Max Simpson

Max Simpson from Alabama,AL. I am a Security and Fire Alarm Systems Installer and I love Writing,Reading and playing Video Games.

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New Business Strategies – Capability Modeling for Success

Shared by Carol Quijandria, Los Angeles

Is it time for your organization to go in a different direction? Do your employees have the collective expertise to do so, or will you need to bring in outside assistance to get things started? Carol Quijandria, Los Angeles, emphasizes that the key to successful business strategy implementation is knowing your organization’s capabilities and building on them. Carol Quijandria, Los Angeles, is a seasoned non-profit consultant, board member, and coach teaching non-profit executives and boards to lead through change. She has more than twenty years of experience. When it comes to organizational changes, she knows exactly how to get started. 

Capability modeling

Carol Quijandria, Los Angeles, notes that strategic capability modeling starts by identifying the goals that you would like to attain with your new or even existing business strategies. The next step after that is to analyze goal sub-hierarchies and begin to break it down the primary goal into smaller stages and chunks for various departments and partners to manage and implement.

At that juncture, according to Stirna, the following stages will need to be implemented:

“- Define capabilities for the selected sub-goals

  – Define context sets for each capability

  – Identify external capabilities by analyzing partners

  – Develop capability relationships.”

Image credit: Fauxels

Do not be afraid to look for capabilities that the organization is not currently using. There is a lot more available than you may realize, and some of it may be useful for your goals:

“Many capabilities are ‘horizontal’ and go against the grain of normal vertical corporate governance. Most often, management direction as well as the corporate management accountability framework are based upon line of business metrics, not enterprise metrics. (It) looks at enterprise-level (as well as line of business-level) optimization and service delivery. Not surprisingly, it often operates against the corporate grain and has to cope with challenging business environments.”

– TOGAF

Training and relationship building

Once you have identified what capabilities you have, what ones you need, and where you will find them, then your organization can begin training and relationship building for the new business strategy. Bring in experts to help train employees in areas they may not have current knowledge in. Bring in outside partners to assist with their own knowledge, resources, and capabilities. Build your team internally as well as externally. Carol Quijandria, Los Angeles, notes that a strong team doesn’t just stand on its own. It knows when, where, and how to get help in achieving its goals. 

Implementation

Have a well-established roadmap with clear roles for each team member and department involved. Carol Quijandria, Los Angeles, mentions that guidelines and instructions should establish timelines as well as tasks. Meet frequently after implementation to see where problems arise and where success is occurring. Don’t be afraid to make minor changes at this juncture. Even the best-laid plan will need some alterations. With the right capabilities, a solid team, and the willingness to keep an open mind and adjust for change, your business strategy will be a success. 

Image credit: Fauxels

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Non-Profit Organizations and Tough Decisions

Shared by Carol Quijandria, Los Angeles

Running an organization on which people depend can be a daunting and honestly terrifying task. There are a lot of tough decisions on some days. Carol Quijandria, Los Angeles, notes that most leaders want to serve everyone who needs to be served. They also want to make certain that the structure and integrity of the organization are strong. This is so that our focus communities and causes can continue to be served. Finding that balance isn’t always easy! There are a lot of tough decisions to be made. That’s why we went to an expert, Carol Quijandria, Los Angeles, to find the answers. She is a seasoned non-profit consultant, board member, and coach with over 20 years of experience in the non-profit and corporate worlds. She also holds a graduate degree in leadership development.

Tough decisions within the organization

One of the hardest decisions we have to make as leadership is one that affects the people who work for us. Whether it’s changing the vision, cutting hours, skipping on raises and additional benefits, or letting someone go, it is never easy to let down those on whom we depend. 

Don’t go it alone. 

Carol Quijandria, Los Angeles, recommends seeking input from workers before making any changes. If the organizational culture is positive and the people who work there believe in the purpose and goals of the non-profit, you may find that they are willing to and will actually volunteer to make sacrifices if they know the organization’s core objective is in danger. 

Your team is stronger than anyone may realize. Listen to their input, offers, and suggestions.  

Image credit: Rodnae Productions

Then, move forward with your decision process. The Harvard Business Review suggests focusing on these key components:

“1. Ethics, or context-specific principles around what is acceptable in your organization or society.

