Organisation Redesign Drives Strategic Growth and Efficiency for a Not-for-Profit Community Support Organisation
The Brief
In 2023, a medium/large not-for-profit organisation focused on community support deemed it timely to conduct a review of its corporate services.
The organisation sought to determine whether the current executive structure was fit for purpose to achieve revenue growth across multiple time spans. This review included key functions and positions such as CFO, CPO, and CSO.
Improved Employee Engagement
Companies that undergo successful organisational transformation experience a 30% increase in employee engagement. Engaged employees are more productive, less likely to leave, and contribute to a positive workplace culture.
Reference: McKinsey & Company, "The People Power of Transformations" (2018)
Improved Financial Performance
Organisations that successfully implement transformation initiatives see an average 25% improvement in their financial performance, including revenue growth and profitability.
Reference: BCG, "The Role of Leadership in Transformation" (2020)
Return on Investment (ROI)
Transformation projects with effective change management practices are six times more likely to meet their objectives and achieve a 143% return on investment (ROI).
Reference: Prosci, "Best Practices in Change Management" (2019)
Reduced Time to Market
Organisations that undergo successful digital transformation reduce their time to market by 20-50%, allowing them to bring products and services to customers faster and stay competitive in rapidly changing markets.
Reference: Deloitte, "Digital Transformation: A Roadmap for Billion-Dollar Organizations" (2021)
The Process
Future Leadership recommended a comprehensive methodology that included:
- Desktop Review: Conducting a review of similar not-for-profit organisations using publicly available information, combined with an analysis of the client’s organisational chart, background information, and interview insights. This review shaped a report summarising qualitative themes and provided a set of recommendations.
- Creation of Operating Models: Developing 3-4 possible structures/operating models for Corporate Services, with high-level commentary on the features, risks, opportunities, and strengths associated with each option.
- Facilitation of a Workshop: Leading a 2.5-hour workshop to walk through the possible structures and gather feedback from key stakeholders.
- Final Report and Recommendations: Presenting a final short report summarising the outcomes of the workshop, including a roadmap for further socialisation, unpacking, and implementation of the preferred structure.
Key themes for consideration included succession planning and talent retention, contracts and revenue outlook, current corporate services spend, opportunities for growth, and the development of new roles in the proposed structures. Future Leadership presented multiple organisational structures with features, strengths, and risks across maintenance, consolidation, and growth scenarios.
The Advisory Team's Impact Across Clients Through Survey Feedback
32% Increase in Self Awareness
Individuals’ awareness of motives, values, strengths and development needs
21% Increase in Motivation
Individuals’ motivation to apply learning, insight and further develop
27% Increase in Confidence
Individuals’ confidence in their abilities and impact as a leader
30% Increase in Role Clarity
Individuals’ clarity around success factors associated with their role
The Outcome
A phased approach was agreed upon based on Future Leadership’s inputs, and implementation planning was scoped.
Future Leadership continues to support the organisation with the next phase of implementation to embed the preferred pathway and structure.
Our project with Future Leadership went very well. We are all very happy with the result and have commenced planning our implementation.
