Non-profit strategic thinking – what business approaches should be kept, which tossed?

For over 12 years, I’ve enjoyed assisting non-profits with organizational, programmatic, and operational planning, something I’ve always done in the gaps between business consulting engagements. And now I find myself accepting that this is the work I truly love because it’s my way of being of service to others being of service.

As adjunct faculty in two MBA programs and a Gazelles business coach, I’ve been exposed to new thought and best practices for developing strategies that work instead of collect dust after the rah-rah has faded. But can it work for social sector and non-for-profit organizations that tend to have more inconsistent results with strategic planning and execution?

In the social sector monograph for Good to Great, Jim Collins’ suggests that business approaches need a language translation and rather than focusing on what drives the economic engine, non-profits must be concerned about their resource engine. And I’m finding David La Piana’s excellent approach in The Nonprofit Strategy Revolution not much different than the one Verne Harnish developed for high-growth business in Mastering the Rockefeller Habits, except for language, as Collins observes. 

My research continues, but I’d like to hear your ideas. On August 5^th I’ll summarize my findings and hope that you will join me and share yours. To join the August webinar, go to the Events link on the left.