How good management can make you lean, but not mean: Non‐profits need more than just vision to prosper

Abstract

Purpose

The purpose of this article is to study the role of “non‐profit” organizations. Examples of five leading non‐profits are presented to show how management strengths can be added.

Design/methodology/approach

The paper looks at how “non‐profit” organizations acquire sufficient funding to carry out their important work and how best to spend the money available to them.

Findings

Identifying a problem of many such “non‐profit” organizations as being strongly led but under‐managed, the paper offers a framework to help them change direction and become high‐performers.

Originality/value

Once a “non‐profit” organization has achieved strategic clarity, homing in on a small number of key metrics can be a powerful way to keep everyone in the organization focused on both the fidelity and implementation of the ultimate outcomes.

Citation

(2009), "How good management can make you lean, but not mean: Non‐profits need more than just vision to prosper", Strategic Direction, Vol. 25 No. 8, pp. 17-19. https://doi.org/10.1108/02580540910968526