Historically, many of our institutions have neither mined nor analyzed data from an organization-wide perspective. Typically, data have been generated in individual departments for departmental purposes rather than for the institution’s greater good. In these disruptive times, strategic planning must necessarily take on a holistic approach that is driven by the generation of data, the on-going analysis of those data and their reporting to enable strategic and transformational institutional decision making. We work with clients to engage them in the development of an iterative planning process that supports their organization’s culture and working environment. We work diligently to ensure that the organization’s many stakeholders are meaningfully involved, feel part of the process and own the outcome. We work with institutional leaders and governing bodies to gain their trust and are respectful of the opinions expressed to us throughout the process. These are among the elements we encompass in a holistic planning model.
From an Institutional Perspective
From a Global Perspective
Only agile operating models will sustain or thrive in these disruptive times. Now, more than ever, educational institutions and the non-profit will need to assess whether their current operating model can fulfill its mission over the long term. Understanding an institution’s legacy and operating culture within its strategic context is critical to discovering ways to nurture creativity and flexibility. When we work with clients to assess their organization’s programmatic, social, emotional, and financial health, we intentionally ask four very fundamental questions:
During the past several years, COVID has necessitated hybrid program, staffing, and service delivery models. Organizations have been forced to reinvent the way in which people interact with each other, conduct business, interact with stakeholders and become relevant, productive and resilient. Organizations have had to overcome remote working challenges while trying to figure out how, when and where to reconnect members of their workforce as well as their stakeholders in person or off-site. Technology has enabled organizations to create and adjust staffing and delivery models accordingly yet questions regarding how to create a positive long term operating culture for employees and stakeholders have yet to be answered. How do programs and services get delivered in a world confronted with disruption? How can performance be meaningfully measured when baselines are changing? What administrative and financial processes are in need of fundamental redesign? How does the institution adapt to change on multiple fronts while holding on to its mission? We work with clients to enable them to articulate the human and technological operating culture they want to develop and implement. We work with leaders to create vibrant, caring, accountable operating cultures within the context of their organization’s mission. We work with talent managers to commit to retain the organization’s entry level workforce in times of financial stress while searching for middle and senior level staff to manage day-to-day operations effectively and efficiently. We work with front line personnel and managers to determine who should be granted the ability to work from anywhere and who should be required to be physically present. Expediency is no longer the answer; rather, doing the right things for the right reasons is the answer.
Current societal, financial and behavioral realities call for the thoughtful self-examination of Board conduct and organization. Historically these ABC’s of governance have driven Board rethinking or redesign.
Given the world in which we live today, Boards must be intentionally focused on long-term strategy and performance and take the time to define, articulate and communicate their organization’s operating model in partnership with their organization’s chief executive to foster stakeholder engagement. Strategic Governance requires intentional focus on:
We work with clients to determine, within the context of their organization’s strategic plan, the programmatic and service priorities its committees are to tackle annually. We work with clients to help them determine how to recruit and retain Board talent taking into account such characteristics as age, gender, diversity and expertise given the organization’s strategic agenda. We work with Boards to assist them in their efforts to educate their directors and to help them with such matters as defining Board roles, succession planning and making significant decisions that might impact the organization financially. We work with Boards to help them establish a Board culture in sync with that of their organization that values integrity, professionalism, and adherence to legal and financial requirements.