BUILDING A 21ST CENTURY NONPROFITA CHANGE MANAGEMENT ROADMAP ON HOW TO CREATE A FULLY INTEGRATED, CUSTOMER FOCUSED ORGANIZATION
Mark Climie-Elliott CFRE, hjcDebbie Comuzzi, President and CEO Children’s Health Foundation
Mark Climie-Elliott, [email protected] Advisor/Consultant, HJC
Debbie ComuzziPresident and CEOChildren’s Health [email protected]
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Remember – Participating in today’s Turning Point Webinars earns you CFRE Education Credits!
SESSION OUTCOMES
Participants will:• Determine their current reality• Learn the process to identify leverage• Uncover keys to successfully transform• Hear first-hand how an organization has
set the path for transformation
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A Successful Transformation Includes:• Full Participation• Solid Preparation• Open Minds• Feedback• A safe environment
– respectful and inclusive
• + Tension!
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Tension is Good!
Organization Type ATension Behaviour Outcome
Fear Blaming Burnout
Anxiety Self-interest
Stagnation
Political Downgrading
Organization Type BTension Behaviour Outcome
Innovation Cooperation Achieve Goals
Creativity Teamwork Success
Productive Rewards
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Where is your organization?
Step 1:Release the Fear and Anxiety• To create change – you need a process
– a System– Input– Challenge
• Three Drivers of Change– People– Technology– Knowledge
• The System:– Systems Leverage
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The Systems Leverage Model
Shared VisionShared Vision
Shared RealityShared Reality AssumptionsAssumptions
FeedbackFeedback
LeverageLeverage
OptionsOptions
Dialogue
Quantum Learning Systems
Shared Reality
• Your organization as it is today.– How you see it – your reality– How others see it – their reality– No right or wrong – simply respected
observations
• Collectively, this becomes your “shared” reality.
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Reality is something you rise above.Liza Minelli
Shared Future
• Shift ahead and articulate a shared vision or desired state of what you want to look like in 3-5 years
• Can be applied to any timeframe – short, mid and long-term
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Dialogue vs. Discussion• Dialogue encourages participation
– Usually facilitated– Sets an atmosphere of respect– Encourages “safe” participation
• Surface Assumptions– Enables Sharing
• Discussion– Unstructured– May lead to “right” and “wrong” statements– May lead to competitive– Often leads to fragmentation
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Leverage
• Through the dialogue… – Surface assumptions– Options appear– Leverage is identified– Testing Action– Feedback
• Changes your Shared Reality
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Success Factors for Transforming from Good to Great!
• Alignment – Strategy– Structure– Organizational Culture– Skills
• Alignment – Strategy– Structure– Organizational Culture– Skills
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Strategy
• Leveraging the resources to meet goals• Means by which you achieve your vision• Plan – sets out the timelines, resources or
specific activities (tactics)• Integrates across organization
(Information Technology, HR, Functional Priorities, Process Improvement, …)
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Structure
• Organizational Design• Work Processes• Decision-making• Information Systems• Rewards and Incentives• Communications
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Culture
• Practicing what your are…– Vision– Values– Brand– Behaviours– Traditions– Leadership
• Alignment with Structure is key
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Skills
• The fuel that drives the strategy, culture and structure– Technical– Analytical– People– Organizational– Communications
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A Shared Reality
• Surpassed New Building Campaign Goal– Donors completing pledges
• New Hospital Opening in Dec 2010 – full completion Spring 2011
• Currently at $8M
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Desired State
• Next • Keeping FR Streams diversified• Setting up Ask
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Next Challenge• Planning for CHRI (Research Institute) going National• Grow Revenue to $15M by 2020
• Regenerate Support– 8 Campaigns– Major Gifts– Mid-Level Opps– Monthly Giving Focus
• Lead Generation– Target Communities– Integrated Channel Marketing– Leverage E-Phil Ops
• Diversified Revenue Streams
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Alignment
• Structure– No Director of Development or Annual Giving
• All Sr. Functions reported to CEO
– Functional Silos apparent• Although Integrated – needing enhancement
• Skills– Talented/Highly Skilled
• Retooling required to meet future objectives
• Culture– Donor-centred– Highly team-oriented
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Outcomes
• Restructured– Director of Annual Giving
• Restructured Again– Director of Resource Development
• Annual• Major• Donor Migration
• Result – Enabling CEO to focus externally, growing CHRI Nationally & Capacity Building with Key Stakeholders
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Keys to a Successful Transformation
• AlignmentStrategy Structure Culture Skills
• Dynamic Integration– People– Technology
• Identifying Leverage– Aligning with Strategy
• Board and Leadership Buy-In
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Embrace Change
• Take Personal Responsibility – #1 Mistake is to “decide not to change.”
Thanks for joining us today!
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