The problem of who finances your mission and direction is a very old one—and is an important distinction and reflection I hope is maintained in the non-profit sector. These are good examples touching on that reflection. When I started the article, I thought it was about the issue of organizational collaboration—not Funders or investors. Be interesting to hear you write about that as well.
Any structure from a profit or a nonprofit organizations need to raise funds to mantain its missons, because there will always be at least expenses to care of. However, I agree to reject a proposal from others partners that couldn`t share our values or visión , because somewhere in the road it could end certainly in a trouble. I would say instead, getting a trouble for free, and we really don`t need that. Not now, not ever.
It is one of the reason why people sell their shares. They don`t agree if it is decided to change the visión, the misión, or the values in their companies.
It is also helpfull in fundraising at the beginning to mantain a win-win strategies scenarios, in order to capture more and more people to the cause, so there has to have something to trade. (not necessarily money involve). Another way to get more basket to fill.
@M Dunne: i hope we will get the chance to write a follow-up story more to the point of organisational collaborations. I do think the principles apply to that perspective too. Do you think the examples of organisations communicating why they did not enter into a partnership are out there?
Yes—I think there is significant benefit from a more robust appreciation of the skill sets needed to keep a “mission” alive and true to the change needed. The skills of collaboration—-true collaboration—-can net much deeper gains in terms of systems changes and large-scale movement. One writer is Arthur Himmelman who talks about the various levels of collaboration.
I also thought about collaborations as I read this clear article with well-chosen examples. As we discovered researching about alliances (with the Social Enterprise Knowledge Network, http://www.sekn.org), alignment in values or mission is key; and being aligned in strategy is another condition which gives an alliance three chances to succeed. However, some organizations loose tons of energy trying to establish an alliance when neither alignment in values, strategies or mission exist. Some of the stories of those who walk away after not seeing any alignment in either of these three dimensions should be written.
Thank you Roberto for your points. I am intrigued by the new dimension you mentioned: strategy alignment. Would love to hear an example of that. As you well say, we want to invite people share the good stories. Lets give them some attention.
An example of alignment in strategy within a partnership happened between Starbucks and Conservation International (CI) in their organic coffee project in Chiapas. Both organizations were able to use this project, for example, as a vehicle to generate emotional attachment in some of their stakeholders (i.e. employees, consumers, donors, beneficiaries). In the case of Starbucks, it also generated close ties with quality coffee suppliers that helped them differentiate their products; in the case of CI, the project allowed an income-generating activity while conserving the ecosystem.
In this case the collaboration was aligned with partners’ strategies. The problem arises when there is no alignment in values, strategy or mission. It is then that collaboration is doomed to fail.
The following point is so important, it astounds me that it is not painted on the walls of every social enterprise, “If you accomplished your mission, or discover a better approach, then develop an exit strategy.”
To me, this is a basis of every good goal. Once you reach it and the solution looks like it will “stick”, it’s time to look around for a new problem to solve.
COMMENTS
BY M Dunne
ON September 13, 2014 12:39 PM
The problem of who finances your mission and direction is a very old one—and is an important distinction and reflection I hope is maintained in the non-profit sector. These are good examples touching on that reflection. When I started the article, I thought it was about the issue of organizational collaboration—not Funders or investors. Be interesting to hear you write about that as well.
BY enrique lopez chamberlain
ON September 16, 2014 05:41 PM
Any structure from a profit or a nonprofit organizations need to raise funds to mantain its missons, because there will always be at least expenses to care of. However, I agree to reject a proposal from others partners that couldn`t share our values or visión , because somewhere in the road it could end certainly in a trouble. I would say instead, getting a trouble for free, and we really don`t need that. Not now, not ever.
It is one of the reason why people sell their shares. They don`t agree if it is decided to change the visión, the misión, or the values in their companies.
It is also helpfull in fundraising at the beginning to mantain a win-win strategies scenarios, in order to capture more and more people to the cause, so there has to have something to trade. (not necessarily money involve). Another way to get more basket to fill.
BY Cezar Neaga
ON September 17, 2014 10:43 AM
@M Dunne: i hope we will get the chance to write a follow-up story more to the point of organisational collaborations. I do think the principles apply to that perspective too. Do you think the examples of organisations communicating why they did not enter into a partnership are out there?
BY M Dunne
ON September 17, 2014 07:58 PM
Yes—I think there is significant benefit from a more robust appreciation of the skill sets needed to keep a “mission” alive and true to the change needed. The skills of collaboration—-true collaboration—-can net much deeper gains in terms of systems changes and large-scale movement. One writer is Arthur Himmelman who talks about the various levels of collaboration.
BY Roberto Gutiérrez
ON September 18, 2014 02:09 PM
I also thought about collaborations as I read this clear article with well-chosen examples. As we discovered researching about alliances (with the Social Enterprise Knowledge Network, http://www.sekn.org), alignment in values or mission is key; and being aligned in strategy is another condition which gives an alliance three chances to succeed. However, some organizations loose tons of energy trying to establish an alliance when neither alignment in values, strategies or mission exist. Some of the stories of those who walk away after not seeing any alignment in either of these three dimensions should be written.
BY Cezar Neaga
ON September 18, 2014 03:01 PM
Thank you Roberto for your points. I am intrigued by the new dimension you mentioned: strategy alignment. Would love to hear an example of that. As you well say, we want to invite people share the good stories. Lets give them some attention.
BY Roberto Gutiérrez
ON September 18, 2014 07:25 PM
An example of alignment in strategy within a partnership happened between Starbucks and Conservation International (CI) in their organic coffee project in Chiapas. Both organizations were able to use this project, for example, as a vehicle to generate emotional attachment in some of their stakeholders (i.e. employees, consumers, donors, beneficiaries). In the case of Starbucks, it also generated close ties with quality coffee suppliers that helped them differentiate their products; in the case of CI, the project allowed an income-generating activity while conserving the ecosystem.
In this case the collaboration was aligned with partners’ strategies. The problem arises when there is no alignment in values, strategy or mission. It is then that collaboration is doomed to fail.
BY dayna hubenthal
ON July 28, 2015 11:09 AM
The following point is so important, it astounds me that it is not painted on the walls of every social enterprise, “If you accomplished your mission, or discover a better approach, then develop an exit strategy.”
To me, this is a basis of every good goal. Once you reach it and the solution looks like it will “stick”, it’s time to look around for a new problem to solve.
I’m so glad someone said it so clearly! Thanks
BY Cezar Neaga
ON August 10, 2015 05:52 AM
Thank you for your comment!