2. Morals, or your own internal sense of what is right and wrong, shaped by upbringing, family, community, identity, faith, etc.

3. Role responsibilities, or your understanding of the responsibilities associated with your role in the organization.”

Tough decisions for those we serve

It’s also difficult to make decisions that affect the core purpose of the organization. Cutting back on services, not meeting full objectives, and turning away those in need are never easy tasks. 

Kase notes the importance of using reason and compassion at this juncture:

“Great leaders understand how to balance emotion with reason and make decisions that positively impact themselves, their employees, their customers and stakeholders, and their organizations. Making good decisions in difficult situations is no small feat because these types of decisions involve change, uncertainty, anxiety, stress, and sometimes the unfavorable reactions of others.”

Carol Quijandria, Los Angeles, emphasizes – don’t go it alone. This is a good time to have brainstorming sessions within the organization. Explore what changes can be made to ensure that needs are still being met. In many situations, it is also beneficial to reach out to allied organizations and the community. Find out how they can assist and what organizational impact they see as most vital. 

Use every resource you have and find a solution that works.

Image credit: Javon Swaby

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Original post here: Non-Profit Organizations and Tough Decisions Non-Profit Organizations and Tough Decisions posted first on https://carolquijandrialosangeles.com/ Originally published here: https://maxxsimpson.blogspot.com/2022/02/non-profit-organizations-and-tough.html

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Assessing and Developing an Organization’s Capabilities and Culture

Shared by Carol Quijandria, Los Angeles

An organization’s capabilities and culture are what define it. Often, leaders focus on the capabilities, and tend to ignore the culture. Capabilities are what the organization does.  Culture dictates how those in the organization share information, problem solve, work together (or not), or otherwise interact with one another.  According to Carol Quijandria, Los Angeles, an organization’s capabilities and culture can make anything possible with the right combination. 

Carol Quijandria, Los Angeles, is a certified CLI leadership expert with more than 20 years of experience in the non-profit and corporate worlds and a graduate degree in leadership development. She understands how the right ecosystem is necessary for an organization to meet and exceed all expectations and goals. 

Assessing an organization’s culture and capabilities

The first thing you will want to do is an assessment. What culture has already formed within your organization? What capabilities are already available to be utilized? 

Image credit: Pixabay

One of the best ways to measure culture is to ask the people in the organization, according to Carol Quijandria, Los Angeles. Surveys and focus groups can both be a great way to do this. The focus of your questions should be on the perceptions around the following in the organization: 

Leadership

Vision

Values

Beliefs, or how they see themselves, their coworkers, clients, competitors, etc. 

Collaborative strengths or weaknesses 

Physical working environment

Employee wellness

Communication

While employee self-assessments can be unreliable, the language they use can hold vital information. According to the Harvard Business Review:

“By studying the language employees use in these communications, we can measure how culture actually influences their thoughts and behavior at work.”

Don’t forget about capabilities

Measuring capabilities is a bit more straightforward. Carol Quijandria, Los Angeles, recommends looking into what your employees, facilities, and resources can do. Questions to ask may include:

What is the “what” you do?  It’s not “how” – but what.

Which capabilities are seen (by clients, the public, etc.)? 

Which are crucial to public perception? 

 What is “back office” and just as important or not at all important?  

What capabilities are crucial to the bottom line? Which are crucial to public perception? 

Because technology is such a large part of what we do, Yoon points out that IT needs to be considered in any measure:

“Enterprises are performing their management activities and business tasks in an IT environment. Most firms are applying IT to the management and business activities for improving their business performance. They cannot efficiently perform the demands of global market without efficiently applying IT to their businesses. Enterprises have built information systems to raise business task performance and improve competitiveness. IT is an important way to improve and preserve a firm’s task performance in the ever-changing business environment.”

When thinking about capabilities, think about people, processes, and technology.  Don’t just consider the ones that are already being utilized by the company, but also consider the untapped wealth already there, such as unused expertise or underutilized connections and technology. 

Reaching new heights

Once you know what you have, the next step is to cultivate it and fill in any gaps.

Leadership is the key to making changes to an organization’s culture. It is leadership that guides how the organization behaves, what vision it has, and how interactions are expected to be. It is important, as leaders, to become what we would like to develop within the organization. 

