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By Bernard Ross

This groundbreaking e-book can help nonprofit managers imagine in new and inventive methods approximately how they outline and meet the demanding situations they face--and how you can upward push above usual practices to boost their firms to bigger functionality degrees. utilizing examples of top practices from cutting edge corporations in either the company and nonprofit worlds, Breakthrough pondering for Nonprofit Organizations bargains a mixture of "how-to" recommendation and case experiences that would advisor readers on a brand new highway to creativity. This publication will essentially switch the best way nonprofit pros take into consideration how they do their work--and bring in a brand new period for nonprofits. 

2003 Terry McAdam ebook Award Winner

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Once you’ve established the measure(s) you want to use and an appropriate time scale, it’s time to plot your organization’s life cycle to date. Where to Change? If your organization is going to try to change and improve, there are good and bad places on the cycle to make the attempt. The main challenge is to decide where in the cycle to change. In the second wave model, there only are a few windows of opportunity, or points on the curve, where real breakthroughs can take place. Our experience suggests there are four potential change points.

The rapid increase in their number means there are more organizations chasing the same sources of money, whether it’s from funding partners or, in the case of aid agencies, in the form of contracts from commissioning governments. Indeed, competition for contracts has broadened as the distinctions between nonprofits, the public sector, and the private sector have blurred. For example, private Russian companies now bid against Western nonprofits for aid delivery contracts. Their argument is that it doesn’t matter how the aid is delivered, simply that it is delivered quickly and effectively.

In 1997, 110 years after the NSPCC’s founding, the people there looked long and hard at their mission and how well they were achieving its purpose and decided that their “best” wasn’t good enough. Their mission at that time was to broadly support the interests of children. Their income was $130 million a year. They recognized that to have a real, lasting impact on the lives of children and young people at risk they had to provide a transformationally higher level of service. To do that, they had to dramatically increase their 01 Ross/Segal 11-24b 8/21/02 3:02 PM Page 17 WHERE ARE YOU STARTING YOUR BREAKTHROUGH FROM?

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