Running an NGO in a disrupted world
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How we adapt our organisation to… How we fund our work in… How we relate to each other in… How we get direction & purpose in… …this new normal
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Agile & robustly funded
This document discusses how NGOs need to become more agile and robustly funded to adapt to ongoing disruptions. It recommends that NGOs conduct a zero-based analysis of their funding needs, diversify their funding sources, and restructure their organizations to be more flexible and data-driven. Agile strategies that emphasize learning, collaboration, and removing bottlenecks will help NGOs better respond to changes and scale their impact. The mindset of accepting what cannot be changed and having the courage to change what can will be important for navigating ongoing uncertainties.
Agile & robustly funded
This document discusses how NGOs need to adapt to remain effective in a changing environment. It advocates for NGOs to become more agile and robustly funded. Agile organizations can respond faster to disruptions and learn better. NGOs also need diverse, flexible funding so they can scale up where needs arise. The document provides examples of NGOs that diversified funding and used data insights to attract donors. It argues the mindset needed is accepting things that can't change but having courage to change structures and systems to support the strategy.
BETTER FUNDING MODELS THROUGH & BEYOND THE COVID-19 CRISIS
This document discusses better funding models for non-profits, especially during the COVID-19 crisis. It suggests using the crisis as an opportunity to put non-profits on a more sustainable financial footing long-term. The document outlines 10 practical steps for building a stable income stream, including diversifying funding sources, setting minimum funding levels, defining management fee recovery rates, and matching funding to mission rather than changing mission to suit funders.
The future of NGOs: How do we build the NGOs we need?
The document discusses how NGOs need to adapt and become more agile and efficient to survive and thrive in the future. It provides examples of how some NGOs have successfully transformed themselves by prioritizing data and learning, allowing more autonomous local decision-making, developing new programs and income streams quickly through sprints. Cultural changes are needed like shifting to self-steering teams, decentralizing decisions and operations to the field level with digital reporting. Lessons from agile transformations emphasize the need for structures and funding to truly support the strategy, making work flexible, and putting data and transparency at the core.
Agile & robustly funded
This document summarizes a presentation about how NGOs need to become more agile and robustly funded to survive ongoing disruptions. It discusses that NGOs must be able to respond and adapt more quickly given accelerating changes like COVID-19, digitalization, and a looming recession. To do so, NGOs need to move away from static structures organized around donor demands and toward more flexible, learning-focused models using data and collaboration. Examples are given of NGOs that diversified funding and prioritized data to gain strategic opportunities. The presentation argues that NGOs must have the courage to change aspects within their control to ensure the right funding, structures, and mindsets for future impact.
10 tips how to improve your proposal budget
The document provides 10 tips for improving proposal budgets: 1) Treat budget development as a project with clear timelines and stakeholder engagement. 2) Use the correct donor template and format. 3) Ensure the budget clearly reflects the content of the proposal. 4) Choose an activity-based or line-item budget structure consistently. 5) Consider all relevant cost elements like staff, travel, supplies. 6) Categorize expenses as direct or indirect correctly. 7) Double check all donor requirements are met. 8) Avoid non-justified contingencies and ensure calculations are accurate. 9) Have multiple people review the budget. 10) Emphasize how a good budget demonstrates organizational capacity, value for money, and compliance. The
10 tips for writing better project proposals.pdf
The document provides 10 tips for writing better project proposals for NGOs. It emphasizes the importance of preparation, research, realistic budgets, and utilizing templates. A key part of preparation is conducting a thorough "Go/No Go" decision analysis to determine if a funding opportunity is a good fit and if the organization has the capacity to take it on. It also stresses developing proactive funding strategies based on ongoing donor research rather than just responding to opportunities.
10 tips to improve your proposal budget
This document provides 10 tips for improving proposal budgets. It discusses challenges in budget development like limited time and unclear costs. It notes that 30% of proposals fail due to budget issues like incorrect calculations or missing donor requirements. The tips include treating budget development as a project, using the correct donor template, ensuring the budget matches the proposal content, asking questions to consider all necessary costs, properly categorizing direct and indirect expenses, double checking calculations and requirements are met, avoiding vague contingency amounts, and emphasizing the value of a good budget in communicating with donors.
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Agile & robustly funded
This document discusses how NGOs need to become more agile and robustly funded to adapt to ongoing disruptions. It recommends that NGOs conduct a zero-based analysis of their funding needs, diversify their funding sources, and restructure their organizations to be more flexible and data-driven. Agile strategies that emphasize learning, collaboration, and removing bottlenecks will help NGOs better respond to changes and scale their impact. The mindset of accepting what cannot be changed and having the courage to change what can will be important for navigating ongoing uncertainties.
