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Tera terpstra

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  • 1. 11November 2010
    TBLI
    “transforming from a traditional grant giving institution to an impact investing organisation”
    … an attempt to crush five inspiring and intense years into 1 presentation
  • 2. transformation can be like the skies
    holding light and dark together
    be beautiful and rough at the same time
  • 3. De Oude Beuk- traditional grant making
    giving the money away once
    unrequested proposals - ‘open-door-policy’
    all geographies, all themes = 125 projects, 25 countries
    low touch project monitoring
    team: senior and junior project managers - development aid
  • 4. d.o.b foundation - impact investing
    sustaining or growing the money invested
    dedicated scouting
    narrow geographical & theme focus = 15 investments, mainly Africa
    high touch engagement
    multidisciplinary team – business, finance, legal, anthropology
  • 5. what did it take?
    changes in strategy
    making clear choices on vision, mission and focus
    entrepreneurial and stakeholder oriented approach
    changes in process
    business wise management
    impact & financial measurement and reporting
    changes in organisational structure
    network organisation
    multidisciplinary team
    changes in leadership
    connecting – being the glue amongst the parts
    empowering versus leading
    managing the reality bias: embracing the new vision is one, living it however…
  • 6. transformation
    “although the connections are not always obvious, organisational change is inseparable from personal change”
    Harriet Lerner

  • 7. (some) challenges
    how to choose focus and vision - and deal with the ‘loss’?
    how to make periodic results tangible?
    how to deal with the implications of being a network organisation?
    how to deal with the complexity of hybrid businesses?
  • 8. underlying challenges - example
    how to deal with the changed character of results?
  • 9. underlying challenges - example
    how to deal with the shifted status of being a multiple ‘giver’ to being a qualitative partner?
  • 10. paradigm shifts
    STRATEGY - from OR toAND
    PROCES - from linear to systemic
    STRUCTURE - from singular to hybrid
    INVOLVEMENT – from ‘outsider’ to participant
    LEADERSHIP – from ‘leading’ to empowering 
  • 11. conclusions
    CO - CREATE
    SHARE
    BLEND
    NOURISH AND FOSTER
  • 12. some personal remarks…
    don’t get impressed by ‘complexity
    don’t take yourself too seriously
    changing the world is an ambitious goal
    to change is to be bold
    … the world is longing for some ground-breaking, paradigm shifting CHANGE in order to provide for a long lasting future of LIFE…
  • 13. thanks for your attention!
    questions, remarks…

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