BUILDING A 21 ST  CENTURY NONPROFIT A CHANGE MANAGEMENT ROADMAP ON HOW TO CREATE A FULLY INTEGRATED, CUSTOMER FOCUSED ORGA...
Mark Climie-Elliott, CFRE [email_address] Senior Advisor/Consultant, HJC Debbie Comuzzi President and CEO Children’s Healt...
SESSION OUTCOMES <ul><li>Participants will: </li></ul><ul><li>Determine their current reality </li></ul><ul><li>Learn the ...
A Successful Transformation Includes: <ul><li>Full Participation </li></ul><ul><li>Solid Preparation </li></ul><ul><li>Ope...
Tension is Good! <ul><li>Organization Type A </li></ul><ul><li>Organization Type B </li></ul>04/16/10 proprietary and conf...
Step 1: Release the Fear and Anxiety <ul><li>To create change – you need a process </li></ul><ul><ul><li>a System </li></u...
The Systems Leverage Model Shared Vision Shared Reality Assumptions Feedback Leverage Options Dialogue Quantum Learning Sy...
Shared Reality <ul><li>Your organization as it is today. </li></ul><ul><ul><li>How you see it – your reality </li></ul></u...
Shared Future <ul><li>Shift ahead and articulate a shared vision or desired state of what you want to look like in 3-5 yea...
Dialogue vs. Discussion <ul><li>Dialogue encourages participation </li></ul><ul><ul><li>Usually facilitated </li></ul></ul...
Leverage <ul><li>Through the dialogue…  </li></ul><ul><ul><li>Surface assumptions </li></ul></ul><ul><ul><li>Options appea...
Success Factors for Transforming from Good to Great! <ul><li>Alignment  </li></ul><ul><ul><li>Strategy </li></ul></ul><ul>...
Strategy <ul><li>Leveraging the resources to meet goals </li></ul><ul><li>Means by which you achieve your vision </li></ul...
Structure <ul><li>Organizational Design </li></ul><ul><li>Work Processes </li></ul><ul><li>Decision-making </li></ul><ul><...
Culture <ul><li>Practicing what your are… </li></ul><ul><ul><li>Vision </li></ul></ul><ul><ul><li>Values </li></ul></ul><u...
Skills <ul><li>The fuel that drives the strategy, culture and structure </li></ul><ul><ul><li>Technical </li></ul></ul><ul...
04/16/10 proprietary and confidential
A Shared Reality <ul><li>Surpassed New Building Campaign Goal </li></ul><ul><ul><li>Donors completing pledges </li></ul></...
Desired State <ul><li>Next  </li></ul><ul><li>Keeping FR Streams diversified </li></ul><ul><li>Setting up Ask </li></ul>04...
Next Challenge <ul><ul><li>Planning for CHRI (Research Institute) going National </li></ul></ul><ul><li>Grow Revenue to $1...
Alignment <ul><li>Structure </li></ul><ul><ul><li>No Director of Development or Annual Giving </li></ul></ul><ul><ul><ul><...
Outcomes <ul><li>Restructured </li></ul><ul><ul><li>Director of Annual Giving </li></ul></ul><ul><li>Restructured Again </...
Keys to a Successful Transformation <ul><li>Alignment </li></ul><ul><ul><li>Strategy Structure Culture Skills </li></ul></...
Embrace Change <ul><li>Take Personal Responsibility  </li></ul><ul><ul><li>#1 Mistake is to “decide not to change.” </li><...
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Building A 21st Century Nonprofit: A Change Management Roadmap On How To Create A Fully Integrated, Customer Focused Organization

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How do you put it all together from a strategic leadership perspective? To achieve success today, functional silos must come down – staff must acquire new skills – and reporting structures require more fluidity from project to project.

Join two senior nonprofit executives and learn how they’ve been able to foster success, inspire creativity and innovation, and build loyalty in nonprofit environments that are becoming more complex and increasingly demanding.

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Building A 21st Century Nonprofit: A Change Management Roadmap On How To Create A Fully Integrated, Customer Focused Organization

  1. 1. BUILDING A 21 ST CENTURY NONPROFIT A CHANGE MANAGEMENT ROADMAP ON HOW TO CREATE A FULLY INTEGRATED, CUSTOMER FOCUSED ORGANIZATION Mark Climie-Elliott CFRE, hjc Debbie Comuzzi, President and CEO Children’s Health Foundation
  2. 2. Mark Climie-Elliott, CFRE [email_address] Senior Advisor/Consultant, HJC Debbie Comuzzi President and CEO Children’s Health Foundation [email_address] TP2010 Tweeting today? Your presenters... Follow us as... @hjcnewmedia Remember – Participating in today’s Turning Point Webinars earns you CFRE Education Credits!