Agile & robustly funded
This document discusses how NGOs need to adapt to remain effective in a changing environment. It advocates for NGOs to become more agile and robustly funded. Agile organizations can respond faster to disruptions and learn better. NGOs also need diverse, flexible funding so they can scale up where needs arise. The document provides examples of NGOs that diversified funding and used data insights to attract donors. It argues the mindset needed is accepting things that can't change but having courage to change structures and systems to support the strategy.
BETTER FUNDING MODELS THROUGH & BEYOND THE COVID-19 CRISIS
This document discusses better funding models for non-profits, especially during the COVID-19 crisis. It suggests using the crisis as an opportunity to put non-profits on a more sustainable financial footing long-term. The document outlines 10 practical steps for building a stable income stream, including diversifying funding sources, setting minimum funding levels, defining management fee recovery rates, and matching funding to mission rather than changing mission to suit funders.
The future of NGOs: How do we build the NGOs we need?
The document discusses how NGOs need to adapt and become more agile and efficient to survive and thrive in the future. It provides examples of how some NGOs have successfully transformed themselves by prioritizing data and learning, allowing more autonomous local decision-making, developing new programs and income streams quickly through sprints. Cultural changes are needed like shifting to self-steering teams, decentralizing decisions and operations to the field level with digital reporting. Lessons from agile transformations emphasize the need for structures and funding to truly support the strategy, making work flexible, and putting data and transparency at the core.
Agile & robustly funded
This document summarizes a presentation about how NGOs need to become more agile and robustly funded to survive ongoing disruptions. It discusses that NGOs must be able to respond and adapt more quickly given accelerating changes like COVID-19, digitalization, and a looming recession. To do so, NGOs need to move away from static structures organized around donor demands and toward more flexible, learning-focused models using data and collaboration. Examples are given of NGOs that diversified funding and prioritized data to gain strategic opportunities. The presentation argues that NGOs must have the courage to change aspects within their control to ensure the right funding, structures, and mindsets for future impact.
10 tips how to improve your proposal budget
The document provides 10 tips for improving proposal budgets: 1) Treat budget development as a project with clear timelines and stakeholder engagement. 2) Use the correct donor template and format. 3) Ensure the budget clearly reflects the content of the proposal. 4) Choose an activity-based or line-item budget structure consistently. 5) Consider all relevant cost elements like staff, travel, supplies. 6) Categorize expenses as direct or indirect correctly. 7) Double check all donor requirements are met. 8) Avoid non-justified contingencies and ensure calculations are accurate. 9) Have multiple people review the budget. 10) Emphasize how a good budget demonstrates organizational capacity, value for money, and compliance. The
10 tips for writing better project proposals.pdf
The document provides 10 tips for writing better project proposals for NGOs. It emphasizes the importance of preparation, research, realistic budgets, and utilizing templates. A key part of preparation is conducting a thorough "Go/No Go" decision analysis to determine if a funding opportunity is a good fit and if the organization has the capacity to take it on. It also stresses developing proactive funding strategies based on ongoing donor research rather than just responding to opportunities.
10 tips to improve your proposal budget
This document provides 10 tips for improving proposal budgets. It discusses challenges in budget development like limited time and unclear costs. It notes that 30% of proposals fail due to budget issues like incorrect calculations or missing donor requirements. The tips include treating budget development as a project, using the correct donor template, ensuring the budget matches the proposal content, asking questions to consider all necessary costs, properly categorizing direct and indirect expenses, double checking calculations and requirements are met, avoiding vague contingency amounts, and emphasizing the value of a good budget in communicating with donors.
Digitalization acceleration: Why it matters for institutional funding and gr...
- In short - what do we need to build stable income streams (in a
disrupted world)?
- Why digitalization?
- How do you digitalize funding?
- What does it mean to digitalize funding?
- 5 practical steps towards digitalized funding approaches
10 questions every proposal should answer
- Challenges to proposal writing
- What do funders look for?
- 10 questions every proposal should answer
- How to get to submitting successful proposals
10 questions every proposal should answer
Learn about the most common questions that every proposal should answer to be successful. Our funding team uses these questions to ensure that every proposal we prepare with our NGO partners maximizes its chances for shortlisting and, ultimately, a funding award. This webinar will also offer an opportunity to discuss your proposal with members of our team.
How to get donor mapping right
What a good donor map looks like
- The Basics of NGO Funding
- Why Donor Map
- The Donor Mapping Process
- Using The Donor Map
Better funding models through & beyond the Covid-19 crises
- Better funding
- Self-test: do you have the right funding?
