The U.S. has a class divide issue. “Class cluelessness” is a root cause. The nonprofit sector has its own class divide that can impact organizational culture and effectiveness. Nonprofits can be forces of unity, but may need to get their own houses in order first.
Some say the devil is in the details, but that expression used to say the exact opposite. People often shy away from detailed work, yet successful organizational management can require embracing them. So what’s up with that old cliche?
Scott Schaffer will be leading PIMG’s daylong workshop, Strategic Financial Management for Nonprofit Executives, in Seattle and Sacramento this fall. Read this blog for details.
There are many myths regarding nonprofit finance, and some of them are harmful. Here I shoot down several prominent ones.
Partnerships are a key to success in nonprofit management. They're also a key part of Public Interest Management Group's business model and value proposition to clients. Here we detail the virtues of our associate consulting team.
PIMG conducted applied research on management practices employed by 43 nonprofits. The best practices - those most closely associated with success - might surprise you. They concern organizational strategy with several specific characteristics. These practices outshine most others in clearly distinguishing successful from unsuccessful nonprofits.
Public Interest Management Group has been working with the National Immigration Law Center to mobilize in support of immigration rights in a time of national crisis. NILC is rising to the challenge.
Restricted funding is a complex revenue source unique to the nonprofit sector. Many nonprofits receive restricted funding, and it brings challenges and risks. It can feel like a shell game. I offer 6 practical suggestions for playing - and winning - the restricted funding game.
McDonald's Corporation is prototypical of a business that scaled-up effectively. Great operating systems are part of this story. But CEO Ray Kroc's story gives some valuable lessons beyond that. He started out on a path toward disaster because he failed to do basic business planning and financial analysis. He succeeded after he recalibrated his business model and stuck to it. This story offers important lessons for nonprofit management and strategic decision-making.
A stock market correction is inevitable, and when it happens, nonprofits will be profoundly affected. Here are three ways that nonprofit leaders can proactively plan for - and navigate through - the storm.
The general perception of what’s “best” evolves over time. It’s also subject to varying opinions and interpretations. In some fields of work there’s no official endorsement of best practices, and a shortage of hard data to judge “bestness.” Nonprofit management is such a profession. While this leaves lots of space for creativity, it also carries a dark side: conventional wisdom can pump up practices that may not actually work.
Mergers among nonprofits are common enough that few of us are more than one degree of separation away from one. Yet the mythology of mergers runs deep and wide. Familiar as it is, “the M-word” still provokes visceral emotional reactions.
Scott Schaffer will be presentin a new workshop, Mastering the Essentials of the Nonprofit Business Model at this year's WHAT IF Conference on October 5.
The nonprofit world has, somewhat grudgingly, begun to embrace the use of data in decision-making. This is good, not because numbers are everything, but because informed decisions are usually better than off-the-cuff choices. The term “dashboard” has become commonplace in nonprofit board and management team meetings. But is any dashboard a good dashboard? Not necessarily.
Staying engaged in the Trump Era can lead to Resistance Fatigue. Here are some great suggestions for dealing with this understandable side-effect.
Jim Collins’ book Good to Great introduced a powerful concept in management management strategy. Named for the humble, nocturnal hedgehog, which has sustained as a species for millions of years, the book is as relevant as ever. The Hedgehog Concept can be valuable for nonprofits, and in this entry I talk about why.
Trump is our asteroid. The questions nonprofit leaders need to ask are: Can we adapt rapidly? And, if not, will our organization become irrelevant? Adaptation may require rapid deployment of new programs, immediate expansion or reallocation of resources, engagement with new partners, or mobilizing constituents in short order. Resilient organizations will survive, and may even be stronger when this chapter ends.
Many nonprofits struggle to break even, or face strict capacity limitations. The root of these problems is usually the soundness and health of the organization's business model. The business model is a key to ensuring high performance in achieving mission and financial goals. Public Interest Management Group has released a new white paper that demystifies the business model and its key role in organizational strategy.
Now, more than ever, all nonprofits need to engage in advocacy as a strategy to serve their communities and support their missions. Contrary to a widely-held myth, 501(c)(3) organizations are not prohibited from advocacy. Further, nonprofits are vital intermediaries in the public policy process. Here I offer 4 practical ways mission-based organizations can incorporate advocacy into their work.
We offered up a Blue State Quiz after the election. Great minds attacked it. Here are the answers.