Image credit: Fauxels

Training is an important capability itself.  It is also a vital way to add to the capability pool among employees. On the other hand, adopting innovative programs and technology can give new life to and expand the use of current equipment and technology. You don’t have to change everything. Find what is already there and build on it. The secret is in understanding what is already there.

“Planning alone does not deliver results. An organization must execute its plan. Thus,, I teach executives how to recognize and capitalize on their organizational culture, expand their capabilities, and execute on a future of strength.”

– Carol Quijandria, Los Angeles

Leadership can benefit from new knowledge in order to explore how to get the most from an organization’s culture and capabilities. 

The post Assessing and Developing an Organization’s Capabilities and Culture appeared first on Carol Quijandria Los Angeles.

Original post here: Assessing and Developing an Organization’s Capabilities and Culture Assessing and Developing an Organization’s Capabilities and Culture posted first on https://carolquijandrialosangeles.com/ Originally published here: https://maxxsimpson.blogspot.com/2022/02/assessing-and-developing-organizations.html

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Going from Strategy to Execution in a Non-Profit Organization

It’s time for a new strategy for the operations of your non-profit organization. You know it is necessary to serve your client base, meet demands, keep to a budget, and get the most out of the resources your organization already has. But how do you go from strategy to execution? Carol Quijandria, Los Angeles, has the answers. She is a seasoned non-profit consultant, board member, and coach for executives and boards seeking a smooth transition when organizational strategies change. With over 20 years of experience in the non-profit and corporate worlds and a graduate degree in leadership development, Carol Quijandria, Los Angeles, knows how to recognize and capitalize on organizational culture, seamlessly expand capabilities, and create a future of strength with the new strategy in mind.

Image credit: Canva Studio

The beginning stages of strategy to execution

According to Carol Quijandria, Los Angeles, the first step is to plan. You know what you want to see. Write it down and start working out the details.

The second step is to get everyone on board. Ensure that your organization’s primary decision-makers and stakeholders know about your plan and agree on it. There is some room for haggling and change regarding the strategy at this juncture. Make certain that you are not losing the primary focus and goal by allowing too much to be changed.

Moving to implementation

Next, align your resources with your strategy. Carol Quijandria, Los Angeles, emphasizes that the best thing to do is decide what departments and employees need to be involved. Next, delve into what resources need to be reallocated, and how that will affect other operations within the organization. You may discover that the strategy needs to be scaled back at this stage. You might also choose to press on and find the additional resources necessary to make it a reality.

Image credit: Fauxels

Now, you will want to communicate clearly and effectively with employees. They know what their roles will be, what they will need to do, and what training or resources they will need in order to help implement the new strategy.

Catherine Cote of the Harvard Business School notes that there are pitfalls to avoid at this stage:

“One barrier many companies face in strategy execution is that employees’ roles aren’t designed with strategy in mind. This can occur when employees are hired before a strategy is formulated, or when roles are established to align with a former company strategy.”

It is also a good idea to explain why the strategy is important to get employees on board with it. For an effective change, you will want the entire organization’s support and not just a few key board members.

Implement, measure, monitor, and alter as needed

This is the time to make your strategy a reality. At this point, Carol Quijandria, Los Angeles, states that you will need to measure the success. Check in with employees to see how it is going and what they still need in order to get their jobs done as effectively as possible.

Make any changes as necessary and then continue to check in as everyone gets settled into working within the new strategy.

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Leading Non-Profits Through Adjustments

Leading a non-profit organization is a constant challenge, according to non-profit consultant Carol Quijandria, Los Angeles. There are tough decisions to be made and compromises that can affect more than just an organization’s bottom line. They also affect stakeholders, the organization’s reputation, clients, employees, volunteers, and the larger community. Carol Quijandria, Los Angeles, notes that how leadership handles organizational adjustments can make a real difference. This is true when it comes to the magnitude of the effect that those changes create.

Change happens

Carol Quijandria, Los Angeles, notes that change is one of the only constants in life. This is especially true for non-profit organizations. Regulations change, grants are given in some years and not others, the requirements that come along with those grants vary. Even the focus of the organization and the needs that have to be met may change over time.