- Donor’s funding policies now
- Practical steps to build a sustainable income stream.
The future NGO
The document discusses how NGOs need to become more agile, entrepreneurial, and digital to adapt to changing conditions. It emphasizes that NGOs must be able to pivot quickly, test new approaches, and scale what works. To do so requires embracing digital tools to improve collaboration, adopting more flexible organizational structures, and diversifying funding sources beyond just a few large donors. The future of NGO success lies in having the agility to innovate and adapt on an ongoing basis through the strategic use of data and technology.
How to get donor mapping right
This document provides guidance on creating an effective donor map for non-governmental organizations (NGOs). It recommends building a template that includes donor research parameters and a prospect table. Key steps include researching existing and potential donors, prioritizing opportunities, and regularly updating the donor map to pursue strategic, sustainable funding that aligns with the NGO's mission. An effective donor map is a living document that identifies suitable funding partners and priorities opportunities to investigate.
How to Fund my Organisation, Not Projects
The most protracted, complex and pressing problems we have in the world today need innovative solutions, sustained over time. That does not match a donor template. Most organisations tackling these problems need a better business model.
The future NGO is agile, entrepreneurial and digital
How we deliver impact in a disrupted world
- Committed to deliver amidst disruption
- Agile is a buzzword: Here‘s what it comes down to
- Digital and entrepreneurial - essential to becoming agile
- Five lessons from agile transformations in 2020
- Action recommendations
5 PRIORITIES TO BUILD A BETTER POST-PANDEMIC ORGANISATION
This document outlines 5 priorities for building a better post-pandemic organization and being prepared for future crises: 1) Use evidence-based work through analytics to inform strategy, protect staff, and engage donors. 2) Organize for the new normal of distributed work by accelerating the transition to agile work. 3) Lead now by getting an outside perspective and acting on innovation, agility, and flexibility. 4) Manage money better by understanding finances, building a fair pricing model, and reviewing reserves. 5) Get the right funding by diversifying funding sources, building an independent development function, and investing in business development.
The future of non profit organisations
Change drivers
1. Disruption in the operating environment
2. Localisation & power shift to global south is a priority
3. Businesses push into sustainability
4. Grant funding is inconsistent and insufficient
5. Poverty is on the rise, again
Digitization acceleration why it matter for institutional funding and grants...
● In short - what do we need to build stable income streams (in a disrupted world)?
● Why digitalization?
● How do you digititalize funding?
● What does it mean to digititalize funding?
● 5 practical steps towards digitalized funding approaches
How to build uncertainty into your strategy
How do we develop & action a strategy in times of rapid change, constant disruption and uncertainty?
Is it even important to have a strategy when everything changes all the time?
How do I build uncertainty into my strategy?
How do I prepare my organisation for this?
Funding Strategy Update in 2022
This document provides an overview of funding trends and strategies for NGOs in 2022. It discusses major donors like the US, EU, Germany, and others. Key points include:
- Major donors are focusing on health, gender equality, education, climate change, and democracy/human rights.
- Localization of funding is increasing, with shorter bidding windows of 28 days on average.
- Partnerships with foundations, corporations, banks, and investment funds are growing sources of funding.
- The document provides advice on developing a funding strategy including donor mapping, defining an ideal funding portfolio, and having a funding roadmap and metrics to track progress.
Fundraising in a post covid-19 world
This document discusses trends in nonprofit fundraising in a post-COVID world. It identifies three key trends: 1) A shift to digital-first fundraising with increased individual giving online, a need for transparency and accountability, and opportunities for innovation. 2) More flexible funding models from donors and a need for nonprofits to diversify funding sources and be impactful, efficient and transparent. 3) The importance of finding niche focus areas and communities to serve as funding shifts, being aware of growing wealth gaps, and positioning for long-term success. The document promotes a new global digital fundraising service to help nonprofits professionalize fundraising.
Don‘t restructure – build in steps
Why an agile, distributed organisation makes sense and how to build it.
- Change is the NEW NORMAL
- How to change
- „Check & action“ over „See & mend“
- Remote is not distributed (a warning)
- Action recommendations
How to save an NGO
The document outlines 3 steps - evaluation, control, and planning - for turning around an NGO facing financial distress, along with the mindset needed for change. Successful leaders must clearly communicate the need for shared sacrifice through innovative changes to both business models and culture. Turnarounds require swift evaluation of problems, controlling expenses, and collaborative strategic planning with stakeholders.
