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.
Like any tool that’s poorly understood, the “theory of change” seems to have as many nay-sayers as proponents. So, in an attempt to demystify what can be an extremely powerful technique, let me share my experience.
When was the last time you stepped right back, took a really hard look at the true purpose of your organisation, your definition of ultimate success, the different end-games you could play to achieve it within the next few years?
Scaling up a service to reach all of those who may need it can be a slow, expensive, often impractical route for charities. Here are six alternatives.
Commentators have described Scope’s new strategy as radical, brave and showing the fundamental difference between charity and corporate sectors. None of those are true, but it should still be an example to us all.
A Theory of Change can be a powerful tool for all kinds of strategy decisions, whether the outcome you want is an end to tropical deforestation or a million highly-engaged volunteers…
The biggest mistake people make is equating “doing more” with “achieving more”.
Petra Ingram, CEO of £20m charity The Brooke, on developing a simple, powerful Theory of Change to redefine long-term direction and strategy
Theory of Change has come up in two recent Profit on Purpose interviews. Petra Ingram, CEO of The Brooke, initially explained how theirs has not only reshaped programmes and practices, […]
Chris Wright, CEO of Catch 22 talks about Social Enterprise projects, his “mixed” experience of the outsourcing of the Probation Service, and the future of public sector services.