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How can we use the future to plan (part 2)?

When an executive team develops a strategic plan, how is it that they know whether the direction they chose was the ‘right’ or ‘best’ one? What options had they considered? What assumptions did they make? What did they ignore (consciously or otherwise)? Strategic foresight helps answer those questions, and demands that people are clear about the future they want to create. This post follows on from part one. Read more

Romancing the ‘commercial’ paradigm

There appears, from our experience, to be a shift in the not-for-profit community service sector to ‘commercialisation’ of service delivery and care. Not-for-profit organisations are increasingly being exhorted to act more like the ‘corporate sector’ and to think ‘commercially’ when making decisions about their service delivery.

This romance is not all bad. At the same time it is not all good. Read more