Steps towards a new funding paradigm
The document discusses improving funding strategies for NGOs. It recommends a three step process: 1) Analyze current funding sources and capacities, 2) Evaluate funding needs and opportunities, and 3) Develop a plan to pursue new funding paths through short "sprint" workshops. The goal is to move away from traditional project-based funding models and towards more sustainable funding like crowdfunding, corporate partnerships, and membership programs.
Institutional funding opportunities & strategies during Covid-19
This webinar discusses funding opportunities and strategies for non-profits during the COVID-19 pandemic. Major donors like DFID, the EU, and Germany are repurposing existing funds towards health, humanitarian aid, and economic recovery. New funding is focused on health systems, vulnerable groups, and gender equality. The World Bank and UN have increased funding and procurement. Foundations are also increasingly supporting research and response. Non-profits should focus proposals on health, vulnerable groups, and relationships with partners. Opportunities also exist through UN and USAID COVID-19 response programs.
Non-profit financial planning for uncertain times
The document discusses how non-profit organizations can use scenario planning to help with financial planning during uncertain times. It provides tips for creating financial scenarios, including involving different parts of the organization and understanding how income and expenses may change under various scenarios. The key aspects of a good scenario plan are to illustrate the potential impacts on the budget, revenue, costs, reserves and future plans under three condensed financial scenarios using the latest budget as a baseline. Scenario planning is a tool to help manage an organization during unpredictable periods.
Stop talking about innovation!
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
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- In short - what do we need to build stable income streams (in a
disrupted world)?
- Why digitalization?
- How do you digitalize funding?
- What does it mean to digitalize funding?
- 5 practical steps towards digitalized funding approaches
10 questions every proposal should answer
- Challenges to proposal writing
- What do funders look for?
- 10 questions every proposal should answer
- How to get to submitting successful proposals
10 questions every proposal should answer
Learn about the most common questions that every proposal should answer to be successful. Our funding team uses these questions to ensure that every proposal we prepare with our NGO partners maximizes its chances for shortlisting and, ultimately, a funding award. This webinar will also offer an opportunity to discuss your proposal with members of our team.
How to get donor mapping right
What a good donor map looks like
- The Basics of NGO Funding
- Why Donor Map
- The Donor Mapping Process
- Using The Donor Map
Better funding models through & beyond the Covid-19 crises
- Better funding
- Self-test: do you have the right funding?
- Donor’s funding policies now
- Practical steps to build a sustainable income stream.
The future NGO
The document discusses how NGOs need to become more agile, entrepreneurial, and digital to adapt to changing conditions. It emphasizes that NGOs must be able to pivot quickly, test new approaches, and scale what works. To do so requires embracing digital tools to improve collaboration, adopting more flexible organizational structures, and diversifying funding sources beyond just a few large donors. The future of NGO success lies in having the agility to innovate and adapt on an ongoing basis through the strategic use of data and technology.
How to get donor mapping right
This document provides guidance on creating an effective donor map for non-governmental organizations (NGOs). It recommends building a template that includes donor research parameters and a prospect table. Key steps include researching existing and potential donors, prioritizing opportunities, and regularly updating the donor map to pursue strategic, sustainable funding that aligns with the NGO's mission. An effective donor map is a living document that identifies suitable funding partners and priorities opportunities to investigate.
How to Fund my Organisation, Not Projects
The most protracted, complex and pressing problems we have in the world today need innovative solutions, sustained over time. That does not match a donor template. Most organisations tackling these problems need a better business model.
The future NGO is agile, entrepreneurial and digital
How we deliver impact in a disrupted world
- Committed to deliver amidst disruption
- Agile is a buzzword: Here‘s what it comes down to
- Digital and entrepreneurial - essential to becoming agile
- Five lessons from agile transformations in 2020
- Action recommendations
5 PRIORITIES TO BUILD A BETTER POST-PANDEMIC ORGANISATION
This document outlines 5 priorities for building a better post-pandemic organization and being prepared for future crises: 1) Use evidence-based work through analytics to inform strategy, protect staff, and engage donors. 2) Organize for the new normal of distributed work by accelerating the transition to agile work. 3) Lead now by getting an outside perspective and acting on innovation, agility, and flexibility. 4) Manage money better by understanding finances, building a fair pricing model, and reviewing reserves. 5) Get the right funding by diversifying funding sources, building an independent development function, and investing in business development.
The future of non profit organisations
Change drivers
1. Disruption in the operating environment
2. Localisation & power shift to global south is a priority
3. Businesses push into sustainability
4. Grant funding is inconsistent and insufficient
5. Poverty is on the rise, again
Digitization acceleration why it matter for institutional funding and grants...
