Category

Business

Innovation for Impact

Innovation for Impact

By Business, People & Culture

“When he was the CEO of SRI International, Curtis Carlson presided over the conception and development of Siri, HDTV, and other groundbreaking innovations. Since then he has shared his approach with more than 500 corporate, university, and government groups. His methodology is based on the principles of active learning, which emphasize concise mental models, the continual iteration of ideas, real-time feedback, teamwork, and frequent comparison of alternatives. Those elements are woven into a process that focuses on customers’ needs, a compelling approach, valuable benefits relative to costs, and superiority to the competition.”

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Digital Technology in the Not-for-Profit Sector

Digital Technology in the Non-For-Profit Sector

By Business, IT/Digital

New research shows less than a third of organisations were equipped with the right technology to successfully make the transition to working from home. The Digital Technology in the Not-for-Profit Sector report examines not-for-profit technology use across Australia and New Zealand, with a focus on areas such as online presence, information security, infrastructure, staff capability, and emerging technologies.

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Not-for-Profit Governance and Performance Study 2020

Not-for-Profit Governance and Performance Study 2020

By Board & Governance, Business

With handy talking points, this is a useful and practical guide in stimulating discussion amongst your board members and senior leaders of your not-for-profit. This year’s study conducted by Commonwealth Bank, BaxterLawley, and Australian Institute of Company Directors, focuses on the impacts of COVID-19 on NFPs and how COVID-19 has simply highlighted the social sector’s preparedness to survive.

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2020 Not-for-Profit Governance and Performance Study: The COVID-19 Edition

2020 Not-for-Profit Governance and Performance Study: The COVID-19 Edition

By Business, Programs & Services

Now in its 11th year, the AICD’s latest NFP Governance and Performance study highlights the key concerns of NFP Management and Boards under the pressure of COVID-19, surmising in their key findings that the majority of NFP organisations expect to make a loss this financial year – and almost 40% of organisations had made a loss in the previous 3 years. Is it time to relook at Board skills and remuneration – or a time to maintain stability?

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