ideas as to how things could be improved, but how do you decide which ones to back?