Operational budgets tell stories – like what products and programs are fully-funded, where you need new revenue, and where you have potential to grow.
• Is your value proposition based on solid market research and external need?
• Is your theory of change aligned with the services or products you offer?
• Do your staff, budget and board composition support your model and strategic plan?
Revenue isn’t finite – it’s expandable. Today, the difference between for-profits, B corps and nonprofits is blurring. Foundations now use investment tools in addition to grant making and some are funding for-profits that move the needle on social outcomes.
• Are you targeting different funding sources for different organizational needs?
• Is your organization looking beyond its current revenue mix?
• If your product or service benefits other entities, have you monetized that?
Accelerated growth and the high speed of change result in stress. If your team is experiencing chronic stress, their ability to access critical thinking and higher cognitive functions will be diminished. That means your ability to innovate and adapt may be limited.
• Are your staff members closed to new ideas, regularly overwhelmed or resistant to change?
• Do your team members share a language for dealing with conflict and ambiguity?
• Have you provided tools to support strategic thinking in times of chronic stress?
Funding, Strategy and Leadership are interdependent.
They influence and affect each other.
Leaders who focus on funding may achieve incremental growth,
but those who also align organizational strategy and grow
team members who thrive in change are more successful at
expanding revenue and innovating. Which are you?