Category: Leadership
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Implementation Readiness: The Missing Phase of Strategic Planning
Strategic plans don’t usually fail because the ideas are bad. They fail because the organization isn’t prepared to execute them. I’ve spent decades working at the intersection of strategy, leadership, program, product, marketing, revenue and operations. Throughout my career, I’ve built and implemented strategic plans, rebuilt organizations after growth stalled, aligned siloed teams around new…
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Signs Complexity May Be Outgrowing the Operating Model
Organizations rarely become misaligned overnight. More often, complexity accumulates faster than the organization evolves to support it. New revenue streams are added. Teams expand. Stakeholders and partners increase. Systems layer on top of each other without integration. Decision-making grows more complicated. For a while, strong people compensate for the strain. The organization continues functioning, while…
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The Theory of Change Isn’t a Framework. It’s a Change Management System.
In the nonprofit sector, the Theory of Change is often treated as a requirement. It is something developed for a grant, included in a report or summarized on a website. When it is used this way, it tends to function as documentation rather than direction. That approach misses what the Theory of Change is. At…