One good thing about being a “recovering” lawyer is that it I still access the latest trends and developments in the legal field. It’s part of our commitment to T-Shaped learning and it’s why Julie and I really enjoy working together, exploring and adapting ideas and trends from across all sectors.
This month’s issue of the Canadian Bar Association’s magazine “The National” has an article on a trend I have heard little about before, how law firms are using competitive intelligence to grow their business. CI helps determine a clients’ needs by researching and analyzing data on emerging industries, prospective clients and their market environments. This helps clients, but also helps the law firm figure out where to invest its own business development efforts. It also adds a financial lens on existing and potential clients with a view to understanding “who are the ones that are keeping the lights on.” The use of CI in this context is primarily to build business.
But it got me wondering how this function relates to the foundation and corporate philanthropy work we do. A few things jumped out: Continue reading ‘Five questions on your Competitive Intelligence’
One of the first questions we explore with clients who are thinking about a new funding program is their tolerance for risk. And by that we mean not just whether they are willing to take a chance on an important issue or program with high potential that might not succeed, but what other factors might drive the decision (implicitly if not explicitly). For some, the primary risk issue will be the potential to have an impact on the issue itself and the opportunity cost of not succeeding. For others, like a recent corporate client, it was the impact on corporate reputation and brand image, understandable for a corporation that is just starting out in grantmaking in a volatile industry.
We probed a bit at the meeting, but later over coffee Sheherazade and I realized that what they needed was a simple tool they could use now and in the future to help them assess the risks of the options they were considering – a tool that was compatible with their overall corporate goals and risk strategy. We have found that without clarity on risk tolerance funders will either find themselves in hot water with a program or will, by default, be so cautious that their granting program does not make a significant impact.
The tool we developed balances risks with opportunity to avoid over-caution; and although it was developed for a particular corporation, we thought it would be of interest (hopefully of use) to others working in the field. Note that this tool is designed for issue or program selection, not for individual granting decisions. (We will be addressing grant decision tools in a future posting.)
So here it is, feel free to use it however you wish: Risk Tool
Sheherazade and I were in the middle of the first meeting with a potential client recently, discussing an innovative idea that he wanted us to assess. We asked if he had a strategic plan for the organization as a whole to provide context for this project, and he said, “Oh yes, I’m one of those people who need a roadmap.” Two thoughts collided at the same time. First, we wouldn’t have described him as someone who needs a detailed roadmap, he’s a pretty dynamic and accomplished guy; and second (as new GPS converts) we wondered if the notion of GPS wasn’t a better metaphor for planning than roadmap – more fluid, adaptive and end-focused. We three had a little fun with that for a while, but later Sheherazade and I gave it a more thought because we are always looking for new ways think and talk about strategy.
So what would be different if we thought ‘GPS’ rather than ‘roadmap’? Well, the most obvious difference is that with a roadmap the journey is integrated with the arrival: it’s generally plotted out in advance, leaving not much room for chance: the assumption being that success requires compliance. With GPS you have to know where you want to end up, but the route itself can vary depending on traffic, detours or whether you decide to take a little side trip on your way. Or, of course, miss your turn because you are busy looking at the view, sipping on your low fat, half-caf latte (does the voice that says ‘recalculating’ for the third time sound a bit slower and louder each time, or is that just me?). The point is that you can look around, maybe even follow the sign to an unexpected museum, farmer’s market or scenic view where you can peer into the distance with a telescope for just a quarter. And then still have a route that will get you to where you are going, wiser and fresher.
So it is with good planning.
Continue reading ‘Roadmap vs. GPS: Thoughts on planning’
News last week that two ‘lions’ in our field – Patrick Johnston of The Walter and Duncan Gordon Foundation and Charles Pascal from Atkinson Foundation – are stepping down from their posts gave Sheherazade and me pause for thought.
First, of course, is what wonderful contributors both have been to our sector. Patrick’s national leadership is well known and pervasive, and his experience strengthened Gordon Foundation’s role in water sovereignty among other important issues Gordon addresses. Sheherazade and I are fortunate to have the Foundation as a client, so we know first-hand the reach and impact their work has had on behalf of all of us. We know that Patrick will bring the same thoughtful perspective to his next challenge of examining the role of CIDA.
What can be said about Charles? His work at Atkinson has been both broad and deep, and a whole generation of children in Canada will benefit from it. We agree with him that his next steps are bound to be interesting, and we expect to hear the drumbeats alerting us to wherever he goes.
Charles’ comment that he is ‘leaving the space for someone else’ is provocative. We all know that leadership turnover is important and healthy for individual organizations (as well as for individuals, for that matter) and for the sector as a whole, but it raises serious issues for organizations.
Continue reading ‘Leadership change and risk management’
