We are, collectively speeding toward a cliff, the emerging environmental crisis. But we’re not too bothered by it and our society shows little inclination to make major changes. Why is that? More importantly, how can we change this catastrophic trend? Public Interest Management Group proposes a ground-up approach focusing on refreshing the environmental movement via community-based organizations. Read more about how this can work…
Public Interest Management Group and the Nonprofit Association of Oregon partnered on a research study on best management practices. We wanted to find out how practitioners felt about the study’s findings. So, we set up a series of six focus groups in diverse geographies across Oregon. Several important themes emerged from these discussions.
Organizational strategy is crucial to success, but only when it has the right balance of vision and details, and words can get in the way. Strategy is often confused with tactics, and that’s when things can go badly.
The world is changing rapidly, and Public Interest Management Group’s clients are on the leading edge of change and solutions. 2018 had many highlights.
When it comes to financial data, less is definitely more. But what data is essential? In this entry I discuss how to find that essence and how to use it to your advantage in managing a nonprofit organization.
There are lots of ideas out there about what makes a nonprofit leader effective. Some popular ideas turn out to be wrong. Here we review five commonly held myths about nonprofit leadership.
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.