Image credit: Nataliya Vaitkevich

For example, a non-profit that serves the homeless may find that they have more clients during times of economic crisis. Meanwhile, a non-profit that focuses on preserving wildlife may discover that they need to adjust their focus to respond to immediate and fast-changing factors. These may include oil spills or new residential and industrial encroachment on vital wildlife areas.

So, what can be done to make things go smoothly when organizational adjustments need to occur in response to changes? A lot, actually.

Adjusting the sails – Leading non-profits through adjustments

The first step is selecting the core team to plan and then assist the rest of the organization through the adjustment period. Over at Social Impact Architects, they have a protective plan that starts with getting every member of that team on board and ready for the task:

“True for superheroes and social sector warriors alike, we need to gear up for changes in our organizations. In preparing our teams for tough sacrifices and new ways of working, we need to create a sense of urgency around why change is needed. Whether you are Iron Man demonstrating the threat of weapons in enemy hands or a non-profit CEO facing regularly declining financials, social sector leaders need to show their teams that the threats are real and shed light on the real consequences of inaction.”

Image credit: Ron Lach

Magdalena Nowicka Mook of the Forbes Nonprofit Council notes that it comes down to how an organization promotes change. This includes what they do to support their workforce and problem solve during adjustments:

“A coaching culture where leaders and managers are present during conversations, actively listen to words and body language, and ask powerful questions to move their teams toward goals can help leaders identify and address potential roadblocks. Learning how to take a coaching approach can also help managers prepare for scenarios. It helps them better understand how employees across the organization will handle uncertainty.”

Carol Quijandria, Los Angeles, agrees that it is all in the approach. Thanks to her experience as a seasoned non-profit consultant advising executives for more than twenty years, she has learned the two most important elements: support and communication.  A strong organization with supportive leadership and clear two-way communication can weather any storm.

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When A Non-Profit Loses Its Integrity through Employee and Volunteer Behavior

In the non-profit sector, integrity plays a large role. Without it, an organization cannot be sustained. Integrity is the currency by which that organization trades. When a non-profit loses its integrity, it loses its social currency. Carol Quijandria, Los Angeles, focuses on this in her work as a seasoned non-profit consultant, board member, and coach who teaches non-profit executives and boards how to lead through change and crisis. She has learned a lot in her more than twenty years of experience. Carol Quijandria, Los Angeles, has a lot of advice. The first thing she recommends: have a plan in advance.

Having a plan for when a non-profit loses its integrity

Never just assume that the organization losing its integrity could never happen. Even with the best employees and the best intentions, things can still go wrong. Misinterpretations happen. People have bad days. In some cases, even false rumors can take hold and do damage.

However, having a plan can help keep a crisis of organizational integrity manageable and slow down or even stop the escalation.

Image credit: Christina Morillo

“Businesses that effectively manage integrity can systemically absorb, react to, and appropriately adjust to most breakdowns in conduct or decision-making. Poor choices are made all the time. The key is whether the organization has adequately planned to mitigate against lapses in ethical decision-making through prompt response, disciplinary actions, appropriate disclosure, communication to the workforce, and public crisis management communication so that the lapses do not escalate into catastrophes.”

– Robert Chandler, PhD

Carol Quijandria, Los Angeles, suggests having an emergency plan that includes, at a minimum:

Creating and training disaster recovery team

Identifying and assessing possible risks

Creating a response plan, including what to say on social media, internally, and to stakeholders

Creating a backup plan to continue services if funding or other access is interrupted

Testing the plan

Weathering the storm

Carol Quijandria, Los Angeles, notes that it all begins with leadership. When leadership in non-profit organizations was examined, it was discovered that honesty and integrity, being collaborative, and developing others were the top traits for a positive experience and organizational wellbeing. When facing a situation and enacting an emergency plan, the organization must present a united and supportive front that includes everyone, from leadership to volunteers.

“Continue to envision a future of strength.”

– Carol Quijandria, Los Angeles

Improving relationships

During and after a crisis may seem like the perfect time to hide away and recover. However, in non-profits, outreach and networking activities never really end. Carol Quijandria, Los Angeles, states that it is important to stand strong, continue to put your best foot forward, show that the leadership and organization are still capable of the same honesty and honor as before the incident.

Image credit: Fauxels

Instead of seeing the crisis as an opportunity to hide away, take it as an opportunity to grow stronger, improve relations, and go the extra mile to cement those relationships ahead of time to do preemptive damage control before the next time a potential crisis occurs.

