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Category: Change

Looking into the future

No one has a crystal ball that can predict definitively what the future will look like but there is a fair amount of forecasting that can be done that is based on demography. We know that the birthrate can help planners understand what the demand for schools and teachers will be in the future. It’s really a matter of math plus factoring in aging infrastructure that can help determine just how many schools will need to be built or phased out in the future. Demographic projections are fairly reliable, especially with… Read more Looking into the future

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Ten Ideas to Strengthen the NonProfit Sector

In this posting I offer 10 ideas that non profit sector organizations might consider undertaking to strengthen themselves.. All of them may not be necessary to the same degree for your organization but this list of ten transformations does, I believe, contain at least several major changes your organization should at least think about. Here they are in no particular order.

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Why Planning Goes Wrong

The biggest reason plan’s fail is that people don’t do the plan. They don’t do it because they have not collectively embraced it, have not structured their work to do it, and are not spending the time and effort to make changes in behavior to do it. This is why all strategic planning consultants and writers will tell you that a plan’s success depends on the unwavering leadership and involvement of the CEO. If that is absent, the change required to bring plans to life will not happen. A second… Read more Why Planning Goes Wrong

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About Visioning

This is a second posting in the series about Mission, Visioning and Values. See our first posting on “Mission” here. Vision. Without it, we bump into things; we stumble and fall and ultimately can’t be certain if where we end up is where we want to be. It’s a powerful and sometimes provocative word. It has numerous meanings. Being able to see what is before you AND being able to conjure up an image of the future are among the definitions or connotations of “vision.” Picturing your future reality From… Read more About Visioning

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About Mission Statements

Years back when I taught strategic planning, I had this debate with one of my consulting colleagues. He was adamant that a mission statement should be brief so that it could be committed to memory and therefore engrained in someone’s mind. He felt the same way about vision statements, though he felt they could be somewhat longer. My position was, and still is, that mission and vision statements should fit your organization, its culture, and if that can be done in a dozen words, great! But if it takes more… Read more About Mission Statements

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Learning Learning

Trouble viewing the video here, see it on YouTube  One key to organizational success has to do with the capacity of people to learn — learn from mistakes as well as learn from successes. The call for organizational learning has escalated over the years ever since our culture and economy transitioned from a “we make things” focus to what is called a “knowledge society.” Today, knowledge workers are highly valued as you know, but the real asset of a knowledge worker goes far beyond what she or he “knows”. Simply… Read more Learning Learning

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Innovation is intentional change

Organizational innovation calls for the players to understand and affirm the vision and direction of the organization. They need to be able to identify, recognize, and decide upon vision relevant opportunities and challenges.  To innovate effective, the organization should be intentional, objective or goal oriented, and be able to create and sustain momentum to achieve the objective.  The attributes of an innovative environment… There is an inspirational mission and vision embraced by all and that serves at the heart of organizational planning, execution, evaluation, and innovation. The organization understands that… Read more Innovation is intentional change

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Quote of the Day

A company can’t will itself to be agile. Agility is an emergent property that appears when an organization has the right mindset, the right skills, and the ability to multiply those skills through collaboration. To count agility as a core competence, you have to embed it into the culture. You have to encourage an enterprisewide appetite for radical ideas. You have to keep the company in a constant state of inventiveness. It’s one thing to inject a company with inventiveness. It’s another thing to build a company on inventiveness. To… Read more Quote of the Day

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