The Hedgehog concept of beating an effective process to death to be the absolute best at it is much practiced in the business world. I bore easily. After launching my non-profit organization, DBMH Project, Inc., (inspired by a memoir project I have been writing,) I began taking on more smaller projects to keep my attention fresh in order to deliver new content. I have not had any particular strategy beyond simply reaching as many people that are within my target audience as possible. The textbook Strategy: View from the Top acknowledges the challenge of maintaining the same strategy long-term. A strategy must change as the company grows due to the surrounding factors of environment, society, and general expectations of stakeholders. What works well for a small organization is unlikely to translate smoothly after exponential growth.
In order to avoid the time building and rebuilding a strategic plan, I have been driving the organization forward without a set roadmap to the destination. This is a problem because having no set strategy makes it nearly impossible to track changes. The article, Do- Gooder’s With Spreadsheets, serves as a wake-up call to floating ideas versus committing to a strategy. If a not-for-profit organization has to demonstrate profitability primarily based on the accomplishment of its cause which often correlates with financial gain, I need a strategy that will make the organization some money!