Have you noticed that in framing the problems facing us, most of us are already formulating a solution? Design Thinking tools and examples from start ups show the value of taking the time to invest in the front end–developing empathy, uncovering the right problem to solve and testing prototypes before committing to the full launch.
Have you thought about performing an amateur musical to remind members to renew, in place of the usual, drab renewal notices? A staff team at ASHA did just that. The larger story this video tells is one of employee empowerment and innovation; a story of connecting with members as people by humanizing, motivating and leveraging your organization’s own people. Read about how to empower staff to drive engagement and growth.
It is not enough to congregate people on a shared online platform. The more you help them use the platform and the relationships and ideas it engenders to bring about results that they could not create outside the community, the more value you generate for them.
For most nonprofits growth and, in fact, survival is equated to an unceasing struggle for more resources —revenue, staff, members or customers. The mantra is “more”—more programs, members or revenue will solve their problems. Yet, in today’s economy it is leverage rather than quantity, innovation rather than production that yields solutions. Take the case of Facebook cited in a Fast Company article.
Staff, team and culture development boot camp
Most of us “play it by ear” when it comes to the execution of a new concept. Our focus is on acquiring ideas or information—planning, reading, discussing, hearing or analyzing them. When it comes to execution, we rely on the same old tools we always used and settle for ad hoc activities and initiatives. Yet one cannot achieve systems-wide change by “understanding” the concept or generating detailed plans. What these require are fundamental changes in the way organizations think and behave.
It is the execution of change rather than the ideas, themselves, where the rubber meets the road. Paradoxically, however, there are no tools or systems approaches for “executing” innovation.
In the course of 12 years, SEPA’s CEO, Julia Hamm, would transform her association from one with a niche focus on solar power to a leader in the energy industry —building key coalitions among multiple stakeholders and playing an important role in efforts to bring energy delivery to the 21st century and provide efficient, affordable options to consumers.
Startling as the recent presidential election results were, they would not surprise Design Thinking followers. In many ways, they validate the reasons Design Thinking came into existence–the limitations of data-driven logic– and illustrate its principles and alternative methodologies.
Announcing a new dynamic, fast-paced, hands-on workshop for innovative CEOs on December 15.
Abstract visions of the future or well-meaning promises and expressions of appreciation become reality only when they connect to specific ways individuals can benefit from them immediately—whether these are opportunities for additional income, concrete new skills they can market, a share in profits or decision-making.