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Sustainability in Troubled Waters

Sustainability in Troubled Waters. presented by: Debra Thompson, President & CEO October 12, 2011 debbie@getstrategy.com www.getstrategy.com. Strategy Solutions exists to create healthy communities. Healthy Communities. Private Sector Wealth Creating Companies. Healthy Organizations.

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Sustainability in Troubled Waters

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  1. Sustainability in Troubled Waters presented by: Debra Thompson, President & CEO October 12, 2011 debbie@getstrategy.com www.getstrategy.com ©Strategy Solutions, 2009

  2. Strategy Solutions exists to create healthy communities. ©Strategy Solutions, 2011

  3. Healthy Communities Private Sector Wealth Creating Companies ©Strategy Solutions, 2011

  4. Healthy Organizations ©Strategy Solutions, 2011

  5. We help our clients “unlock their potential” by providing three things: • Strategic Planning • Market Research • Project management to support implementation of key initiatives ©Strategy Solutions, 2011

  6. Objectives for Today • Outline an integrated approach to sustainability in “troubled waters” • Identify strategies to cover your BASES to ensure sustainability: • Build a Business Case, • Adapt and align, • Scale your business, • Execute, and create • Synergy ©Strategy Solutions, 2011

  7. Source: Navigating the Organizational Lifecycle by Paul Connolly ©Strategy Solutions, 2009

  8. Keys to Sustainability • Industry lifecycle fit • Product lifecycle fit • Organizational lifecycle fit • Appropriate fundraising (to fill in the gaps) ©Strategy Solutions, 2011

  9. Where are we now? ©Strategy Solutions, 2011

  10. How Sustainable Is Your Organization? • How well do you identify and meet your fundraising goals? • How knowledgeable are you about industry best practices? • How knowledgeable are you about consumer expectations? • How mature is your organization? • How “mature” is your board? ©Strategy Solutions, 2011

  11. Where do we want to be? • Sustainability by covering all your BASES • Begin with the end in mind • Build a Business Case, • Adapt and align, • Scale your business, • Execute, and create • Synergy ©Strategy Solutions, 2009

  12. Build a Business Case • Mission: What business are you in? • What is the “compelling cause” that drives your organization? • What evidence do you have that this is true? • What is the “operational definition” of the vision of your organization? ©Strategy Solutions, 2011

  13. Strategic ProfileDefining the Vision • Driving force - MISSION • Business concept - “What business are we in?” • Competitive strategy • Future product scope • Future market scope • Future client scope • Size/growth guidelines • Return/profit guidelines • Timeframes Source: Strategy Pure & Simple by Michel Robert ©Strategy Solutions, 2009

  14. Build a Business Case • To what extent does your story evoke strong feelings/emotions? • What “return on investment” do your outcomes “deliver” to the clients, community and donors? • Do you have this written down (succinctly) in summary format? • This may be impossible without the appropriate elements in place ©Strategy Solutions, 2011

  15. ©Strategy Solutions, 2009

  16. Adaptive Management Leadership Technical Adapt and Align:4 Components of Capacity Source: Navigating the Organizational Lifecycle by Paul Connolly ©Strategy Solutions, 2009

  17. Key Characteristics: • Any group that aims to deliver successfully on its mission must attain the mature lifecycle stage – and sustain itself there. • Capacity is an abstract term that describes a wide range of capabilities, knowledge and resources that organizations need in order to be vital and effective in staying true to their missions. • SSI’s approach attempts to teach clients to “build capacity to achieve a sustainable business model” ©Strategy Solutions, 2011

  18. Adaptive The ability to monitor, assess, respond to and stimulate internal and external changes Leadership The ability of leadership and staff and to inspire, prioritize, make decisions, provide directions and innovate Capacities Source: Navigating the Organizational Lifecycle by Paul Connolly ©Strategy Solutions, 2009

  19. Management Ensure the effective and efficient use of organizational resources Technical The ability to implement all of the key organizational functions and deliver products and services Capacities Source: Navigating the Organizational Lifecycle by Paul Connolly ©Strategy Solutions, 2009

  20. Adapt & Align • Industry lifecycle fit • How well have you integrated industry best practices into your service delivery model? • Do we even know what they are? • To what extent are you “building a new best practice?” • How do you “stay ahead” of the curve? ©Strategy Solutions, 2011

  21. 4 3 2 5 1 Many are here Adapted from: Navigating the Organizational Lifecycle by Paul Connolly ©Strategy Solutions, 2009

  22. 4 3 2 5 1 Many are here Adapted from: Navigating the Organizational Lifecycle by Paul Connolly ©Strategy Solutions, 2009

  23. Adapt & Align • Product lifecycle fit • To what extent are you listening to the “voice of your customers” to know what they want/need expect? • How well have you integrated meeting consumer needs and expectations into your products/service delivery model? ©Strategy Solutions, 2011

