Traditionally, strategy engagements are about business models and finance, challenges and opportunities, choices and execution.

Evaluation is a tool used to assess both the learning and the outcome of a particular initiative. However, it is now clear that there is much to learn from the discipline of evaluation that can be applied to the process of strategy development.

For example, a theory of change process can help a nonprofit to develop and think through its emerging strategies, the creation of a logic model can be a key piece in documenting the strategy, and if it is built-in from the outset, it can make both formative and summative evaluation work more meaningful. We have been using these tools for some time and are looking at ways to further incorporate this perspective into our consulting work.

Recently our firm welcomed about 100 of our colleagues and friends to the first of three tenth anniversary celebrations.

This one was held in the Ferry Building in San Francisco, in a wonderful room with a full wall of windows looking out on the Bay. It was an informal evening of food, drink and conversations.

All evening I scarcely finished a conversation, turned and would run into another old friend. It was a bit overwhelming and completely fun.

For ten years we have devoted ourselves to our clients, and to advancing knowledge in the sector. We have accomplished these goals in part by devoting ourselves also to one another. One of our longstanding goals is “To be the best job our staff members have ever had.” This is a constant challenge, but I know that it is definitely true for me.

Our next tenth anniversary party will be held on October 30 in Washington, D.C. and our third and last on January 28 in Honolulu. If you live in either of those areas, look for our announcements.