The document discusses strategies for achieving organizational missions and goals more effectively. It addresses questions about an organization's current progress, growth rate, timeline to achieve its mission, and whether that timeline is acceptable. It also discusses fundraising metrics, strategies for engaging communities and improving projects, and the importance of developing new metrics to truly measure social impact.
36. 2% Source : Giving USA Foundation, with thanks to Kristina Carlson, Ketchum
37. Source : Giving USA Foundation, with thanks to Kristina Carlson, Ketchum Data are rounded. Giving USA report 2009 2.2 2.2 2.0 1.8 1.7 1.8 1.7 1.9 2.1 Philanthropy as a % of US GDP 19682009
38. Giving Vs GDP in the UK Sources : Wikipedia / New Philanthropy Capital
56. 70% of projects involving change fail Source the Imaginist Company, 2009
57. 束油Only 30% of the big projects involving change put into place by the 100 biggest companies lead to real increases in performance油損 Harvard Business School
67. 束油Finding a way to master the process of quick and cheap failures is without a doubt one of the real challenges of tomorrow油損 Scott Anthony, CEO Innosight
68. Your funky 束油Intelligent Failure 損 model 束油Golden rules油損 List in order of importance Choose at least one to challenge Develop an intelligent failure strategy
69. 束油Golden rules油損 My cause is too difficult for fundraising We dont know enough rich people
87. 束油You strive for what you can measure油損 Joseph Stiglitz Economiste laur辿at du Prix Nobel
88. 束油It is not about how much money you raise or how much you give away. It is about how that money is put to work. We need different metrics, another way to describe our impact油損 Anne Firth Murray, Founder of the Global Fund for Women