MissionWise

Fall: the Perfect Time to Go “Back To School”

2011-10-13T19:23:00.000-07:00

By Pamela Block, Vice President, MissionWise

With the leaves changing and my children heading off to school, fall has always struck me as the perfect time to renew my energy, re-charge my batteries, and increase my knowledge by heading “back to school” myself, and getting out and learning from my peers.

This fall has been a particularly fruitful time for learning. It began with the Annual Philanthropy Northwest Conference in September, where I was able to attend sessions on everything from Building Nonprofit Capacity to Nonprofit Financial Health with hundreds of attendees in beautiful Missoula, Montana.

At the PNW Conference, MissionWise was fortunate enough to conduct a workshop on grantee business planning, co-facilitated by consultant Cindy Coney, in partnership with Jeff Jessee, Chief Executive Officer of The Alaskan Mental Health Trust Authority.

I found it so interesting to hear the real-world examples of grantee business plans that Jeff and Cindy shared; but I felt the best part of the workshop was the organic dialogue that sprung up between the attendees themselves, and how we all came away with fresh insights into the current landscape of grantee funding and business planning, regardless of our role or the size of our organization.

Yesterday, I gained more insights on some of the challenges and opportunities facing Snohomish area nonprofits by attending a workshop closer to home. MissionWise consultant Kirsten Gagnaire led a session on Social Enterprise in partnership with Ed Petersen, Executive Director of Housing Hopeworks in Everett.

Ed and Kirsten provided several examples of social enterprise that they were involved with personally. Kirsten illustrated a more global perspective through her work in Africa with Grameen Phone, while Ed shared his endeavors locally with Housing HopeWorks. Also in attendance were several area nonprofits in varying stages of social enterprise development, with great stories to share and learn from.

It’s been rewarding for me to see the excellent work that’s going on in the region, and to gain insights that I can share with other nonprofit organizations to help them become healthier and more sustainable. MissionWise is excited to provide continued learning opportunities this fall and winter through a series of workshops on everything from Earned Income Strategies to Intellectual Property. I hope to see you there, and happy learning!

Create Sustainability Through Earned Income Strategies

2011-09-15T15:41:00.000-07:00

Due to the high level of interest in the white paper recently featured in our newsletter, MissionImpact, MissionWise has now made the publication available for free download.

Authored through funding by a grant from Healthcare Georgia Foundation, the publication was created to educate grantees about the importance of earned income strategies in order to build organizational sustainability.

The need for education about earned income in the social sector has never been greater, particularly given the economic challenges faced by nonprofits of all types in recent years. With reductions in funding from government agencies, philanthropies, corporations, and individual donors, nonprofit leaders have been challenged to identify new sources of income that can provide their organizations with greater financial sustainability, diversification, and flexibility.

To find out more about how developing an earned income strategy can work for your organization, or for more information about creating educational publications for your grantees, contact MissionWise today.

Join Us For Our Upcoming Philanthropy Northwest Workshop

2011-08-25T11:43:00.000-07:00

Attending the Philanthropy Northwest Conference in Missoula, Montana September 21-23? We are too!

Join us at our workshop on strategic business planning:

Grantee Business Plans: A Workshop for Funders
Thursday, September 22, 9:45-11:15 a.m.

The economy is threatening the stability of our nonprofit sector. Not surprisingly, many nonprofits are searching for new ways to generate income—by developing more entrepreneurial strategies and innovative business plans.

Join MissionWise consultant Cindy Coney and Jeff Jessee, CEO of the Alaska Mental Health Trust Authority, as they demonstrate how business planning can help grantees diversify revenue and increase financial sustainability.

Foundations will not only learn the key elements of a good business plan, but will also hear real-world examples of how Jeff’s organization formed a successful collaboration with other foundations to help reduce funder's duplication of efforts and assist nonprofits in developing business plans.

Should You Hire an Interim Executive Director?

2011-08-11T10:00:00.000-07:00

The following was contributed by MissionWise consultant Jeanne Anderson. Jeanne has served as Executive Director with three nonprofit organizations and as Interim Executive Director at nine.

Any time an Executive Director leaves an organization, the Board has an opportunity to consider a number of options. This is the time when the Board can think about the possibility of merging, or have a serious discussion about whether it is time to close the organization.

