Entries for 'La Piana Consulting'
La Piana Consulting // Wednesday, March 18, 2015
We often talk about the essential elements of forming a strong nonprofit partnership, but what about the important work of sustaining a collaborative effort, once established?
In this post, we suggest six strategies to maintain momentum and institutionalize the collaboration beyond its initial group of champions so that it delivers lasting value over time.
La Piana Consulting // Wednesday, February 11, 2015
Some time ago we posted a blog on how nonprofit CEOs and Board Chairs can partner more effectively, and learned that there’s a real appetite for resources on this topic. That’s why we’re looking forward to this weekend’s launch of John M. Fulwider’s new e-book Better Together: How Top Nonprofit CEOs and Board Chairs Get Happy, Fall in Love, and Change Their World. Read our mini-review here, and be sure to check it out for yourself.
La Piana Consulting // Monday, February 2, 2015
When we recently sat down with David La Piana to interview him for a staff profile, we thought it a timely opportunity to ask him about his reflections on the past year and what he anticipates in the year ahead for the nonprofit sector. Here are some highlights.
La Piana Consulting // Thursday, October 23, 2014
Identifying your Big Question is one of the five key principles in La Piana Consulting’s Real-Time Strategic Planning approach to strategy development. But what do we mean by that, and how can it help your organization define a solid strategy?
La Piana Consulting // Tuesday, August 5, 2014
The nonprofit sector is a tough place to take risks, but we believe the trend toward thinking bigger and acting bolder will define the future of the sector. For nonprofits, not taking the right risks can mean losing out on becoming stronger or growing, asserting leadership in the field or community, or increasing mission-driven impact. But how do you work through the fear of taking the risk?
La Piana Consulting // Thursday, July 17, 2014
What are some of the barriers to getting past just making nice and instead making a decision to partner? And how can nonprofit leaders recognize and overcome these obstacles?
We have worked with a number of groups of organizations seeking assistance in identifying collaborative opportunities. Usually, there is no overt funder pressure or acute crisis involved, so the benefit is that the potential partners can approach collaboration in a proactive way, rather than being compelled to it. The problem is that an alliance is then seen as "nice," but not "necessary," and the tendency is for the conversation to focus on low-risk collaborative ventures where none of the organizations has any real skin in the game and there is little hope or expectation of real impact.
La Piana Consulting // Thursday, June 26, 2014
Every day, we get to work with nonprofits that are dedicated to creating a more just, prosperous, and sustainable world. Many of these organizations are reaching a kind of midlife crisis, or at least an inflection point at which the old rules seem to no longer apply. That prompts us to reflect on where we have been and what comes next.
La Piana Consulting // Tuesday, May 27, 2014
The work involved in a nonprofit merger is significant, and its potential is profound. It is important to recognize the role of identity and branding in setting the stage for success.
La Piana Consulting // Wednesday, May 7, 2014
We were happy to see Y-USA featured in The Chronicle of Philanthropy last month with two articles on how the organization has refocused its mission to make a more measurable difference in people’s lives. Not only has the revitalization of its national brand updated its role from that of a recreational resource to an innovator in preventive health, it offers one of the best examples to date of a nonprofit adapting to health care reform.
La Piana Consulting // Thursday, March 27, 2014
"Collaboration” is easily said, much harder to actually do and (more importantly) to do well. At its core, a collaboration should have three things: 1) clear purpose, 2) clear agreements, and 3) clear results.