In the corporate world, any talk of building a high-quality business is immediately followed by the act of building organisational capability. It is almost intuitive to think of putting the building blocks in place: organisation charts, the right people for those organisation charts, and systems and processes. In fact, boards and funders that back the business focus enormously on these aspects in the early days of the organisation’s journey before they start expecting results.
In the social sector,however, the conversation almost always starts with the results—the entire emphasis is on the plan and the programme as opposed to whether the organisation is geared to delivering in a high-quality and a sustainable way. Thus, the model is, in a sense, inverted in the nonprofit space.