It is also a time when the Board can have frank discussions about what needs to be changed, improved or eliminated from the organization before a search for a new Executive Director is commenced.

In order to get this luxury of time for the Board to make decisions about the future of the organization, there needs to be leadership in place during this transitional period. In the past, many Boards have asked a staff member or a Board member to step into the position. Either one of these scenarios can be turn out to be problematic.

The Board member who steps into the Executive Director’s job may find that she is suddenly answering to, and being supervised by, her peers. They are getting involved in management decision when they should be making governance decisions. A relationship between the Board and staff can develop which might become an issue when a new Executive Director comes on board.

When a staff person is tapped to be the interim Executive Director, this too can lead to problems and confusion. Asking a staff member to step into the Executive Director role. and also assuming that they can continue to do their other job, is unrealistic. Oftentimes, the staff person applies for the position of Executive Director and the Board is faced with a dilemma if the members do not feel this individual is right for the permanent position.

When a transition in leadership occurs, it is my opinion that best decision a Board can make is to hire a professional interim Executive Director (IED). A professional IED is someone with experience in leadership transitions, who is not going to be a candidate for the job, and who can speak “truth to power”. Since this person is not auditing for the job, they can be candid with the Board and assist members in reaching the best decision for the future of the organization.

A professional IED will typically perform a comprehensive organizational assessment early in their appointment. Presenting this to the Board, agreeing on what needs to be prioritized, and how to accomplish the tasks gives the IED a road map. Whether the Board decides to explore a merger or hire a new Executive Director, it is the job of the IED to make the organization as effective as possible in order to attract a great partners or an outstanding new Executive Director.

Exciting Changes In Store at MissionWise®

2011-05-25T10:15:00.000-07:00

Change is:

a. Good
b. Terrifying
c. Exciting
d. Necessary
e. All of the above

One thing we can probably all agree on? The correct answer is “e”.

Change, while sometimes thrilling and many times rewarding, can also be a little (or a lot, depending on your viewpoint) frightening. In fact, change is a concept that can be stressful for most of us, even when the results are worthwhile.

Sometimes, fear of the unknown can be enough to keep us from getting in the game altogether. Instead, we watch quietly from the sidelines, wishing we had the guts to get in there and play, not fully realizing that we missed out on some great opportunities.

This has certainly been the case for many nonprofits and their relationship to social media. Over the last few years, an overwhelming array of tools, technologies, and companies have invented better, faster, and more immediate ways to connect people and organizations.

To put it mildly, these changes have considerably impacted the nonprofit landscape. For a sector that is sometimes seen as not being on the cutting edge of change, the rapidly changing technology of social media can be daunting.

What do smart nonprofit leaders know? They realize that today, business as usual is no longer a realistic way to run an organization. Successful nonprofits need to operate in a state of constant innovation and development. In other words: a state of change. Organizations that refuse to adapt to these new ways of communicating will unfortunately get left behind.

Here at MissionWise, things have been changing a lot. We believe it’s change for the better. One exciting new initiative is the creation of our own social media strategy. With this effort, we hope to engage and connect with prospective clients as well as foster community with the organizations we serve.

With enhanced presences on Facebook, Twitter and LinkedIn, more frequent updates to our blog and the launch of a new e-newsletter, we can best showcase our capabilities and enhance all of our connections. Through status updates, blog posts and video, we hope to engage you with some of the big ideas we're working on, start conversations, and best of all, create a platform for listening.

Sound familiar? Perhaps you’ve been wondering how your organization can get involved in social media, and you can learn something from our journey. Or better yet, maybe you already have some best practices (or worst-case scenarios) that you’ll share with us. Either way, we hope you’ll follow us and join the conversation.

So, are these exciting times? You bet. Is all this change a bit scary? Definitely. But one thing is certain: MissionWise is getting in the game!

Strategic Planning for Nonprofits...What's Your Strategic Plan?

2010-08-05T10:49:00.000-07:00

Perhaps we should start with, “Do you have a strategic plan?” If the answer is no, now may be the ideal time to create one. If you answered yes, when was the plan last updated? Has it been useful or has it sat on the shelf collecting dust?

A strategic plan can “help an organization to focus its vision and priorities in response to a changing environment and to ensure that members of the organization are working toward the same goals (Allison, M. and Kaye, J., pg 1). Given the state of the world, seems like having a strategic plan might be a good idea, right?

