For nonprofit leaders balancing nonprofit program reliability and innovation is a core component of thinking strategically about program expansion.
Nonprofits need strategic philanthropy. Make no mistake about it, the need is urgent and should not be confused with “big bet” or “audacious philanthropy.” Instead of reinforcing the mythology that reinforces the bigness of philanthropy and the source of change, nonprofits need philanthropists who bring partnerships, strategic investments, and humility.
Nonprofits need philanthropists and foundations to stop perseverating, be fearless advocates, engage nonprofits, give up control and fund proactively.
The framework for the discussion was the reality of the strategic challenges that confronting the nonprofit sector.
Forward thinking nonprofits are engaged in ongoing planning and the larger and more complex the nonprofit is, those conversations must include frank conversations about restructuring, breaking up and focusing on the organization’s core competencies.
For a nonprofit approaching a crisis, it is important to assess your situation and have a disaster planning conversation.
As a nonprofit leader your need to stress test of your current strategic plan.
Your nonprofit strategy needs to be grounded in knowing your core competencies because they are essential to the DNA of your organization.
But ultimately, if nonprofit leaders and their board of directors fail to embrace their role in thinking and acting strategically, the organizations they represent will continue to be fixated on managing rather than solving community needs.
Nonprofits on the leading-edge and those making the greatest difference, are the ones who are constantly asking themselves “where do we need to invest to make a greater impact.” Investing in your management systems is often the difference between staying stuck where you are today and achieving more tomorrow.