The Business Plan as a Living Document

The Business Plan as a Living Document

Last year was a peculiarly disruptive year, one that had to be slogged through. The day to day business of surviving (don’t ask!) took every last minute of everyday. One consequence of this was that I didn’t have time to blog.

The last ghastly crisis has receded (really… don’t ask!) and life seems to be stabilising somewhat (cross your fingers that this is, in fact, true). So, hopefully, I can get back to blogging again. Not that I gave up writing or developing material altogether: I found time, every now and again, to work on the book I am writing so that, even though I am behind my own writing schedule, it is definitely still a live project.

Before the wheels fell off my life I had also committed to giving talks at some conferences. Although it was hard I honoured these commitments: I didn’t want to let the conference organisers down and I really enjoy giving presentations (although I would prefer not to be swaying with fatigue when I do).

So the next few blogs will be sharing some stuff from these conferences. I hope you enjoy them.

Collins & Co. Not for Profit Conference

I was honoured to be invited to present in the annual Collins & Co. Not for Profit Conference held at the Melbourne Cricket Ground in March 2016. I was asked to present on business planning, something I have helped NFP organisations with. My presentation has been embedded below but can also be found on the Collins & Co. website. It is worth having a gander at this as it contains the presentations from all the other speakers as well.

A white knuckle ride through the world of governance.

A white knuckle ride through the world of governance.

Image sourced from rockpointpark.com
Image sourced from rockpointpark.com

I recently attended the Inaugural Professorial Lecture at RMIT University. Entitled ‘Non-profit Boardroom Corporate Governance: An Insider View’ and given by Professor Lee Parker of the School of Accounting, it was an eloquent appraisal of the challenges and context of governance in the non-profit sector.

Parker’s “insider view” arises out of his research methodology, in which he obtains permission to attend and observe board room meetings in various not for profit (NFP) organisations. Perhaps this is why, in my opinion and in the opinion of others who attended the lecture and with whom I chatted afterwards, Lee’s explication of context, conditions, strengths and weaknesses of NFP boards was spot on.

I have spent most of my life working in the NFP sector, first in the arts industry, then in the tertiary sector and lastly in the community sector. As a youngster I was not interested in what was happening in board rooms, seeing boards as collections of figureheads – human trophies saying “rhubarb, rhubarb” – while people like me got on and did the real work. It was only at one point, when I was working closely with an underperforming board that had a positively delinquent approach to governance, that the importance of board performance really came alive for me. It was a horrible experience, like watching a car wreck happen in slow motion, and being able to predict what parts would smash next, but being unable to do anything about it.

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It did do me the favour of bringing the whole subject of governance alive, of transforming it from an academic subject stored in the archives in my head to appearing as a dynamic living paradigm at work. I came to see how it fed into, informed and sustained the shape, tenor, rhythms, and activity of an organisation’s culture, strategy, plans and protocols; in the case of poor governance the affect was absolutely toxic.

Not all NFP boards in my career, and certainly not in the sector, were as bad as the one I mentioned in the paragraph above. I felt that Professor Parker was able to offer a nuanced explication of board performance in the sector, identifying patterns of recurrent problems and strengths in an even handed manner while leaving his audience in no doubt of the serious challenges NFP boards face. The passion and dedication to a cause that many NFP board members feel was mentioned several times; the unfortunate tendency to micro manage operational staff or recruit under skilled board members was also identified as something some NFP boards tend to do.

When I mention my NFP experience to people who have never worked in the sector I often encounter reactions that can only be called patronising. People mean well, they think they are being kind when they smile and say that they think that NFPs do wonderful work, but they often let slip that they think the work sounds kind of hokey, simple, cute, undemanding, uncomplicated. “Cruisey” was how one person described my work in the organisation which had the board I described above. I used to feel like I had received a psychic pat on the head for being so earnest and good, but there was something so dismissive in their tone and attitude, sometimes in their words. Running a neighbourhood house, a community development program, producing a theatre show? What could be so hard about any of that? What could I possibly know about real grown up work, real strategy, planning, financial management, marketing, operations, or stakeholder management?

If you want a white knuckle ride through the world of governance go run a small community or arts organisation for a year or two, or just sit on one of their boards. To make the experience especially juicy, to get those adrenalin glands really pumping, choose one with an inadequate budget and a shrinking pool of funding.

I simply loved it when Professor Parker said that he thought that NFP organisations were more complicated to run than for profit organisations.

One reason for this, and Professor Parker enlarged on this during his lecture, is that NFP organisations have to answer to more constituencies, and their agendas, than do their for profit brethren. From memory of Parker’s lecture, and from my own recollection, these constituencies may include the disadvantaged cohort that relies on the NFP organisation for services, funding bodies (government and / or philanthropic), perhaps corporate partners or sponsors, perhaps communities of individual donors, regulatory bodies, any other NFP organisations they may be partnering with, and, if the organisation offers any fee for service components, paying customers. From my experience, too, I can report that if the NFP organisation offers several programs as part of answering a community need, then each program may carry its own mix of these constituencies.

Working in the NFP sector did me some favours. It taught me how to manage relationships (actually one of my favourite areas of work) and how to work in complex conditions. Good NFP board members are worth their weight in gold; board experience gained from working with a well lead and managed NFP organisation is valuable and rewarding, and well worth enduring any hair raising episodes to get.

Professor Parker was kind enough to give me permission to link to his RMIT Inaugural Speaker Handout for this lecture.

My new workshop: Getting to the heart of running a social enterprise

My new workshop: Getting to the heart of running a social enterprise

Media Release – Getting to the heart of running a social enterprise

A free workshop for corporate escapees who are contemplating the shift to a career in social entrepreneurship.

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Presented as part of the annual Changemakers Festival, the ‘Getting to the heart of running a social business’ workshop will help people who want to start a social business or community organisation:

  • understand the skills and qualities they can transfer into the community sector
  • gain clarification around their goals
  • get an introduction into legal and organisational structures and funding models
  • develop a hit list of what to do next.

Inspired by mentoring sessions and conversations with corporate escapees who were yearning to make a difference, business and strategic development trainer and consultant Meredith Lewis came up with the idea for this workshop, and felt that the Changemakers Festival was the ideal forum in which to present it.

Social businesses are springing up in a variety of effective, interesting and innovative models. Many people are drawn to work in this area because of the chance to right wrongs, address social imbalance, and of knowing that they have made a real difference in the life of others.

All of the above can be true, of course. But what can go unacknowledged is that setting up and running a social venture can also be challenging, complex, and risky. There are differences between the for-profit and not-for-profit cultures that need to be acknowledged and overcome.

Workshop convenor Meredith Lewis has over 25 years’ experience of working in the arts, creative, tertiary and community sectors including as a project manager and manager of a community organisation. She enjoys working with innovators, and specialises in helping people develop plans and strategies that anchor and promote creative thinking, humane values, and good business.

Naturalis Clinic (www.naturalisclinic.com.au ) is a new holistic health clinic and workshop space in Northcote that offers an array of services. As a business that exists to promote holistic health and wellbeing, it is an ideal venue for this workshop.

Details:

Date: Friday 24 October 2014

Time: 6-7.30pm

Venue: Naturalis Clinic, 9 Langwells Parade, Northcote, phone 03 0039 9662

Cost: Free BUT bookings MUST be made at Eventbrite here

For more information contact Meredith Lewis:

M: 0421 653 325

E: dangerousmeredith@outlook.com

B: dangerousmeredith.wordpress.com

Please also check out the Changemakers Festival Event page on this blog