Carol Quijandria, Los Angeles, is certified by the Connective Leadership Institute for CLI leadership assessment and training.

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Thoughts on Capability Modeling for Changing Business Strategies

What capabilities do you have within your non-profit organization? It is important to know if the skills, materials, and resources are already there to implement what you would like to see done. Will training and additional funding be needed? According to Carol Quijandria, a Los Angeles non-profit consultant, board member, and coach teaching non-profit executives and boards, answering the question of organizational capability is essential. This is especially true when changing business strategies need to be implemented. Carol Quijandria, Los Angeles, suggests capability modeling before making a road map for change.

Understanding business capability

According to LeanIX,

“Business Capability is the expression or the articulation of the capacity, materials, and expertise an organization needs in order to perform core functions.”

Or, to put it another way,

“The business capabilities are the top layer of the business architecture. They belong to a business domain and are governed by the business principles and outcomes of the organization. The capabilities are realized by a combination of business process, people, and technology and are, therefore, at a higher level than a business process and sits in the conceptual layer.”

– Andrew Swindell, Architecture and Governance

Image credit: PublicDomainPictures

But what does that mean for a non-profit organization? Carol Quijandria, Los Angeles, puts its this way. It means having the operational capacity, donations, people, and knowledge necessary to implement a change. Capability means doing this without taking away from the core services that the non-profit provides. Clients and the larger community still need to be served.

What does capability modeling do?

According to Bizbok via Medium, capability modeling clarifies “terms and concepts across organizational borders, (providing) a robust skeleton, a framework for assigning all the other elements of enterprise architecture. A capability is ‘elegant in its simplicity yet powerful in its ability to serve as a focal point for transformations — large and small.’”

Creating a capability map

Carol Quijandria, Los Angeles non-profit consultant, highly recommends seeking out expertise for this part of the process. In her twenty years of experience, she has seen the advantage that a good capability map can create for an organization. Still, the creation can be time-consuming for someone without a solid background in organizational architecture.

There are several techniques to choose between. One of the more common and time-consuming approaches is to get a cross-functional team together to build the map from scratch. Between them, they will require a deep understanding of the business, as well as capability modeling and business architecture. This can create a highly customized map that fully encompasses the business capabilities as well as those required for a planned change in business strategy.

Image credit: StartupStockPhotos

However, it is possible for an effective model to be created without the need to begin at square one.

According to Capstera,

“A fast and practical approach to building a business capability map is to create a straw model. A capability straw model sample can be done by one or two individuals – with the understanding of business architecture and capability modeling, and innate knowledge of the business. The straw model can be an excellent starting point with a broader group for iterative refinement.”

What you choose should be based on the time you have as well as the level of expertise and detail your change requires.

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Original post here: Thoughts on Capability Modeling for Changing Business Strategies Thoughts on Capability Modeling for Changing Business Strategies posted first on https://carolquijandrialosangeles.com/ Originally published here: https://maxxsimpson.blogspot.com/2022/01/thoughts-on-capability-modeling-for.html

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Thoughts on Leading through Change

Carol Quijandria of Los Angeles notes that change is one of the most predictable yet unpredictable aspects of running a nonprofit organization. We know it is inevitable, but we cannot always know how, when, or in what form it will appear. Carol Quijandria, a Los Angeles professional, is a seasoned nonprofit consultant and an expert on leading through change.

Her advice?

Build up the people that you work and connect with so that they can stand with you and weather any storm. Strong relationships are your foundation. She also notes the need to make sure your nonprofit structure and finances are up for the task.

Carol Quijandria of Los Angeles – Leading Through Change

Strengthening bonds

Both internal bonds and external bonds need to be strengthened. Your workers, volunteers, ally organizations, and donors are all a part of the network of people that will help your organization to stay afloat even when times are tumultuous.

Build from what you have

Start with staff and volunteers. Never take them for granted. Carol Quijandria, Los Angeles, states that one of the leading reasons employees go elsewhere is because they feel undervalued. Once an organization begins to experience problems, they take that feeling of being undervalued and decide that it is time to go to safer grounds for stability where their time and effort will be recognized. The only employees that are likely to stay when times are tough are those who are loyal.