There are several types of strategic plans (long-term, short-term, operational, issues-based, etc.) and there is no perfect strategic planning process, but almost all of them include the following steps:

1. Identify the mission
2. Conduct research on the environment in which the organization operates
3. Agree on the priorities and goals
4. Identify the tactics and strategies
5. Conduct a S.W.O.T analysis (discussed in our next blog entry)
6. Create measurement tools
7. Assign responsibilities and due dates
8. Develop budget
9. Draft, review, and adopt the strategic plan
10. Implement the plan
11. Monitor, evaluate, and update the plan

We like the book Strategic Planning for Nonprofits and suggest you pick up a copy if you want to learn more about strategic planning. When you’re ready to give it a go, we also suggest that you call MissionWise. We’re great at helping organizations develop strategic plans. Really. [End sales pitch.]

Resources
Strategic Planning for Nonprofit Organizations, Second Edition
Basic Overview of Various Strategic Planning Models
MissionWise

Your Mission, Should You Choose to Change It?

2010-06-14T13:45:00.000-07:00

If you’ve read the last two blog entries, you know that we have been taking a look at client needs and how they’ve may have changed since the recession. If, in these last few months of the economic downturn, you’ve realized that your clients’ needs have changed, and possibly your funders’ interests have as well, it could be time for some remodeling of that mission statement.

An organization’s mission statement could very well be the most important element of the organization. To use a metaphor, if your organization is a house, the mission statement is the schematics. It is completed before you lay the foundation. It determines where you put the house, which direction it faces, what materials will be used, how many rooms it will have, the purpose of each room, and how many people will live in it.

We’re not suggesting that you change your mission completely, just bring it up to date. You may cut some programs. You may have added new ones in order to meet changing client needs. Does your mission statement still accurately reflect the work that your organization does? It should.

Don’t be afraid. Everyone dislikes the process of remodeling, but everyone loves the finished product. There are hundreds of resources available for writing a mission statement so rather than reinventing the wheel, we’ve provided some straightforward, easy to use, online resources that will help your organization go through this process.

One very important thing to keep in mind with changing programs, your organization’s focus, etcetera, is that donors often designate that their funds be used for a specific program. If you are going to use their funds for another purpose, you may need to get their permission first. Check with an attorney about the implications so that you are informed and prepared.

Resources

Nonprofit Management Suite 101: Writing a Mission Statement
Nonprofit Management Suite 101: Sample Mission Statements
About.com: Small Business Information
About.com: Management

Ask, and Ye [Will Probably] Receive

2010-05-02T12:44:00.000-07:00

In our last blog entry, we reviewed the importance of re-evaluating the changing needs of your clients during these challenging economic times. This week, we want to offer some suggestions on how to gather this information. The answer is simple, you’ve just got to ask!

First, identify your best researcher. Ideally, this is a research professional. Some research companies do pro bono work, so it’s worth making a few phone calls. Also, take a look at your local colleges and universities. A project like this could make a great graduate student project. If these options are not available, talk to your board members to see if they have a friend in the research business. Another common place to look is within the organization. Is there a staff member with this experience? If not, look for someone who is easy to talk to, has the respect and admiration of your staff, naturally inquisitive, process driven, and good at keeping information confidential.

Second, determine what you want to learn: change in demographics, highest program usage, issues facing your clients, etc.

Third, develop your research approach. It’s normally best to start with conducting qualitative research. If necessary, you can then conduct quantitative research to validate your qualitative findings. Did you get that? I just wanted to see if you were paying attention. Let’s say that in a way that makes sense.

Qualitative data can be observed but not measured. Here is an example of qualitative data: The black and white photograph is of a post-modern, Frank Lloyd Wright knock-off house located in Tulsa, Oklahoma. Qualitative approaches could include focus groups, staff meeting, interviews, email of questionnaire, or calling peer organizations.

Quantitative research can be measured – the photograph is 5” x 7”, the frame weighs 1.5lbs and the whole piece retails for $50. Quantitative approaches could include an online questionnaire, paper survey to clients, or review of intake forms.

Here’s one more example pulling from our previous blog entry reference of a domestic violence (DV) organization. Let’s assume a DV organization wants to identify trends and unmet needs of clients. A qualitative approach would be to talk to staff members about their experiences with survivors of domestic violence and what they hear are the most common factors for abuse. A quantitative approach would be to review client intake forms and count the number of times an abuse factor was listed in 1-month periods over a year and then create a graph. In this example, it doesn’t matter which one you do first.

