Recently we were asked to share our observations about how the contexts that social purpose leaders are operating in is changing. The audience was the students of the Masters of Social Impact at Swinburne’s Centre for Social Impact.
The sector’s unique context is a topic we’ve thought deeply about for over a decade. We describe it in our Theory of Change as complex, fast-paced and resource-constrained.
We’ve found that very often we’re able to deliver value early for our clients by helping a leader or team to pinpoint and articulate what is gritty about their unique context. These patterns tend to show up in some combination of the following ways:
1. Resource-constrained
• This is the simple challenge that an organisation simply can’t access the money and funding it needs to do the work because the market of funding doesn’t match the need. This is real and pervasive but there are degrees, levers and it’s not true for everyone all the time.
• In some cases, it is attitudes towards investment that is constraining. This may be from the Chair, Directors or CEO and is fueled by funder attitudes. This is what the important ‘pay what it takes’ movement is targeting and is a lever to be pulled if this is your situation.
• We see a lot of early-stage organisations where money and attention are flooding in and it is the rather the ability to find and successfully onboard quality talent, and to build the teams, systems and organisational infrastructure in line with the pace.
• Finally, we see alignment issues. For example, the need for a particular kind of talent, leader or funding, which is hampering the organisation’s ability to move forward.
2. Complexity shows up across:
• Issue: Most organisations in our sector are tackling issues or contributing to new futures which are complex and multi-faceted. The answers and pathways are not obvious or pre-determined and can only be gained through a process that is emergent and marked by experimental learning loops, delivered within ever-changing context and systems. This requires clear theory of change and strategy, along with leadership and cultural agility.
• Stakeholders: The number of stakeholders and their relationships with each other generates complexity that can cut across legal, risk, funding, political influence and structure. The levelling up required to read the system and influence the people holding the system is key.
• Workforce: One trend that’s being felt unevenly across the sector is the growth of the mobilised, politicized workforce. The work here is helping leaders to channel this generational change in ways that supports and enables organisational health.
Every context calls for a slightly different approach:
• To what extent are each of these at play strategically for your organisation? Anything else you’d add?
• Is this business insight embedded in the strategic choices you are making, both explicitly and in your influencing work?
• Is everyone on the same journey?
If this resonates and you’re wondering if you’re doing all you could be to embed these insights in your teams and leverage them for change, feel free to get in touch.
