This article is the third in a series on making strategy in social progress organisations.
It explores three recurring themes in our conversations with our clients – about participation, platforms and power – and draws five practical implications for people trying to make an impact in the world.
Our first article in this series argued that the traditional model of “doing strategy” isn’t working for most charities and social progress organisations. The challenge facing these groups is to move from “strategic planning” to “strategic thinking”.
But as our second article argued, this is really hard in practice.
In the summer, we brought twelve senior charity executives together over breakfast. They shared their thoughts about strategy, the real choices they were facing in their roles and some of the new approaches they were taking to “making strategy”.
This article tries to put some of those challenges in context.
Continue reading “Complexity on purpose”