How do we drive strategy in NGOs?

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Recently I've met a few other people who have roles with various titles, but functionally served the role of Chief Strategic Officer within their organisations. Each of us had different specifics but there were commonalities on the big picture goals. These goals centred on:

  • Focus on strategy and strategic plan
  • Forward/ future focus
  • Sustainability and growth
  • Understanding the larger environmental context
  • Innovative solutions
  • Disruption
  • Relationship management

Interesting conversations about the organisational context, how to support a continued change  agenda, timing of initiatives and smoothing the road forward as well as the wake that is sometimes left behind. 

Universally, it is accepted as an exciting professional path. One with many high points and growth opportunities. It is also accepted as something that can be personally challenging. Organisationally, it is seen by many as the way that we will do better for the populations that we serve, to move and grow the sectors we work in (this applied to several different sectors). 

Early on in my adventure, I talked to many people, but very few were familiar with the concept at the time. As recognition of this concept (albeit in different words -try Innovation), grows, so does the need for robust discussion about formulating an evidence base of what conditions and structures promote success. Because, really, disruption is not comfortable. 

Do you need a full time or part time CSO? Is it internal or external? Integrated or held to the side? How supportive is the CEO? What is the governance culture? There's many more questions and variants.

A few years ago, I also found an article titled 'Stop Reacting and Start Planning Ahead: Why Your Nonprofit May Need a Chief Strategy Officer' from The Bridgespan Group (https://www.bridgespan.org/insights/library/hiring/why-your-nonprofit-may-need-a-cso).  It was one of the few I found. And still one of the few in the NGO realm. Their summary was that 'CSOs also help to move an organization in a direction that addresses short-term needs in the context of long-term strategic goals.' And that this focus on strategy is what helps realise the vision.

Any thoughts on success factors? Benefits to organisations? Is this a need?

-Anne