As a Not-for-Profit, is survival enough?
Is survival enough? If you are not a growing tree then you are a dying tree.
When NFPs consider growth strategies the question is how does your organisation provide the same level of care and service that you are previously recognised for? One needs to assimilate the organisation into either a new region or a different set of service and delivery models which can pose issues of staff training, staff relocation, localisation and service and support from suppliers and contractors.
What if you looked at solving the growth problem as a set of business processes that can be easily moved and administered to different employees, volunteers, suppliers and customers across different regions? Would that enable your growth plans? What if you wanted to change how service and delivery was being enabled? Would changing the process change the way in which this service and delivery was administered? What if you could see how effective the new process was in reaching the NFP plans?
Moving into new areas of service and delivery, either from geographic or program influences, need not be a mountain if the process is automated. Having an automated process means that it can be changed, moved, monitored, compared and improved as and when required.