  3. 3. SESSION OUTCOMES <ul><li>Participants will: </li></ul><ul><li>Determine their current reality </li></ul><ul><li>Learn the process to identify leverage </li></ul><ul><li>Uncover keys to successfully transform </li></ul><ul><li>Hear first-hand how an organization has set the path for transformation </li></ul>04/16/10 proprietary and confidential
  4. 4. A Successful Transformation Includes: <ul><li>Full Participation </li></ul><ul><li>Solid Preparation </li></ul><ul><li>Open Minds </li></ul><ul><li>Feedback </li></ul><ul><li>A safe environment </li></ul><ul><ul><li>respectful and inclusive </li></ul></ul><ul><li>+ Tension! </li></ul>04/16/10 proprietary and confidential
  5. 5. Tension is Good! <ul><li>Organization Type A </li></ul><ul><li>Organization Type B </li></ul>04/16/10 proprietary and confidential Where is your organization? Tension Behaviour Outcome Fear Blaming Burnout Anxiety Self-interest Stagnation Political Downgrading Tension Behaviour Outcome Innovation Cooperation Achieve Goals Creativity Teamwork Success Productive Rewards
  6. 6. Step 1: Release the Fear and Anxiety <ul><li>To create change – you need a process </li></ul><ul><ul><li>a System </li></ul></ul><ul><ul><li>Input </li></ul></ul><ul><ul><li>Challenge </li></ul></ul><ul><li>Three Drivers of Change </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Knowledge </li></ul></ul><ul><li>The System: </li></ul><ul><ul><li>Systems Leverage </li></ul></ul>04/16/10 proprietary and confidential
  7. 7. The Systems Leverage Model Shared Vision Shared Reality Assumptions Feedback Leverage Options Dialogue Quantum Learning Systems
  8. 8. Shared Reality <ul><li>Your organization as it is today. </li></ul><ul><ul><li>How you see it – your reality </li></ul></ul><ul><ul><li>How others see it – their reality </li></ul></ul><ul><ul><li>No right or wrong – simply respected observations </li></ul></ul><ul><li>Collectively, this becomes your “shared” reality. </li></ul>04/16/10 proprietary and confidential Reality is something you rise above. Liza Minelli
  9. 9. Shared Future <ul><li>Shift ahead and articulate a shared vision or desired state of what you want to look like in 3-5 years </li></ul><ul><li>Can be applied to any timeframe </li></ul><ul><ul><li>– short, mid and long-term </li></ul></ul>04/16/10 proprietary and confidential
  10. 10. Dialogue vs. Discussion <ul><li>Dialogue encourages participation </li></ul><ul><ul><li>Usually facilitated </li></ul></ul><ul><ul><li>Sets an atmosphere of respect </li></ul></ul><ul><ul><li>Encourages “safe” participation </li></ul></ul><ul><ul><ul><li>Surface Assumptions </li></ul></ul></ul><ul><ul><li>Enables Sharing </li></ul></ul><ul><li>Discussion </li></ul><ul><ul><li>Unstructured </li></ul></ul><ul><ul><li>May lead to “right” and “wrong” statements </li></ul></ul><ul><ul><li>May lead to competitive </li></ul></ul><ul><ul><li>Often leads to fragmentation </li></ul></ul>04/16/10 proprietary and confidential
  11. 11. Leverage <ul><li>Through the dialogue… </li></ul><ul><ul><li>Surface assumptions </li></ul></ul><ul><ul><li>Options appear </li></ul></ul><ul><ul><li>Leverage is identified </li></ul></ul><ul><ul><li>Testing Action </li></ul></ul><ul><ul><li>Feedback </li></ul></ul><ul><li>Changes your Shared Reality </li></ul>04/16/10 proprietary and confidential
  12. 12. Success Factors for Transforming from Good to Great! <ul><li>Alignment </li></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>Organizational Culture </li></ul></ul><ul><ul><li>Skills </li></ul></ul>04/16/10 proprietary and confidential
  13. 13. Strategy <ul><li>Leveraging the resources to meet goals </li></ul><ul><li>Means by which you achieve your vision </li></ul><ul><li>Plan – sets out the timelines, resources or specific activities (tactics) </li></ul><ul><li>Integrates across organization (Information Technology, HR, Functional Priorities, Process Improvement, …) </li></ul>04/16/10 proprietary and confidential
