Business models and businesses, whether government not-for-profit or for-profit, must be designed to be profitable or breakeven. Typically they are not designed at all and financial weaknesses show up all the time
Becky, you're right, often there's not a 'failure of design', but an 'absence of design'! Even where design does occur, it's not done in an integrative fashion that considers needs of customers vs beneficiaries vs populations, nor balances needs of internal (staff) and external (partner) stakeholders. Plenty of room to improve here.
Conflicting time horizons: the 3 mental models make sense of the inherent tensions often interpreted to be a conflict between governance and management. Thank you Andrew for that insight!
Business models and businesses, whether government not-for-profit or for-profit, must be designed to be profitable or breakeven. Typically they are not designed at all and financial weaknesses show up all the time
Becky, you're right, often there's not a 'failure of design', but an 'absence of design'! Even where design does occur, it's not done in an integrative fashion that considers needs of customers vs beneficiaries vs populations, nor balances needs of internal (staff) and external (partner) stakeholders. Plenty of room to improve here.
Conflicting time horizons: the 3 mental models make sense of the inherent tensions often interpreted to be a conflict between governance and management. Thank you Andrew for that insight!