In the NFP sector, leadership often happens in the boardroom, but change happens in the hallway. There is a common leadership fallacy: the belief that change starts when the executive team signs off on a new strategy. In reality, your frontline staff – the...
For purpose-led organisations, ambition is the fuel, but a resilient business model is the engine. At Spark Strategy, we’ve seen that even the best ideas struggle to survive without a viable operating system and strategic partnerships that unlock capacity for scale....
Author: Ankur Sadhwani In the not-for-profit space, complexity tends to creep in quietly. As organisations grow and take on more initiatives and well-meaning changes, new roles, processes, and systems, often accumulate. Over time, this results in duplication,...
A Fork in the Dirt Road – Re Imagining Rural Healthcare in Victoria Across the vast landscapes of Victoria—its coastal towns, farming communities, and regional hubs—lies a powerful opportunity: Re Imagining Rural Healthcare services not as an urban default...
In the 3-4 years between strategic planning cycles, NFP Boards need strategic agility and a clear way to influence or refine strategic direction without stepping into operations. Agile tools without the costly transformation into an Agile organisation could be the...
Author: George Liacos For the better part of a decade, the social sector has been increasingly obsessed with demonstrating impact. Donors demand it, boards request it, governments fund based on it, and consultants (myself included) talk about it relentlessly. But...
