Nonprofit organizations (NPOs) are in a constant state of change, but largely fail to take advantage of the benefits that change can bring.  Comprising 10% of the U.S. gross national product, the nonprofit industry is a formidable economic force in our country, yet nonprofits tend to be reluctant to embrace capitalist principles in their operations and their mission strategy, choosing instead to invest in and perpetuate a poverty consciousness.  Managing a nonprofit is difficult and often thankless work and, at times, we may find ourselves unprepared as business managers, lacking the will to take risks and the training or experience to leverage business opportunities and capitalize growth.

The change opportunity for any given NPO is unique to that organization, and often expresses itself as a crisis, or stagnation leading to crisis.  This can include:

Inadequate vision and strategic planning

Lack of strategic implementation into operations

Loss or lack of diversification of revenues

Leadership crisis and executive transition

Improper governance structure, protocols, and practices

Lack of succession planning

The challenge and the solution are often not limited to the singularly presenting problem or issue, but is imbedded in a fabric of inadequacy, each thread of which attempts to keep the others from unraveling.  But in the end, without a comprehensive assessment of the entire organization, attempts to prop a known deficiency will likely fail.

“Whether you think you know your NPO’s challenges or you can’t quite put your finger on them, you might need a specialized nonprofit consultant to help you diagnose systemic issues that permeate your organization and its operation.  I do this through a unique immersion consulting model, entering the core of the organization in order to facilitate positive change.”     –Don Fann