Strategy & Risk

Why Crisis Management is a Boardroom Responsibility

The single most important recent development in crisis management is the growing recognition that responsibility for this critical function lies absolutely with the board and top executives. While there surely is no shortage of agenda items jostling for board attention, there is ample evidence that leaders who ignore the new crisis management best practice are placing their organisation at serious risk. Most importantly, potential damage from a crisis applies to organisations of all types and all sizes.

Technology for Innovation and Development

Table of Contents Invest in technology Be a leader in technology Combine great people with great technology Source technology the market will embrace Look within your organisation Share Your Learnings Technology innovation can be absolutely critical for an organisation’s growth. How we harness its potential relies on identifying both the current obstacles and the future opportunities for business development. It’s about asking staff and customers what they need and identifying how things can be done differently or better.

Mitigating the Risk of Abuse

In the article The Importance of Being Heard: Using Consumer Analytics for Continual Improvement1 we discussed the importance of engaging with and listening to consumers and using consumer analytics to drive service improvement and responsiveness to clients. Building quality, responsiveness, consumer loyalty and consumers as brand ambassadors is critical within a consumer-driven environment. In this article, I will discuss how the same process can provide an important means to mitigate abuse, neglect and exploitation.

A Merger By Any Other Name Is Just As Sweet

‘Mergers’ are becoming a commonly discussed topic in the not-for-profit (NFP) sector, and with good reason – they have the potential for long-term benefits for all parties involved. Our experience has shown, however, that it is common for NFPs to feel apprehensive about the prospect of merging since: boards and working cultures must be responsive and cooperative towards a merger; a proposed merger could be resisted, poorly received or opposed due to the emotional investment of board members, staff, members, volunteers and funders; and a merger takes careful and considerable planning, time and money.

Scaling Impact Through Cross-Sector Partnerships: A Spotlight on Shared Value

Innovation and change is not the responsibility of one sector alone. Nor can the elements of innovation and change (funds, resources, motivation, creativity, scale) be neatly carved off to individual sectors in the hope they each play their role. By bridging sector boundaries, the osmosis of ideas and practices naturally gives rise to new models where individuals and communities can thrive without overtaxing social sector resources or extinguishing private sector profit.

What Does an Innovative Board Look Like – Value Creating

In an increasingly complex and uncertain world, change is happening faster and more often than ever before. As an example of major change in the Australian not-for-profit sector, the National Disability Insurance Scheme (NDIS) has transformed the way people with disabilities are supported, with the move away from the block funding of disability services by government towards a system in which individuals with a disability have a greater choice and control over the services they purchase.

Keeping Your Reputation – Integrity Risks for NFPs

Recent cases questioning the integrity of some Not-for-Profit (NFPs) organisations highlight changing accountability requirements for the sector. As more public funds are provided to the NFP sector to deliver public services a higher level of public accountability is being applied to the sector. NFPs able to negotiate this transition will distinguish themselves in the market. For some, the recent Anzac commemorations were tainted by the Department of Veteran Affairs stripping the Camp Gallipoli Foundation of its permit to use the protected word “Anzac”.

Darren Fittler on the How Purpose Drives Choices

In this short video, Darren Fittler – Partner at Gilbert + Tobin – outlines how your organisation’s purpose drives what your organisation does at multiple levels. Darren presented on “Never Forget Your Purpose… Ever!” at the Better Boards Conference 2015.

Darren Fittler on Knowing Your Organisation’s Purpose

In this video, Darren Fittler – Lawyer at Gilbert + Tobin – discusses the strategic value of understanding your organisation’s purpose, not just what your organisation does. Darren facilitated a workshop entitled “Never Forget Your Purpose…Ever!” at the Better Boards Conference 2015. See more speakers like Darren at the Better Boards Conference.

How I Learnt to Stop Worrying and Love the Risk

Fact: ‘My name is Trent and I take risks.’ While this may sound like a paradoxical statement given the inherent conservatism of my chosen profession I still, however, assert that this personal disclosure holds true. Fact: ‘I was not always this way.’ In my earlier years I often procrastinated when making a decision, either personally or professionally. At times this was born of irrational fear but, more often than not, it reflected a need for greater control over my life.