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End-of-year reflection for 2017

The end of the year is approaching once again. Time seems to be “accelerating” recently.

I strongly believe in the value of debriefs at the end of a calendar year, and at the end of a difficult project which did not go as expected.

Formal reflection or debriefs also provide value to non-profit organizations and social enterprises. They help to accelerate learning. I’ve recently facilitated several end-of-year reviews for my clients, and the sessions have proven insightful. I encourage you to schedule time to reflect before this year ends.

Here are some extracts from my review before I took leave on 15 December 2017 for a much-needed break. It sheds some insights into my work with non-profit organizations and social enterprises in South Africa.

How to become a sustainable non-profit organization

This presentation investigates the meaning of “financial sustainability” and why non-profit organizations are feeling the pressure to become “sustainable”. It also highlights the importance of getting stakeholders to embrace these changes that are sweeping through South Africa’s non-profit sector, and the risks of not doing this properly.

The presentation shares 12 practical shifts or tactics that I’ve seen non-profit organizations use to improve their financial sustainability. The presentation ends with an outline of how you can develop your own sustainability strategy.

I developed this presentation for a “masterclass” on financial sustainability that I facilitated on 1 December 2017. This formed part of the Drivers of Change Awards, which were hosted by the Southern Africa Trust.

Ten characteristics of a social enterprise mindset

This one-page Strategy Brief identifies 10 characteristics of successful social enterprises, and demonstrates how all non-profit organizations and businesses can learn how to behave and think in this way. This brief also differentiates between the mindset and business model of a social enterprise.

The many facets of social enterprise

I see “social enterprise” as a multi-faceted concept, much like a gemstone will appear differently when examined from different perspectives. Social enterprise is a “concept space”, rather than just a “business space”.

This approach has served me well in my consulting work. It has given me a framework and language to explain things and support organizations on their journey. It has provided social entrepreneurs with increased strategic clarity.

This thought-piece unpacks the six principle facets of social enterprise as I see it.

Six income tactics that all social enterprises can pursue

This one-page Strategy Brief explains how versatile the legal forms of social enterprises in South Africa can be. It shows 6 tactics for generating income that all social enterprises can use, regardless of whether that form is for-profit or non-profit.

How does your personality determine the best legal form for your social enterprise?

This presentation explores how a social entrepreneur’s personality (and preferred business model) strongly influences the type of legal structure that best suits their social enterprise. It contains the types of challenges that social entrepreneurs bring to my consulting practice. It includes 14 personality questions that entrepreneurs need to answer in order to make the best choice for themselves.

This presentation was first given at the Pathways to Funding Do-ference on 28 September 2017. This event was organized by the Bertha Centre for Social Innovation and Entrepreneurship at the University of Cape Town.

Ten confusions about legal forms that will get in your way

This one-page Strategy Brief clears up 10 common confusions about legal forms for social enterprises in South Africa. These make it difficult for social enterprises and non-profit organizations to unlock the potential in their legal forms.

What do we mean by “organizational sustainability”?

Non-profit organizations and social enterprises in South Africa are desperately striving to become “sustainable”. I believe that organizations should have a broader view of “sustainability” and be precise when discussing it. This will make it much easier for these organizations to develop “sustainability strategies”.

This short article explores 10 facets of “organizational sustainability”.

Seven myths about income generation that undermine strategic clarity

Non-profit organizations that wish to design Sustainability Strategies may be sabotaged by these 7 myths. This Strategy Brief will help your organization to overcome these myths and preconceptions, and earn the income needed fulfill its mission.

Ten principles that guide my strategy work

My strategy work is guided by a set of philosophies or beliefs that have evolved over the past two decades. These principles permeate all my strategy work while giving it a unique flavour. They help me to get the results I desire. Here are the top 10 that stand out.

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