● In short - what do we need to build stable income streams (in a disrupted world)?
● Why digitalization?
● How do you digititalize funding?
● What does it mean to digititalize funding?
● 5 practical steps towards digitalized funding approaches
How to build uncertainty into your strategy
How do we develop & action a strategy in times of rapid change, constant disruption and uncertainty?
Is it even important to have a strategy when everything changes all the time?
How do I build uncertainty into my strategy?
How do I prepare my organisation for this?
Funding Strategy Update in 2022
This document provides an overview of funding trends and strategies for NGOs in 2022. It discusses major donors like the US, EU, Germany, and others. Key points include:
- Major donors are focusing on health, gender equality, education, climate change, and democracy/human rights.
- Localization of funding is increasing, with shorter bidding windows of 28 days on average.
- Partnerships with foundations, corporations, banks, and investment funds are growing sources of funding.
- The document provides advice on developing a funding strategy including donor mapping, defining an ideal funding portfolio, and having a funding roadmap and metrics to track progress.
Fundraising in a post covid-19 world
This document discusses trends in nonprofit fundraising in a post-COVID world. It identifies three key trends: 1) A shift to digital-first fundraising with increased individual giving online, a need for transparency and accountability, and opportunities for innovation. 2) More flexible funding models from donors and a need for nonprofits to diversify funding sources and be impactful, efficient and transparent. 3) The importance of finding niche focus areas and communities to serve as funding shifts, being aware of growing wealth gaps, and positioning for long-term success. The document promotes a new global digital fundraising service to help nonprofits professionalize fundraising.
Don‘t restructure – build in steps
Why an agile, distributed organisation makes sense and how to build it.
- Change is the NEW NORMAL
- How to change
- „Check & action“ over „See & mend“
- Remote is not distributed (a warning)
- Action recommendations
How to save an NGO
The document outlines 3 steps - evaluation, control, and planning - for turning around an NGO facing financial distress, along with the mindset needed for change. Successful leaders must clearly communicate the need for shared sacrifice through innovative changes to both business models and culture. Turnarounds require swift evaluation of problems, controlling expenses, and collaborative strategic planning with stakeholders.
Steps towards a new funding paradigm
The document discusses improving funding strategies for NGOs. It recommends a three step process: 1) Analyze current funding sources and capacities, 2) Evaluate funding needs and opportunities, and 3) Develop a plan to pursue new funding paths through short "sprint" workshops. The goal is to move away from traditional project-based funding models and towards more sustainable funding like crowdfunding, corporate partnerships, and membership programs.
Institutional funding opportunities & strategies during Covid-19
This webinar discusses funding opportunities and strategies for non-profits during the COVID-19 pandemic. Major donors like DFID, the EU, and Germany are repurposing existing funds towards health, humanitarian aid, and economic recovery. New funding is focused on health systems, vulnerable groups, and gender equality. The World Bank and UN have increased funding and procurement. Foundations are also increasingly supporting research and response. Non-profits should focus proposals on health, vulnerable groups, and relationships with partners. Opportunities also exist through UN and USAID COVID-19 response programs.
Non-profit financial planning for uncertain times
The document discusses how non-profit organizations can use scenario planning to help with financial planning during uncertain times. It provides tips for creating financial scenarios, including involving different parts of the organization and understanding how income and expenses may change under various scenarios. The key aspects of a good scenario plan are to illustrate the potential impacts on the budget, revenue, costs, reserves and future plans under three condensed financial scenarios using the latest budget as a baseline. Scenario planning is a tool to help manage an organization during unpredictable periods.
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Similar to Running an NGO in a disrupted world
Stop talking about innovation!
Stop Talking About Innovation!
We need to limit the use of the word and the term “innovation” and we need to ban the term “innovation culture” entirely.
This is the radical outset for a keynote or a session in which Stefan Lindegaard challenges common beliefs on innovation, explain why most companies fail with their efforts to become more “innovative” and share insights on how to build the capabilities that can help companies and organizations survive and prosper in these times of fast change and strong disruption.
The key messages:
- Focus on corporate transformation and digitalization – or die!
- Link your efforts to the challenges of your stakeholders and increase your ROI
- Work with the unusual suspects; internally as well as externally
- Focus on people, people and people – and upgrade their mindset and skills
- Learn to communicate better and differently – or fail!
About Stefan Lindegaard:
Stefan Lindegaard is an author, speaker and strategic advisor. His focus on corporate transformation, digitalization and innovation has propelled him into being a trusted source of inspiration to many large corporations. He believes business and innovation requires an open and global perspective and he has given talks and worked with companies in Europe, North America, South America, Africa and Asia.
