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Bridgespan Non-Profit Consulting Interviews and Culture

Management Consulted

. BRIDGESPAN INTERVIEWS & CULTURE . Bridgespan was birthed out of Bain’s desire to expand its support of nonprofits. In 2003, Bridgespan created the “Bridgestar” initiative to focus on leadership development and to help professionals transition into nonprofit careers. KEY STATS FOR BRIDGESPAN.

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Change Readiness?—?Essential but Oft-Omitted

Harmonious Workplaces

During the month of October, I had the pleasure of learning Organizational Development (OD) and Change Leadership from The Drucker School of Management at Claremont Graduate University. In nearly all cases, the ideas for these changes stemmed from some vision of greatness for the health and prosperity of the company or nonprofit.

Culture 98
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Does Your Team Hoard Information?

Harmonious Workplaces

When auditing a sales report, the CRM manager notices the report omits contact information for many company accounts. The sales manager states that he doesn’t trust the other salespeople to not “steal his contacts,” so he does not report contact information, communications, or other data pertaining to his deals. Why allow stinginess?

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Nonprofit Mergers & Alliances: An interview with Thomas A. McLaughlin (part one)

The Nonprofit Consultant

Regular readers of this blog know that I've been involved in two successful nonprofit mergers, as well as a third attempt that was never consummated, and I've written several blog posts on my feelings about nonprofit mergers. Here's the starting point. With a VNA, it's a health care model; death is failure.

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What the Nonprofit Sector Needs to Reach Its Full Potential

Harvard Business

The nonprofit sector has limbs. When I say, “the nonprofit sector” here, I really mean what the public thinks of as “charities.” ” When I think of charities I think of the health and human services portion of the nonprofit sector. “There are too many cultural differences!”

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Health Systems Need to Completely Reassess How They Manage Costs

Harvard Business

Cost reduction requires an honest and thorough reassessment of everything the health system does and ultimately, a change in the organization’s operating culture. Here are some examples of what will be required to change the operating culture: Contract rationalization. Eliminating layers of management.

System 30
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Continuous Improvement for Nonprofits

The Nonprofit Consultant

Active senior management involvement delivers a clear message that change is good and that experimentation and even occasional failure is okay and encouraged. Management must also make it clear that improvements that result from CI will not result in job losses. CI comes in many different forms.