Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Tera terpstra

676 views

Published on

Published in: Economy & Finance
  • Be the first to comment

  • Be the first to like this

Tera terpstra

  1. 1. 11November 2010<br />TBLI<br />“transforming from a traditional grant giving institution to an impact investing organisation”<br />… an attempt to crush five inspiring and intense years into 1 presentation<br />
  2. 2. transformation can be like the skies<br />holding light and dark together <br />be beautiful and rough at the same time<br />
  3. 3. De Oude Beuk- traditional grant making<br />giving the money away once<br />unrequested proposals - ‘open-door-policy’<br /> all geographies, all themes = 125 projects, 25 countries<br />low touch project monitoring<br />team: senior and junior project managers - development aid<br />
  4. 4. d.o.b foundation - impact investing<br />sustaining or growing the money invested<br />dedicated scouting<br /> narrow geographical & theme focus = 15 investments, mainly Africa <br />high touch engagement<br />multidisciplinary team – business, finance, legal, anthropology<br />
  5. 5. what did it take?<br />changes in strategy<br />making clear choices on vision, mission and focus<br />entrepreneurial and stakeholder oriented approach <br />changes in process<br />business wise management <br />impact & financial measurement and reporting<br />changes in organisational structure<br />network organisation<br />multidisciplinary team<br />changes in leadership<br />connecting – being the glue amongst the parts<br />empowering versus leading<br />managing the reality bias: embracing the new vision is one, living it however…<br />
  6. 6. transformation<br />“although the connections are not always obvious, organisational change is inseparable from personal change”<br />Harriet Lerner<br />’<br />
  7. 7. (some) challenges<br />how to choose focus and vision - and deal with the ‘loss’?<br />how to make periodic results tangible?<br />how to deal with the implications of being a network organisation?<br />how to deal with the complexity of hybrid businesses?<br />
  8. 8. underlying challenges - example<br />how to deal with the changed character of results?<br />
  9. 9. underlying challenges - example<br />how to deal with the shifted status of being a multiple ‘giver’ to being a qualitative partner?<br />
  10. 10. paradigm shifts<br />STRATEGY - from OR toAND<br />PROCES - from linear to systemic<br />STRUCTURE - from singular to hybrid<br />INVOLVEMENT – from ‘outsider’ to participant<br />LEADERSHIP – from ‘leading’ to empowering <br />
  11. 11. conclusions<br />CO - CREATE<br />SHARE<br />BLEND<br />NOURISH AND FOSTER<br />
  12. 12. some personal remarks…<br />don’t get impressed by ‘complexity<br />don’t take yourself too seriously<br />changing the world is an ambitious goal<br />to change is to be bold<br />… the world is longing for some ground-breaking, paradigm shifting CHANGE in order to provide for a long lasting future of LIFE… <br />
  13. 13. thanks for your attention!<br />questions, remarks…<br />

×