Scaling
Four Mindsets That Accelerate Nonprofit Growth
A reflection on how a set of strategies related to target-setting, financial modeling, program measurement, and organizational culture helped one organization reach a major milestone.
Daunting social problems need scalable solutions. Here’s how to know if you’ve got one.
A reflection on how a set of strategies related to target-setting, financial modeling, program measurement, and organizational culture helped one organization reach a major milestone.
When nonprofits try to plan for scale, systems change, and sustainability at the same time, they can find the expectations for achieving each at odds with each other. The answer is a flexible approach that focuses on the mission.
Four data-driven, inclusive human resource systems that can help quickly scaling nonprofits maintain their efficiency, values, and performance.
Mergers among nonprofits don’t have to be distress-oriented deals of survival. Rather, M&A can offer some compelling opportunities that are unique to nonprofits.
Tackling the world’s many problems does not require starting with large, ambitious proposals. Instead, we should begin with minimum viable consortia—small, agile initiatives that can learn and adapt as they grow.
John List’s The Voltage Effect offers advice for companies looking to hit it big, but does the endless pursuit of scale produce more harm than good?
Corporate, government, and civil society leaders can use the collective impact approach to address structural racism, restore communities, and design a multiracial democracy.
Since 1970, more than 200,000 nonprofits have opened in the U.S., but only 144 have reached $50 million in annual revenue. They got big by doing two things: They raised the bulk of their money from a single type of funder. And just as importantly, these nonprofits created professional organizations that were tailored to the needs of their primary funding sources.
Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.
Scaling requires not only fidelity to core processes and programs, but also constant adjustments to local needs and resources.
Organizations should focus less on growing themselves and more on cultivating their networks.
Disseminating innovations takes a distinct, sophisticated skill set, one that often requires customizing the program to new circumstances, not replicating.