Fourth, create your research materials. You should create a document that outlines what you want to learn, the approaches you are going to take, and the materials you’re going to need. Keep it simple. Why should you do this very important step?

So you don’t have the recreate the wheel the next time you want to do this research a questionnaire
You’ll be able to look back and see what worked and what didn’t and fix it for next time
It gives you a roadmap for actually doing the research and analyzing the results

Fifth, you should test your materials. Send your survey or questionnaire to people who are not participating in the research and ask them to fill it out and let you know if any questions were vague, the online tool was functioning, etc.

Sixth, conduct the research. Tell participants that their responses are confidential, or if possible, anonymous; give an end date; share how the information will be used, but don’t give away your internal organization strategy (cutting programs, realigning funds to current needs, etc.) unless you’ve already decided to do so; and finally, thank your participants.

Seventh, analyze the results. What conclusions can your draw from the research? Now, create your graphs, write a summary of the interview findings – whatever is appropriate for the methodology you chose and discuss with your team and board.

Eighth, identify your next steps. What are you going to do now that you have this information? Write it down, crunch the numbers, check in with your staff on your decisions (if appropriate) and see if they have any feedback or suggestions for the recommended changes.

The Needs, They are A-changin'

2010-04-12T11:24:00.000-07:00

The mission is at the heart and soul of the organization, but to get to a point where we can talk about the mission of the organization, we need to first talk about the unmet needs and issues the organization seeks to address. Why you might ask?

As you probably know, a mission statement explains the focus and purpose of the organization, its target audiences, the actions it will take, and the overall goal. Sometimes it includes more and sometimes less. Another way to think of a mission statement is it usually conveys the positive response to an unmet need in the community that the organization addresses.

For example, Summer Search’s mission “is to find resilient low-income high school students and inspire them to become responsible and altruistic leaders by providing year-round mentoring, life-changing summer experiences, college advising, and a lasting support network.” So it seems the unmet needs Summer Search addresses are to 1) help low-income students get out of poverty and 2) fill a gap in resources low-income young students need in order to graduate from college.

Now, let’s bring it home. More than likely, the change in the economy has effected your clients. If this is the case, then it makes sense to take a moment and re-evaluate your clients’ needs as it relates to the overall mission of your organization. Last October was Domestic Violence Awareness Month, so let’s use this issue as one example of how the recession has impacted a target audience.

According to an online article by Global Envision, “…incidents of domestic violence are rising… A study on recent domestic-violence homicides in Massachusetts found that ‘limited access to services for victims and unemployment for batterers’ were key risk factors of abuse.” This is a disappointing, but true example of how the recession impacts clients of an organization.

Have the needs of your clients changed? Have they expanded? Perhaps the priorities of your programs, criteria for selecting clients, or the funding and attention they receive need to change in order to address the change in clients’ needs. The impact is real. Do you know the changing needs of your clients? Please share your thoughts!

In our next blog entry, we’ll discuss how to conduct research to gather this information.

Doing More with Less

2010-03-08T06:19:00.000-08:00

One approach to sustainability is doing more with less. How many times have you been asked to do that in your organization? It’s certainly happening more frequently. This new environment requires nonprofits to be creative and to take a fresh look at the organization – how it operates, the work that it does, and the changing needs of clients. We’ll be discussing some areas that you might want to take a fresh look at in upcoming blogs. In the meantime, here is an article on the subject that we find interesting and want to pass along.

Resource
More with Less: Evaluating Nonprofit Impact at Field Level

Sustainability, It’s Not Just About the Environment

2010-02-05T15:06:00.000-08:00

The word “sustainability” has been thrown around a lot these last few years. One often thinks of saving the forests, driving a hybrid car and eating locally-grown, organic, whole foods. While those are good things to do, it doesn’t capture the full meaning of sustainability. “To sustain” means:

To keep in existence; maintain.
To supply with necessities or nourishment; provide for.

Other definitions of “sustainability” that pertain specifically to nonprofits are:

The degree to which a program or organization can mobilize resources from one or more sources consistently over time to respond effectively to local needs.
The ability to continue into the future, using a combination of resources and strategies such as volunteers, grants, contracts, fundraising, donations, partnerships, earned income strategies, and other activities that contribute to diversification of the organization’s resources.