Stefan Lindegaard has written several books including 7 Steps for Open Innovation, Making Open Innovation Work and The Open Innovation Revolution. His blog is a globally recognized destination with many free resources (books, white papers, exercises). You can read further at 15inno.com.
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Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
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Todd Sampson discussed how modern science has proven that the brain is plastic and can be improved at any age through various techniques like mental flexibility, forced adaption, memory techniques, meditation, and managing fear and emotions. Jacqui Clarke emphasized the importance of succession planning for long term business survival and reducing complexity to develop talent. Anastasia Clarke discussed how finance can support business strategy through investing capital, managing debt and equity, and ensuring policies are board approved.
Essential Guide to Employee Onboarding Success
The Essential Guide to Employee Onboarding Success is for HR, People leaders and anyone looking to take their employee success to the next level.
It is a quick but detailed read on how you can use Employee Onboarding to Amplify your Employee Experience.
You'll learn:
1. What is 'EX' Management?
2. Why invest in 'EX'?
3. Why Onboarding is foundation of 'EX'?
4. What to consider in buying vs building a solution?
5. How to evaluate onboarding solutions?
Humans can often be complicated, thorny and messy - but those qualities make the magic happen.
By creating the right process and frameworks for getting your people confident, happy and productive - you can help build and support long-term employee success.
Confessions of a change agent
Successful digital transformation has more to do with people than technology. Presented at Scot-Tech / Digit's Digital Future's conference, 23 Feb 2017
Rethink Innovation!
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Ethos ProFile - the future of work
The document discusses how the future of work is changing due to factors like technological advances, skills mismatches, and geographic mismatches between workers and jobs. It proposes a vision called "ProFile" that would create an open data skills profile for individuals to own and control, allowing for more flexible work exchanges between people and organizations. ProFile would be built on an open data architecture and platform to connect websites, organizations, and mobile apps, with the goals of increasing economic and social mobility through greater transparency of skills and opportunities. It outlines the business model, implementation approach, and potential impacts of ProFile.
Why asking why is so important for organisational improvement
Why asking why is so important for organisational improvementThe Growth Company: Organisational Improvement
The document discusses why organizations should focus on asking "why" to improve performance. It provides explanations for why focusing on values and behaviors, reward and recognition, purpose and strategic alignment, measures and analytics, and employee engagement can help organizations perform at a higher level. The document encourages readers to reflect on these areas in their own organizations and make sure they are aligned with the organization's purpose and used to motivate and engage employees. It provides additional resources for readers who want to learn more.Change Management 2.0
My presentation with Amy Fry on Wicked Problems, Digital, and Creativity - Change Management 2.0 - at the "Public Relations Society of America International Conference" in Philadelphia, PA October 27th 2013
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Living on the edge - FInding a Competitive Edge in Turbulent Times
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The Culture Cure for Digital: How to Fix What’s Ailing Business
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Why Volunteering Programs are no longer just for Large Companies
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Non-Profit Financial Planning for Uncertain Times.pptx.pdf
This document discusses how non-profit organizations can use scenario planning to help manage financial performance during uncertain times. It recommends that organizations create multiple financial scenarios based on different potential outcomes for variables like funding levels. Scenarios should show the impact on budgets, expenses, reserves and other key financial metrics. The document provides tips for developing scenarios, such as gathering input from country offices, forecasting variable and fixed costs, and visualizing results. The goal of scenario planning is to facilitate decision-making by illustrating different potential financial positions the organization could face.
How to Get Donor Mapping Right
This document provides guidance on setting up an effective donor mapping process. It begins by explaining the purpose of donor mapping is to prioritize donors and engage with them. It then outlines the steps to take which include setting parameters, researching donors, building a prospect table, prioritizing opportunities, and creating an action plan. Various tips are provided such as using a shared digital tool to store donor data, prioritizing based on alignment and relationship strength, and keeping the donor mapping process ongoing to ensure it remains useful.
10 Questions every proposal should answer.pdf
The document outlines key challenges in proposal writing and what funders look for in successful proposals. It discusses common proposal writing difficulties like tight deadlines and a lack of monitoring data. The presentation recommends answering ten questions in any proposal: 1) How beneficiaries will benefit 2) Organizational context 3) Project relevance 4) Fit with funding criteria 5) Project aims 6) Activities and timeline 7) Budget details 8) Appropriate budget type 9) Monitoring and evaluation plan 10) Sustainability after funding ends. It also provides tips for writing strong proposals like allowing enough time, following instructions, and ensuring proposals are realistic, accountable and aim for sustainability.
