Nonprofit Disruptors

Let's Put the Strategy Back in Strategic Planning!

The days of Strategic Plans comprised of 5-10 goals that address market shifts are over. Organizations and Teams are stretched thin and with limited resources there simply isn’t enough capacity and bandwidth to implement and drive such all-encompassing plans.

Instead, initiative fatigue sets in and organizations find themselves on track to accomplish few goals, or worse yet, none at all. The strategic plan loses creditability, implementation comes to a halt, and organizational advancement and culture is negatively impacted. 

To avoid these pitfalls, leaders need a more focused strategy, with 2-3 targeted goals that, when accomplished, will have the greatest impact on relevance and sustainability. While the process of narrowing goals can be challenging, isolating a smaller number of major initiatives will keep employees focused and help drive transformational change. 

In collaborating with countless organizations over the years, we have seen first-hand the implementation and execution success that organizations achieve when narrowing the focus to a smaller number of key initiatives. 

It’s time to create more carefully designed strategic plans. Plans that are focused, clear, and prioritized around 2-3 change or transformation efforts that when implemented, will dramatically increase the probability of organization-wide success. 

Nonprofit Disruptors

Over the past decade we have been helping nonprofit organizations design strategy, business models, and implementation methods to align to the future. We are entering a period of massive disruption to all nonprofit sectors, and the pace of change is accelerating. The landscape of all nonprofit sectors is changing, which is being driven by two major disruptors: Consolidation and Technology.

Consolidation: Regionalization, partnerships, mergers, collaborations, shared services, synergies, networked approaches, joint ventures, and many other types of concepts that bring nonprofits, municipalities and private organizations together is becoming a necessity for survival and achieving greater mission impact. Consolidation is being driven as a result of market saturation, donor demand, cost savings, talent scarcity, greater capacity demands, succession planning, and the support of struggling nonprofits. 

Technology Disruptors: Robotics, automation, big data, shared systems, IT systems, applications, and data management are all changing the business models of many sectors. These technologies are driving discussions around improved service, customer centric service, and the ability to customize experiences, while evaluating those for improved efficiency and effectiveness. 

Both of these disruptors will require strong leaders to move their organizations forward to align to the future and ensure relevance. The transformation of business models and strategy will be significant and necessary, so do not wait to start having discussions about these disruptors and how to position your organization.