These definitions are just a few of the many ways to explain the meaning of sustainability that as nonprofits, we need to keep in mind. If you have your own definition of sustainability, we’d love to hear it. Of course, nonprofit sustainability is one of the key elements that MissionWise focuses on when working with our clients. This begs the question, “How do you know if your nonprofit is sustainable?”

Here are some questions to consider:

Is your organization “in the dark” about where next year’s funding will come from?
Does your organization rely solely on donations, fundraising, grants, and / or government contracts for its financial livelihood?
Does your organization have more than 30%-40% of its revenue coming from a single source?
If funding from your largest grant or contract was substantially cut or eliminated, would it jeopardize your organization’s ability to operate?

If you answered yes to any or all of these questions, the health of your organization may be in jeopardy and it may be time to begin thinking about a plan for sustainability.

Stay tuned for more about how to build your organization’s nonprofit sustainability in upcoming MissionWise Blog entries.

A Pep Talk

2009-10-15T10:21:00.000-07:00

Nietzsche once said, “That which does not kill us makes us stronger.” You’ve probably also heard the phrase, “Evolve or die.” As harsh as they may sound, these sentiments are true personally and organizationally. Now you’re probably thinking to yourself, “Hey, I don’t hear any pep in this talk!” Here it comes in the form of another quote and some support MissionWise is going to be providing over the next few months. The quote is not credited to any one person, but it packs a punch. Brace yourselves. “Challenges like the ones we face today shake us back to reality, connect us once again with our fundamental purposes and passion, and promote growth. This is not a time to circle the wagons, but to grow and be creative.” You can do it and your organization will be stronger when we go back to our economy just being in a downturn.

Over the next few months, check back on our blog, where MissionWise will be helping you look at your organization from the inside out and find areas to rethink, retool, develop, strategize – evolve – in order to not only survive but thrive. We will be covering topics such as focusing on your mission, developing a diversified income and earned income strategies, getting your board involved, rethinking your programs, and fundraising and marketing strategies, finding and working with partners, measuring your successes and more.

We hope that you will join us for this journey and will actively participate by posting your questions and thoughts along the way.

The Brain Drain

2009-08-20T15:22:00.000-07:00

Do you know anyone that was planning on retiring in 2008 and put it off because the balance of their retirement fund was basically cut in half due to the massive downturn in the economy? It’s a common response to a reduced retirement fund, especially in the nonprofit community, which as it turns out, may be a blessing in disguise.

Studies indicate that approximately 75% of executive directors planned to move on within the next five years, yet only 44% of organizations reported having a succession plan. Yikes!

Now you’re probably wondering how this can possibly be a blessing? If baby boomer executive directors are sticking around for a few more years, then there is an opportunity to develop and implement a succession plan. Even better news is the amount of research and resources available on the subject. We’ve picked out a few we like for you.

Resources on the leadership situation and succession planning:

Board Source: Succession Planning
Foundation Center: Succession Planning
Stanford Social Innovation Review: The Leadership Deficit
MetLife Foundation/Civic Ventures New Face of Work Survey
Shift: Beyond the Nonprofit Leadership Crisis
Daring to Lead 2006: A National Study of Nonprofit Executive Leadership

So tell us, do you have a succession plan? If not, do you plan on developing one in the next year? If not, why are you putting it off? Inquiring minds want to know.

The Pink Slip

2009-08-13T11:56:00.000-07:00

Sending out the proverbial pink slip is becoming a common practice everywhere these days, but the best approach to it is often elusive. Here are three things to consider:

1) Understand the problem. This seems like common sense, but is worth reiterating. The executive director should ensure he or she has a firm understanding of the situation. This should include not only the financial situation, but an in-depth understanding of the needs of your clients – now and in the next few years, the internal and external politics, status of your peer organizations, and fundraising and industry trends.

2) Develop a Solution. A common approach to downsizing is to lay off a percentage of people in each department based on his or her level of seniority or salary. This approach doesn’t necessarily promote the organization’s health. Perhaps you need more people doing programs and can outsource the accounting to a third party vendor for less. Perhaps a peer organization down the street offers a similar program and frankly, does it better. The strategy chosen for downsizing should be about preserving intellectual capital, meeting community and client needs, and keeping the highest performing employees. One you’ve decided on your strategy, write it down, conduct a SWOT analysis, identify all the risks and proactively address them.