MzN Agile funded NGO Sept22.pdf
For our NGOs and International Organizations to not only survive but thrive, we need to change the way we are funded and improve the way we work. We need to manage our organizations better, be more agile, and need to diversify funding to make them more robust.
In this webinar, we reflect on 10 years of transforming non-profits into agile and better-funded changemakers. We identify five essential attributes that have made some MzN partners successful and thrive through times of crisis. We look ahead to see what leaders can do now to create organizations that deliver profound impact and advance in a disrupted world.
10 tips to improve your proposal budget.pdf
The budget is the centerpiece of a successful proposal. Over half of the proposal failures for USAID, EU and other major institutional donors are due to insufficient or incoherent budgets. We take an in-depth look at common mistakes, how to avoid them and what donors expect to see in a budget.
The Future NGO is Agile, digital and entrepreneurial.pptx.pdf
The document discusses how NGOs need to become more agile, entrepreneurial, and digital to survive increasingly difficult financial times. It outlines five key lessons from organizations that successfully transformed, including having a strategy that does not prescribe how goals are achieved, being data-driven to enable foresight, operating through platforms to rapidly form partnerships, and having trust-based and flexible structures. The document advocates that NGOs proactively lead change by prioritizing what they can control and designing changes that support their strategies for the future.
Merging an NGO - Experience and Reality
The document discusses mergers between NGOs. It notes that mergers increased in recent years in the UK, US, and Europe due to drying government funding. There are different types of mergers like takeovers, asset transfers, and creating new structures. Successful mergers have clear synergies, strong leadership to overcome cultural differences, and see financial benefits within 6 months by eliminating duplicate operations and increasing fundraising. Failed mergers consume too much time, are done from a weak position, have culture and trust issues, and do not reduce costs. The document provides tips to have a successful merger like focusing on savings and income, getting it done quickly, and getting independent advice.
Funding briefing
Get an update on this quarter’s new funding streams. Our team will share donor trends, upcoming new funding streams, and programs from USAID, the EU, GIZ, Nordic donors, and the United Nations.
How to Get Donor Mapping Right Webinar
Donor mapping is one of the most important tools in the fundraising process and getting it right determines the success or failure of your NGO. We review what a good donor map looks like, dive into the top five sections to focus on.
Agile NGOs new ways to survive and thrive.pdf
For NGOs and international organisations to thrive, we need to change the way we are funded and improve the way we work. We need to manage our organizations better, be more agile, and need to diversify funding to make them more robust.
In this webinar, we will:
- Reflect on 10 years of transforming non-profits into agile and better-funded changemakers
- Identify five essential attributes that have made some MzN partners successful and thrive through the COVID-19 crisis
- Look ahead to see what leaders can do now to create organizations that deliver profound impact and advance in a disrupted world
The session is relevant for CEOs and non-profit leaders in organisational development, strategy, and change who want to build the NGO of the future.
5 tips for NGOs aiming at Commercial Contracts.pdf
This document provides 5 tips for NGOs seeking commercial contracts. It recommends that NGOs (1) ensure they are prepared to take on contracts by understanding their costs and ability to store profits, (2) be prepared to make quick go/no-go decisions within a week due to short timelines, and (3) change their thinking about budgets to propose more cost-effective and competitive options instead of capped costs. It also suggests NGOs (4) build partnerships early to implement projects through other organizations, and (5) rethink their project management to satisfy client demands for reporting and excellent service under commercial contracts.
Digitization acceleration - Why it matter for institutional funding and grants
Talking points:
- Think before we act on digitalisation
- Stay alert - but calm!
- Be Proactive - but not too much!
- Adapt in a way that suits you - not the tech.
- 5 practical steps towards digitalized funding approaches
Fundraising in a post- covid -19 world
This document discusses trends in nonprofit fundraising in a post-COVID world. It identifies three key trends: 1) A shift to digital-first fundraising with increased individual giving online, a need for transparency and accountability, and opportunities for innovation. 2) More flexible funding models from donors and a need for nonprofits to diversify funding sources and be impactful, efficient and transparent. 3) The importance of finding niche focus areas and communities to serve as funding shifts, being aware of growing wealth gaps, and positioning for long-term sustainability. The document promotes a new global digital fundraising service to help nonprofits professionalize operations and raise more support.
Merging an NGO - Experience and Reality
Lessons learned from mergers:
Overview
• What do we mean with „merger“?
• What makes it a success?