Loyalty is not a one-way street. You need to lead the way by showing it first.

Image credit: Alexas_Fotos

Reward and assist

“Every company needs a strategic reward system for employees that addresses these four areas: compensation, benefits, recognition and appreciation. The problem with reward systems in many businesses today is twofold: They’re missing one or more of these elements (usually recognition and/or appreciation), and the elements that are addressed aren’t properly aligned with the company’s other corporate strategies.”

–  Entrepreneur

This can be done by taking opportunities to give staff and volunteers rewards and recognition for the work they do, according to Carol Quijandria, Los Angeles, creating a comfortable and safe workspace in which they feel acknowledged and heard is also important. Make sure their needs are met, and they will continue to make sure that the organization perseveres even when times are tough.

The same can be applied to outside organizations and donors. Take the time to thank them, offer gifts and assistance, and recognize how important they are as a part of your larger circle. They are the community that will ensure that you never have to go it alone.

Provide a sense of stability

If an organization is already unstable, Carol Quijandria, Los Angeles, notes that people are less likely to stick with it when times get unpredictable. But, if your organization appears to be the steady ship in any storm, then your workers and community will not only seek you out for support but will continue to support what they see as a certainty in an uncertain life.

According to research done at the University of Arkansas,

“As most administrators of nonprofits lack the proper training or background pertaining to financial oversight, there is often an imbalance in retaining steady funds while upholding the mission of the organization.”

To compensate for this, do not be afraid to seek outside and expert advice before working on your organization’s spending, funding, and operations. Carol Quijandria, Los Angeles, emphasizes that a smaller and predictable budget is better than sudden spending followed by dry times. You may be reliant on sponsors and periodic funding, but no one needs to feel the effects of that reality.

Making wise decisions will go a long way towards creating a sense of professionalism and stability.

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Thoughts on Making Tough Decisions for your Non-Profit Organization

As a non-profit leader, not every decision you will make will be easy. In fact, Carol Quijandria, Los Angeles non-profit consultant and board member, notes that a majority of the decisions made may be difficult. It’s not a simple task to balance the needs of the clients, volunteers, employees, and donors all while keeping operations going and sticking to an often-limited budget. But Carol Quijandria, Los Angeles, isn’t saying to give up on hope. It’s all about making tough decisions and facing those decisions head-on.

“It’s important to put effort into making the best decisions possible within the constraints of the organization.”

– Carol Quijandria, Los Angeles non-profit consultant

Choosing the right path to follow when making tough decisions

With more than 20 years of experience in the non-profit and corporate worlds and a graduate degree in leadership development, Carol Quijandria, Los Angeles non-profit consultant, has seen her fair share of decision-making.

She notes that no decision is easy, but once you weigh your resources against the outcome you would like, it becomes easier to see the available paths. One effective method that she recommends for doing this is by using a decision tree.

Photo credit: AnnieSpratt

According to John Magee of the Harvard Business Review,

“The decision tree can clarify for management, as can no other analytical tool that I know of, the choices, risks, objectives, monetary gains, and information needs involved in an investment problem.”

Creating a map for making tough decisions

Once you have a decision, it is important to map how it will be implemented, what resources will be required, who will need to be trained, who will need to be informed, and what other changes will need to be made.

Feabric recommends creating a change map that incorporates stakeholders, workers, and management:

“In everything you do and in every step of the route, involving your stakeholders is the most important activity to do for a successful organizational change project. Each stakeholder will have its own approach; some formal, others informal.”

This is also an opportunity to finetune your original plan and make any changes based on feasibility, resources, and intended outcome. As you create the map, the areas that still need to be modified will become apparent.

Carol Quijandria of Los Angeles – Making Tough Decisions

Implementing your plan

Are you ready to get your changes made? This is when hard decisions become a reality. If cuts need to be made, or employees have to be replaced, this is the moment when those hard decisions become difficult but necessary actions. Carol Quijandria, Los Angeles, recommends bracing yourself. Even the best plan will still leave someone feeling the effect when major changes need to be made.

Be willing to take the time to speak to those affected, assist them in transitioning to other services or employment, and act as support. Let them know that they are still valued, even when difficult decisions affect them. Never leave anyone out in the cold without a lifeline. Always do your best to make sure that everyone has a way forward, even if it isn’t with the organization. 