3) Implement with Care. Put yourself in your employees’ shoes. When and how would you want to hear about layoffs? What would you want to hear from your manager? How much notice would you want? Be fair, be honest and be timely. Your employees are the organization’s champions. You want to keep them that way even after they leave. Remember: Never burn bridges.

The Recession is a Double-Edged Sword

2009-08-03T15:38:00.000-07:00

How can this recession possibly be a good thing? Well, it helps to be a "half-full" kind of person, but if that doesn't come easily for you, check out the latest report issued by the Corporation for National and Community Service. Guess what, volunteer rates are up for 2008! Turns out that while people can't give as much money as before, they are giving more of their time. Here are two articles that discuss this favorable sea change.

Despite Recession, Americans Are Volunteering (Alot) More

Unemployed in Berks volunteering their time to grateful nonprofits

Rebrand Now?

2009-07-28T14:18:00.000-07:00

Okay, we know we’re in a recession and times are tough for nonprofits. Did you also know that the growth of the nonprofit sector coupled with decreased government, foundation and individual giving has led to increased competition for stakeholders’ attention?

As of 2006, there were 1,478,194 nonprofit organization registered with the IRS . With messaging coming from all these nonprofits, an organization should ensure that the message they are sending is up-to-date, clear and concise in order for target stakeholders to see your organization amongst the clutter.

A brand provides a framework for communicating an organization’s core promise and/or mission to external stakeholders including donors, volunteers, clients and the public. Research shows that a strong, managed brand increases differentiation, communicates the mission and its values more effectively, builds loyalty and trust, and if maximized to its fullest potential, can even lead to more donations.

So, if you’re organization’s brand no longer reflects the organization and you’ve got the resources to do it, now would be a great time to update your brand.

Effects of the Economic Crisis on Health Foundations: Grantmakers in Health (GIH) Survey Results

2009-02-10T11:26:00.000-08:00

The United States is experiencing its most severe economic crisis since the Great Depression, a crisis of global proportions with effects well beyond our borders. The subprime mortgage crisis, a volatile stock market, and job losses have taken a serious toll on the nation’s economy and the welfare of our most vulnerable communities. Like the rest of the economy, foundations are feeling the squeeze: fewer resources coupled with the increased need of individuals, families, and communities.

To learn how health foundations are responding to the current economic crisis, Grantmakers In Health surveyed the field at the end of 2008. The survey sought information on how health foundation assets and grantmaking budgets have been affected, the strategies health foundations are using to support grantees, and how foundations are addressing their own financial challenges.
Survey Highlights:

91% of GIH Funding Partners reported a decrease in asset base
61% are seeking new collaborations or partnerships with other public and private funders
34% are delaying consideration of new initiatives or multiyear obligations
58% report reductions in overall administrative expenses

To read the entire survey results, click here.

The Economic Crisis: Challenge or Opportunity?

2008-12-10T16:04:00.000-08:00

The last three months have brought about unprecedented market changes that have had dramatic impact on nonprofits of all kinds. As financial resources shrink and the need for social services swell, urgent consideration must be given to addressing the myriad new challenges that are threatening the very existence of our nation's health and human service organizations.

In our work with organizations around the country, MissionWise has seen many nonprofits respond swiftly and decisively to the challenges of our economic crisis, including (1) reducing program expenses, overhead, and staff; (2) merging with other nonprofits; (3) using their reserve funds; and (4) in some cases, closing their doors. In addition, a number of organizations have addressed the crisis programmatically, by (1) narrowing their focus or changing their eligibility standards in order to limit the demand for their services; (2) using this time as an opportunity to refocus their program work; (3) looking for social enterprise opportunities and /or new methods of earned income activity; (4) finding ways to collaborate with organizations in various fields and sectors; and (5) redefining the tangible results their clients get from using their products, programs, or services.

In most of the cases above, challenges were viewed as opportunities, with bold, creative, entrepreneurial thinking applied to addressing the impact of the economic crisis.

While there are no right or wrong answers for nonprofits who are navigating through these extremely challenging times, it is clear that survival will entail an ability to move beyond a "business as usual" approach.

How has your organization turned challenge into opportunity?