The leading management publication for the social sector.

Yunus advocates social business as tool to stop increasing inequity

Micro-credit founder, Professor Muhammad Yunus urges us to consider social business as a tool to address the world’s increasing inequity, whether it’s getting rural Bangladeshis out of poverty or Australians off welfare. + Podcast

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CEO reflects on learnings from SSE’s experience in Australia

Michele Goldman, SSE Australia’s CEO in its final year of operation, reflects on the organisation’s learnings and how they could be applied to support the social enterprise ecosystem. + Podcast

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Once were SVA: where are they now?

In this special SVA Quarterly article, we catch up with six people who used to work with SVA to find out what they are doing now, and how their time at SVA shaped what they do.

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A framework for making difficult decisions

A prioritisation matrix can help you look at options in different ways – even with limited information.

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The hidden business of social enterprises

Having a social purpose does not exempt an enterprise from the essentials of business; even if it’s hard to see you must have a sound business engine at the core.

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If focus is so good for non-profits, why do so few do it

Is your organisation focused? And if not, what’s getting in the way? Discover the three common obstacles to focus – and how to overcome them.

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Explore articles

Strategy and stakeholder engagement

Executive Director’s note from Issue 2, November 2012.

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The first 100 days of a CEO’s tenure

Have you ever wondered about the best way to navigate those initial critical days in the top job? Six non-profit CEOs talk about how to make the best impact and impression.

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If focus is so good for non-profits, why do so few do it

Is your organisation focused? And if not, what’s getting in the way? Discover the three common obstacles to focus – and how to overcome them.

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Avoiding strategy ping pong: The board’s role in strategy development

Avoid strategy development feeling like a game of table tennis between board and management by getting clear on roles upfront and know when and how they might need to change.

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Seeing eye to eye with stakeholders

Find out how CERA involved key partners and stakeholders in developing its strategy resulting in stronger relationships, clarity on roles and a better plan.

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Shared planning: Letting staff determine your direction

Having no fixed idea on the future direction of Alzheimer’s Australia NSW, The Hon. John Watkins engaged stakeholders to develop a strategy that reflected their combined views.

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To consult or to insult?

Are you consulting with staff for the right reasons and in the best way? This article explains why, and at which stages, it is important to consult as you develop your strategic plan.

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