If you are leading something right now, you can likely feel that the old language doesn’t land the same way, expectations keep rising, and the path forward is less obvious.
It’s time to think differently, so your decisions carry weight, not just motion.
If you are leading something right now, you can likely feel that the old language doesn’t land the same way, expectations keep rising, and the path forward is less obvious.
It’s time to think differently, so your decisions carry weight, not just motion.
What if culture isn’t something to manage after the strategy is set, but the condition that determines whether change can happen at all? This article argues for a culture-first perspective in organization development and change (ODC), emphasizing how meaning, norms, and shared understanding shape the success or failure of change efforts.
Many nonprofits don’t lose their mission because they stop caring. They lose it because systems of funding, accountability, and coordination quietly reshape everyday decisions. This essay explores why mission drift is a systems problem, not a values failure.
Employee resistance to change is often attributed to fear or incompetence. In reality, it frequently grows out of stability. Long-tenured staff accumulate benefits, routines, and cultural influence that make disruption costly, both personally and professionally. Over time, that stability can evolve into inertia, shaping how initiatives are received and whether transformation takes hold.
Crises don’t create transformation problems in nonprofits, instead they expose them. This essay examines why nonprofit transformation fails under pressure, and what moments of urgency reveal about culture, coordination, and systems.
Misidentifying your target market can be disastrous for your startup. Learn about the difference between the total available market (TAM) and target market (TM), and how a narrowly defined TM can improve your marketing efforts, reduce costs, and increase customer engagement and loyalty.
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