As technology bridges physical distance with increasing speed, many nonprofit senior leaders have become much more knowledgeable about economics and politics in diverse locations. These leaders are realizing that the issues they are addressing domestically are, in fact, truly global, and that there is great growth potential for organizations that aspire to bring about sustainable, large-scale change. And so, many are making the difficult choice to expand operations beyond the borders of their home countries.
Accenture interviewed senior managers from nonprofit organizations that have expanded globally in order to better understand what operating models enable successful expansion. Accenture’s research revealed that strong global nonprofits pay heightened attention to three factors:
They take an ensemble approach to leadership—they have agile groups whose members can be drawn together in combinations suited to specific decision situations or contingencies.
They are acutely aware of the implications of operating globally on an organization’s essential capabilities and assumptions. The fundamental considerations—which include the organization’s reason for being, its core values and principles, its governance, its norms, its systems, and its processes—must not be taken for granted.
They are in explicit agreement about the management philosophy that underpins their decision-making. They have a default understanding through which the organization executes its work and growth strategy—their operating model blueprint.
This report focuses on the second and third factors: essential capabilities and assumptions and operating model blueprints.