• What makes it fail?
Aligning your funding strategy 2022
This document provides information on funding strategies and trends for NGOs in 2022. It discusses how NGOs should focus on local donors and activities that align with their mission over strictly aligning with donor priorities. Major donors are emphasizing health, gender, education, climate and local partnerships. Funding is increasing for these areas from organizations like USAID, EU, Sweden, Norway and Germany. NGOs are advised to develop a portfolio of diverse funding sources that enhances their unique value and supports their objectives. The document also lists free training resources for NGOs to help improve their funding strategies.
10 tips to improve your proposal budget
This document provides 10 tips for improving proposal budgets. It discusses challenges in budget development like limited time and unclear costs. It notes that 30% of proposals fail due to budget issues like incorrect calculations or missing donor requirements. The tips include treating budget development as a project, using the correct donor template, ensuring the budget matches the proposal content, asking questions to consider all necessary costs, properly categorizing direct and indirect expenses, double checking calculations and donor requirements, avoiding vague contingency amounts, and emphasizing the value of a clear budget in communicating with donors.
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To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC Charlotte
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Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
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本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
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About Potato, The scientific name of the plant is Solanum tuberosum (L).
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
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Food and Agricultural Organization (FAO)
Border towns and spaces of (in)visibility.pdf
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
RFP for Reno's Community Assistance Center
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本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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Running an NGO in a disrupted world
- 1. Running an NGO in a disrupted world Lessons learned from leaders who adapted
- 2. How we adapt our organsisation to… How we fund our work in… How we relate to each other in… How we get direction & purpose in… …this new normal Presentation with 10 slides followed by Q&A and discussion. Content is free to share. TALKING POINTS SPEAKER Chloe Dickinson Consultant Organisational development Christian Meyer zu Natrup Managing Director
- 3. How we adapt our organisation Some are doing well, many are not! The defining difference: Ability to absorb shocks And use them to build advantage (more impact) Digital & networked organisations Build on strengths (merge, tranform, restructure) Robust funding “We cannot save our way out – we need to change and build on what we do well” Tjipke, CEO @ War Child Holland
- 4. Restricted funding has largely held up, whilst unrestricted was under pressure. Those organisations who fail (or fail to scale) are not adequately funded, typically due to: • Wrong mix of restricted / unrestricted funding • Income generation not robust to shock How we fund our work “We are shock-proofing our ability to generate income.” SOON: Restricted funding to be under pressure as governments begin to tackle rising debt. Janet Yellen (designated US Secretary of the Treasury) “the US debt path is completely unsustainable“ Act now by diversifying your restricted funding base Keep dialogue open, and with unusual suspects
- 5. How we relate to each other… The future of work arrived early! Remote working Staff wellbeing and safety Changes to operations New management styles and methods Exposed as human! “We cannot save our way out – we need to change and build on what we do well” Tjipke, CEO @ War Child Holland Lessons we can build on Authenticity Openness Innovation through collaboration Revisit capabilities Invest in relationships Agile
- 6. “We have less meetings and more trial & error” Programme manager, Synergos USA “Our historically grown work processes are simply too over-engineered & too slow” Ops Director, European NGO How we relate to each other “ I knew we were failing when we still talked about going back to normal in Summer 2020” UK charity trustee “Best thing we did in 2020: outsource what we can & concentrate on what we do best” German/Austrian NGO CEO
- 7. 20% to 40% of people may stay largely remote. Two key challenges relate to this transition: • Decide on the role of the office itself! (Do we need real estate? Space between desks? Training & Development? Is there such a thing like remote mentorship? Culture?) • Adapt the workforce to requirements of agile, automation, digitalisation and outsourced processes Green recovery impacts grants and policy. This means NGOs must decided on • How do we travel? • How do we report our new emissions? How do we get these to ZERO? Shocks will come back frequently (possibly once ever 5-10 years). We should have answers for: • How do we simplify and shock prove our essential processes? • How autonomous can offices/ work clusters work? • What culture, skills and attitude must we have to keep working in the next crisies? Stakeholder capitalism is coming of age. It’s a chance to engage with Corporate, and a threat to be partially replaced by them. Nine years until the SGGs are due. We should have a public answer for how will we get there. What we already know about the next decade...
- 8. “Data & Analysis is everything. Data are the new steam engines. Know the data, and you know what to do”. - Tjipke @ War Child Holland “The work process needs to automatically include measures of quality & compliance – as a manager I cannot control remote work processes. I need to have time to care about people, not compliance” - US/UK NGO client How we find purpose and direction
- 10. STAY IN TOUCH!