  24. Adapt & Align • Product lifecycle fit • What is your product “niche” and how it is integrated across the “continuum” of services? • How relevant are your products/ services? • Who would miss you if you were gone? ©Strategy Solutions, 2011

  25. Scale Your Business • What does it actually cost to deliver our programs/services? • How much of the true cost is administrative overhead versus service delivery? • What will it take to achieve the lowest possible unit cost? ©Strategy Solutions, 2011

  26. Scale Your Business • In what ways can we collaborate to expand services, lower cost and/or improve quality? • In what ways can we share resources to build capacity or lower costs? ©Strategy Solutions, 2011

  27. Execute: Management • Build/Execute Technical Capacities: • Program • Finance • Human Resources • Marketing • Planning • Fundraising • Outcomes Measurement • Information Technology • Other ©Strategy Solutions, 2011

  28. Execute: Management • Ensure “the right people in the right seats on the bus.” • Develop a culture of performance excellence and customer service focused on the mission • Zero tolerance for non-supportive behaviors ©Strategy Solutions, 2011

  29. Execute: Governance • The board is responsible for its’ own operations, including the education, training and development of board members, annual evaluation of its own performance, and where appropriate, the selection of new board members. • The board should establish stated expectations for board members, including expectations for participation in fundraising activities, committee service, and program activities. ©Strategy Solutions, 2011

  30. Execute: Board Roles • Governance • Fundraising • Management Volunteer • Direct Service Volunteer Source: BoardSource ©Strategy Solutions, 2009

  31. Execute: Governance • Stage 1: Start-up Organizing Board: Board is either “follow the leader” (friends of the founder, cheerleader, rubber stamper) or strong volunteers who share board/ management functions • Stage 2: Adolescent Volunteer Governing Board: Power and authority is shared between board and staff • Stage 3: Mature Institutional and Fundraising Board: Board roles are distinct from management; board sets policy and supports fundraising

  32. New Reality There is new recognition that business exists to serve the ongoing evolution of human civilization and the care and support of the global family.

  33. New Reality Tachi Kiuchi, former Chairman and CEO, Mitsubishi Electric America “We must be AGILE and CREATIVE and operate our businesses in new ways. In the past we operated our businesses like machines, but machines do not respond well to change.”

  34. 21stCentury Business Service to and alignment with the greater good as the top priority, coupled with sound business practice, results in significantly higher profits.

  35. Why is this happening now? • Greater percentage of the population is over 45 • Gen Y (late teens – early 30s) more interested in work-life balance • Gen Net predicted to be even more focused on service, social responsibility, meaning, balance.

  36. Societal Shifts • Significant increases in socially-responsible investing • Less tolerance for corruption, misuse of funds, dishonesty • Greater demand for transparency, leveling the playing field, opening lines of communication

  37. Success in 21st Century Alignment of thought, belief, intention, decisions, and actions with values, essence or soul, and reason for being or soul mission, as well as with the greater good—the positive evolution of our collective consciousness and collective well-being.

  38. Success in 21stCentury Moving from “what I want” or “what the company wants” to “what wants to happen.” “Partnering with Potential”

  39. Create Synergy • Never doubt that a small group of committed citizens can change the world, because indeed, it is the only thing that has ever had. ~Margaret Mead ©Strategy Solutions, 2011

  40. In Summary • Strategies for sustainability in “troubled waters” • Cover your BASES to ensure sustainability: • Build a Business Case, • Adapt and align, • Scale your business, • Execute, and create • Synergy ©Strategy Solutions, 2011

  41. Questions/Discussion ©Strategy Solutions, 2011

  42. Strategic Planning: Board governance assessments, board development plans, board training Facilitating board retreats, strategic planning processes Facilitate the development of specific implementation action plans, human resource requirements and budgets Market Research: SSI conducts and facilitates research in support of community needs assessment activities Surveys Focus groups & stakeholder forums Secondary research SSI will teach clients to conduct stakeholder forums and gather data as resources allow How SSI Can Assist You ©Strategy Solutions, 20011

  43. Strategy Solutions can: Prepare business plans with financial modeling, break-even analysis and return on investment Develop marketing plans based on market research that are critical tools in the implementation of strategic initiatives Work closely with advertising agencies to assist with the implementation of branding strategies and marketing plans Strategy Solutions helps to build organizational capacity and build organizational effectiveness by helping to: Define the organizational model for the achievement of the company’s strategic initiatives Assess current management and employee skills and goals Align these to the goals envisioned in the company’s strategic initiative and the skills required to achieve it Define the gaps that must be filled “Fill” in the gaps with staff support when required Implementation Support ©Strategy Solutions, 2011

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