Strategic Planning for Non-Profits & Social Enterprises. Kimberly Arnold CEO, Escalate Solutions August 15, 2016

Transcription

1 Strategic Planning fr Nn-Prfits & Scial Enterprises Kimberly Arnld CEO, Escalate Slutins August 15, 2016

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3 Kimberly Arnld. CEO/Funder, Escalate Slutins 3-time business wner Entrepreneur Grwth strategy expert Cmmunity champin, charity advcate, Bard member (cmpensated and nn-prfits) Speaker, authr, cnference prducer

4 Missin, Visin & Value Prpsitin. Supprting Grwth Acrss Multiple Disciplines Grw, scale and achieve lng-term sustainability via effective strategic planning. Wrk exclusively with clients wh incrprate innvatin, creativity, deliberate grwth, culture, values, philanthrpy and business ethics as crnerstnes f their missin. Transfrm emerging, grwing and transitining entities that need crss-disciplinary supprt acrss multiple departments and functins. Guide emerging rganizatins utilizing the fur pillars/tactics f strategy, alignment, implementatin and ptimizatin. Leverage nn-traditinal, persnal, culture and intangible peratinal cnsideratins.

5 Talking Pints fr Sessin. What can charities, nn-prfits, scial enterprises and scial businesses adpt frm fr-prfit and entrepreneurial rganizatins? Transfrming success thrugh cre business practices. Strategic planning wrkshp Denver Gives Week 9 critical tpics leaders must address in strategy. 11 cre steps t achieve alignment f stakehlders. 8 fcus areas fr executin and implementatin. 9 must-apply ptimizatin practices pivt and prfit are nt 4-letter wrds.

6 Definitins.

7 ORGANIZATIONAL STRUCTURES DEFINITIONS Fr-Prfit / Entrepreneurial Organizatin Organizatin with bttm line results driving utcmes and strategy. Charity / Nn-Prfit An rganizatin that priritizes cause and missin ver revenues and prfit. Scial Enterprise / Scial Business A fr-prfit rganizatin with a an equally emphasized scial r impact missin; scial enterprises invest prfits back int the business while scial businesses typically feature investrs wh receive a general ROI but n prfit beynd that.

8 ORGANIZATIONAL STRUCTURES DEFINITIONS Benefit (B) Crpratin (certified via independent rganizatin BLab) L3C +/- 1,700 rgs with scial impact fcus and enhanced perfrmance, legal, transparency and accuntability standards. A lw-prfit-pririty that cmbines the financial advantages f an LLC with the scial advantages f a nn-prfit entity. Scial Financers / Impact Capital PE, VC and ther financial rganizatins that invest in scially respnsible cmpanies in rder t have an impact as well as receive ROI.

9 SOCIAL ENTERPRISES & BUSINESSES BUSINESS AS A FORCE FOR GOOD Ben & Jerry s, Newman s Own, Patagnia Emerging scial enterprises as identified by San Dieg State University

10 ENTREPRENEURIAL PARALLELS ES DEFINITION Big Businesses with resurces dedicated t philanthrpy and charitable giving vs emerging/start-up envirnments with fewer resurces that require mre creativity. Entrepreneurial + Visinary + Strategic + Structured + Pivt-Capable + Flexible + Passinate + Dedicated + Resurce Limited + Impactful + Innvative + Experimental + Imitative + Perceptive + Tech-Savvy + Analytical + Risk-Tlerant + Fearless + Crss- Disciplined + Balanced + Custmer-Fcused + Value Generating + Imaginative + Inquisitive + Netwrked + Scial + Time Intensive + Energetic + Peple-Centric + Persnal + Invlved + Philanthrpic

11 Strategic Planning.

12 MYTHS ABOUT PLANNING STRATEGIC PLANNING IS DEAD TRUTH Anyne wh tries t assert that strategic planning is dead desn t understand the methdlgy r cre principles f what it is. If the pillars f Strategy, Alignment, Executin and Optimizatin are applied and revisited as intended all which encurage assessment, analysis and pivting as needed- the practice inherently can never be irrelevant.

13 MYTHS ABOUT PLANNING TECHNOLOGY CHANGES DICTATE FOCUS ON TODAY TRUTH Dn't get s caught up in the idea f shrt-term results that yu frget abut scaling fr the lng-term. Whether a nn-prfit, btstrapper, VC seeker, grwth hacker, r mre traditinal firm seeking diversificatin and aggressive grwth the cmmn tie is that being strategic and deliberate is what makes rganizatins successful and sustainable.

14 MYTHS ABOUT PLANNING PLANNING & AGGRESSIVE GROWTH CAN T CO-EXIST TRUTH It is errneus t assert that pineering implementatin tactics assciated with mdels such as entrepreneurial, passin, viral, buzz, guerrilla marketing and grwth hacking can t c-exist with strategic planning. T the cntrary, the mre aggressive and ut-f-the-bx the scheme, the mre the guiding framewrk f strategy is needed.

15 KEY TAKEWAY STRATEGIC PLANNING IS ANY ENTITY S MOST VALUABLE ASSET TRUTH An investment in a dynamic, nging, evlving and flexible strategic planning exercise is the mst beneficial investment that an rganizatin can make.

16 Life Cycles & Tactics.

17 LIFE CYCLES & GROWTH TACTICS INTERNAL & EXTERNAL CONSIDERATIONS

18 GROWTH TACTICS (INTERNAL) STRATEGY & POSITIONING In traditinal and entrepreneurial marketing, better utcmes stem frm asking the right questins. 9 Critical Tpics = Aspiratin, Assets, Challenges, Cmpetitin, Acumen, Custmers, Infrastructure, Analytics and Prfit Centers. Fr this envirnment enhanced imprtance answering with a balance f bth analytics AND creativity. Sustainable energy example.

19 GROWTH TACTICS (INTERNAL) ALIGNMENT Missin, visin, values, culture, gals and utcmes are clear. Every stakehlder, department, functin and individual at every level understands their rle. Enhanced imprtance fr the nn-prfit and scial enterprise envirnments...but applicable t all. Prfessinal services firm example.

20 GROWTH TACTICS (INTERNAL) EXECUTION / IMPLEMENTATION Plans, tls, prducts and activities that will be launched, tried and tested. Advances in tech have pened up new drs and pprtunities t what thse actin items can be (where misperceptin f irrelevancy f planning stems frm). Classic channels Innvative channels Classic channels in innvative ways Secnd prfessinal services firm example.

21 GROWTH TACTICS (INTERNAL) OPTIMIZATION / REFINEMENT Technlgical advancements have impacted this step significantly. Engage in the prcess assuming pivting, adjustment. Priritize KPIs and metrics that measure what matters; all analytical tls nt created equal. Overall qualitative and quantitative infrmatin, vice f custmer feedback, scial media mnitring, experimentatin testing and cmparisn, cmpetitive intelligence, and/r cnversin mnitring.

22 Clsing Advice.

23 LESSONS LEARNED ES CLOSING THOUGHTS Strategic planning is yur greatest asset if yu engage in the prcess crrectly assuming pivting, adjusting and re-tling. Charities, nn-prfits, scial enterprises and scial businesses can adpt varius applicatins fr-prfit and entrepreneurial rganizatins.

24 Strategic Planning fr Nn-Prfits & Scial Enterprises Kimberly Arnld CEO, Escalate Slutins August 15, 2016

25 Escalate Slutins helps rganizatins grw strategically and deliberately. Escalate Slutins

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