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To collaborate or not to collaborate? The ‘C word’ raises a key challenge for not-for-profit service providers – how to collaborate and compete at the same time? It would seem to us that in putting social impact first, collaboration can only be a benefit. Read more
Back in 2011, we were sitting in a café talking about what really matters. We were frustrated by the can’t do, don’t do and won’t do people – the ones who want to play by the rules and play it safe. We talked about injustices that exist in our community (current Government policy on asylum seekers is a perfect example) and the ways we could bring about change. By the end of the conversation, we had written the business plan for The Dragonfly Collective on a napkin. Read more
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
There have been thousands of foresight processes run in Australia and overseas since the 1940’s. Still, usually when someone asks me what I do and I answer that I am a foresight practitioner, I am greeted with a blank look then a small smile and a question – “what is that?” Read more
We recently read this on a social innovation LinkedIn group: “I prefer to draw tight boundaries around social innovation, and treat it as a rare and discreet socially-generated phenomenon that is highly valuable precisely because of its rarity”.
Is this ‘border protection’ of ‘mainland’ social innovation necessary or indeed possible? Read more