  14. 14. Structure <ul><li>Organizational Design </li></ul><ul><li>Work Processes </li></ul><ul><li>Decision-making </li></ul><ul><li>Information Systems </li></ul><ul><li>Rewards and Incentives </li></ul><ul><li>Communications </li></ul>04/16/10 proprietary and confidential
  15. 15. Culture <ul><li>Practicing what your are… </li></ul><ul><ul><li>Vision </li></ul></ul><ul><ul><li>Values </li></ul></ul><ul><ul><li>Brand </li></ul></ul><ul><ul><li>Behaviours </li></ul></ul><ul><ul><li>Traditions </li></ul></ul><ul><ul><li>Leadership </li></ul></ul><ul><li>Alignment with Structure is key </li></ul>04/16/10 proprietary and confidential
  16. 16. Skills <ul><li>The fuel that drives the strategy, culture and structure </li></ul><ul><ul><li>Technical </li></ul></ul><ul><ul><li>Analytical </li></ul></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Organizational </li></ul></ul><ul><ul><li>Communications </li></ul></ul>04/16/10 proprietary and confidential
  17. 17. 04/16/10 proprietary and confidential
  18. 18. A Shared Reality <ul><li>Surpassed New Building Campaign Goal </li></ul><ul><ul><li>Donors completing pledges </li></ul></ul><ul><li>New Hospital Opening in Dec 2010 </li></ul><ul><ul><li>full completion Spring 2011 </li></ul></ul><ul><li>Currently at $8M </li></ul>04/16/10 proprietary and confidential
  19. 19. Desired State <ul><li>Next </li></ul><ul><li>Keeping FR Streams diversified </li></ul><ul><li>Setting up Ask </li></ul>04/16/10 proprietary and confidential
  20. 20. Next Challenge <ul><ul><li>Planning for CHRI (Research Institute) going National </li></ul></ul><ul><li>Grow Revenue to $15M by 2020 </li></ul><ul><ul><ul><li>Regenerate Support </li></ul></ul></ul><ul><ul><ul><ul><li>8 Campaigns </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Major Gifts </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Mid-Level Opps </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Monthly Giving Focus </li></ul></ul></ul></ul><ul><ul><ul><li>Lead Generation </li></ul></ul></ul><ul><ul><ul><ul><li>Target Communities </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Integrated Channel Marketing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Leverage E-Phil Ops </li></ul></ul></ul></ul><ul><ul><ul><li>Diversified Revenue Streams </li></ul></ul></ul>04/16/10 proprietary and confidential
  21. 21. Alignment <ul><li>Structure </li></ul><ul><ul><li>No Director of Development or Annual Giving </li></ul></ul><ul><ul><ul><li>All Sr. Functions reported to CEO </li></ul></ul></ul><ul><ul><li>Functional Silos apparent </li></ul></ul><ul><ul><ul><li>Although Integrated – needing enhancement </li></ul></ul></ul><ul><li>Skills </li></ul><ul><ul><li>Talented/Highly Skilled </li></ul></ul><ul><ul><ul><li>Retooling required to meet future objectives </li></ul></ul></ul><ul><li>Culture </li></ul><ul><ul><li>Donor-centred </li></ul></ul><ul><ul><li>Highly team-oriented </li></ul></ul>04/16/10 proprietary and confidential
  22. 22. Outcomes <ul><li>Restructured </li></ul><ul><ul><li>Director of Annual Giving </li></ul></ul><ul><li>Restructured Again </li></ul><ul><ul><li>Director of Resource Development </li></ul></ul><ul><ul><ul><li>Annual </li></ul></ul></ul><ul><ul><ul><li>Major </li></ul></ul></ul><ul><ul><ul><li>Donor Migration </li></ul></ul></ul><ul><li>Result – Enabling CEO to focus externally, growing CHRI Nationally & Capacity Building with Key Stakeholders </li></ul>04/16/10 proprietary and confidential
  23. 23. Keys to a Successful Transformation <ul><li>Alignment </li></ul><ul><ul><li>Strategy Structure Culture Skills </li></ul></ul><ul><li>Dynamic Integration </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><li>Identifying Leverage </li></ul><ul><ul><li>Aligning with Strategy </li></ul></ul><ul><li>Board and Leadership Buy-In </li></ul>04/16/10 proprietary and confidential
  24. 24. Embrace Change <ul><li>Take Personal Responsibility </li></ul><ul><ul><li>#1 Mistake is to “decide not to change.” </li></ul></ul><ul><li>Thanks for joining us today! </li></ul>04/16/10 proprietary and confidential
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