![]() He revealed the next speaker in the series would be dynamic young leader, speaker, author and commentator Holly Ransom. Our Community group managing director Denis Moriarty said Mr Ronald’s address set the tone for a provocative series featuring top thinkers across a wide range of important topics. In the private sector, selling your business to a larger competitor is celebrated.Īnd it's often a great way for larger organisations to take great innovation to scale and rejuvenate their talent. If transformation is hard, dying well is too often seen as failure rather than success. This thinking is often encouraged by charities themselves.įifth, charities have systemically underinvested in IT for decades.Īnd sixth, they generally fail to create a continuous learning culture or invest in the professional development of their people. Donors want as much money as possible to be spent on direct program costs and see investments in organisational capacity as mere administration, to be minimised. Third, there are insufficient incentives to make changes before value is destroyed.įourth, donors have starved charities of the capital they need. These evaluations too often begin at the end of a program, rather than being planned during program design and integrated into the program logic and intended outcomes.Įvaluations are often of poor quality – because of a lack of independence, transparency and dissemination of results. When program evaluations do occur, they often focus on process, inputs or outputs, rather than outcomes. There has been too little investment in the evidence of impact.īudgets for monitoring and evaluation are often significantly below what is required to produce reliable analysis. This often happens because they lack the data and evidence they need to make better-informed decisions. Second, despite the rhetoric about mission, most boards and management teams in practice prioritise the organisation over their mission. I am the first to acknowledge that transformation is hard, for many reasons.įirst, boards and executive teams have not focused enough on long-term strategic trends. In the following brief extract from his presentation, he outlines six key reasons why organisations fail to bite the bullet when it comes to making the decision to “transform, die well, or die badly”. He said the situation was unsustainable, forcing many organisations into the choice of seeking mergers with competitors or simply dying out. The result was cash-strapped organisations now competing harder for a shrinking funding pool in an already crowded charity and not-for-profit arena. In his presentation, “Mission over reputation: The case for a merger in times of crisis”, Mr Ronalds said some organisations had struggled to react to the pandemic and were now spending more to keep up. ![]() ( ICDA members can listen to the lecture and read the transcript here.) Mr Ronalds issued the challenge to leaders to think more clearly about their future in the first instalment of an exclusive quarterly lecture series for members of the Institute of Community Directors Australia, Rethinking the Community Sector. ![]()
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