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Flat, Tall, or In Between—Is It Time to Evaluate Your Organizational Structure?

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The organization may still be boxed into a structure that’s been the same for 20 years or more. How do you know that your organizational structure might need retooling? Each of these issues could signal that a more streamlined organizational structure is needed. It’s a structure that preserves accountability.

Structure 251
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The Unrecognized Risk of Status Quo Problem-Solving Skills for Grantmakers

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In a sector that is so risk-averse—afraid of change, reluctant to explore new ideas, and adopt new practices—why do we rely on super risky problem-solving skills? She encourages us, as sector professionals, to rethink our outdated problem-solving habits and stop making assumptions without acknowledgment and testing.

Problem 74
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Are Marketing and Membership at Opposite Poles? Take the Journey to Collaboration

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If the marketing team promises a fabulous new website, and the results don’t include any features members want, there will be issues, not the least of which is broken confidence. Instead of addressing the “how to,” they concern themselves with the bigger issue of “why.” They can alert membership to emerging issues.

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Solutions Day 2023—It’s Happening!

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I’ve heard there are lots of legal issues surrounding its use. Nonprofit attorney Kimberly Pendo, a founding member of Chicago Law Partners, is going to discuss the issues we all need to understand. Quick Takes—These 20-Minute Snap Shots for Smart Outcomes offer solutions to practical problems like these: We launched our new AMS.

Sponsor 275
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To Get Close to Members, Follow MarTech Trends

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There is plenty of advice out there, and most leaders have the management skills to retool organizational structures for better communication and greater agility. Of the four bullets listed above, the last two seem to be the most challenging. You can build more collaborative teams. You can’t know, what you don’t know.

Trend 221
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Build a Board for the Digital Future

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We’ve incorporated the structure that many groups say they want. They know that we’re going to fix the problems.” The speed and agility required for problem-solving in fast-paced markets don’t leave room for wobbly positions or indecision. No board will have expertise on every issue that comes their way.

Digital 221
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Lessons Learned Living the Virtual Experiment

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And, most importantly, we discovered new strategies for adaptation and problem solving. Groups that developed a structure and schedule for online meetings managed their time and effort more efficiently. I urge CEOs to be flexible on this issue. We learned the importance of technology for communication and collaboration.

Virtual 251