Image credit: JacksonDavid

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Importance of Capability Modeling for Non-Profit Organizations

This capability modeling article is shared by Carol Quijandria, Los Angeles

Capability modeling is most frequently used in the for-profit corporate world. However, expert consultant Carol Quijandria, Los Angeles, points out that there are many aspects that are not just useful for non-profits, but vital. Non-profit organizations tend to run on a tighter budget and need to be more aware of what capabilities are available within the organization in order to get the most from the resources and skills they have available. According to Carol Quijandria, Los Angeles, every non-profit needs to consider the benefits of capability modeling.

What are capabilities?

According to Sparx Systems, there are five primary areas of capability within an organization:

“Personnel – including professional development and training

Processes – including business processes and rules

Information – including information management

Facilities – including buildings and structures

Infrastructure – including components and technology”

These are the tools that are available within an organization. Taking an inventory of them is the first step to creating a capability model, according to Carol Quijandria, Los Angeles, a seasoned non-profit consultant, board member and coach teaching non-profit executives and boards how to lead through change and even crisis.  She emphasizes how important it is to already have the framework of a model in place before it is needed.

Capability Modeling for Non-Profit Businesses

Starting capability modeling

Once you have your inventory of capabilities, Carol Quijandria, Los Angeles, notes that the next thing to create is an inventory of need. Sit down and develop a list of your requirements for basic operations as well as current and future plans. With the two inventories, you will be ready to plug that data into a model.

Some organizations prefer a simple side-by-side list view to get an idea of what they have versus what they still need. Others may want to choose more complex models, such as a relationship matrix or requirements diagram. These will allow you to see exactly where the areas of capability, as well as deficits, exist within the organization. It will also help in maneuvering those capabilities to better fit your needs. The more in-depth you go, the more fine-tuned of a machine the organization will become. This results in lower overhead, faster project completion, fewer delays, and fewer problems developing as projects continue.

Relationship matrix for capability modeling

A relationship matrix can be built within a spreadsheet with capabilities running across the top horizontally and needs running vertically, according to Carol Quijandria, Los Angeles. Where the two sections cross, a simple series of filled in cells can show if there is a relationship between each capability and each need. This provides a visual representation that can be quickly and easily referenced.

Requirements diagram 

For a different view, a requirements diagram helps to show how various components are related and interrelated to each other. This can help you to create an organization-wide road map for how to proceed with a project as well as what departments and capabilities will need to be joined in order to make your plans feasible.

Image source: Bleach

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Culture and Capabilities for Your Organization

This culture and capabilities article is shared by Carol Quijandria Los Angeles

Carol Quijandria, Los Angeles non-profit consultant, board member, and coach, has a question for you. Have you taken the time to think about how organizational culture and capabilities are shaping your non-profit organization? From what you can get done, to how it’s done, and even how your employees and volunteers interact with the larger community; culture and capabilities are the keys to it all, according to Carol Quijandria Los Angeles. It’s worth taking the time to examine and hone them to meet the expectations of stakeholders, the organization, and the community being served.

Image credit: Mikhail Nilov

Meet the expert on culture and capabilities

Carol Quijandria, Los Angeles-based non-profit consultant, has more than 20 years of experience in the non-profit and corporate worlds. She also holds a graduate degree in leadership development. She teaches executives how to recognize and capitalize on their organizational culture, expand their capabilities, and envision a future of strength. 

In addition to acting as a consultant to non-profit organizations, Carol Quijandria, Los Angeles, also works in energy public policy.  She began doing non-profit consulting back in the 1990s, originally starting in the Pasadena area. She then joined the energy business when the economy was roaring but soon headed for a financial crisis (around late 2007).  Having learned to navigate through sudden and drastic changes, she has become a tried-and-true expert on planning for organization survival.    

Your organization’s culture

Your organization’s culture does more than just make the non-profit a good or a bad place to work. Carol Quijandria, Los Angeles, notes that it also either attracts or repels the type of talent that you need.

One non-profit worker writes in Nonprofit Quarterly:

Make sure that your organizational culture focuses on people. Carol Quijandria, Los Angeles, states that the people you serve and the people who do the serving – all are vitally important to an organization’s long-term survivability. The happier they are, the more enthusiasm they will have. In addition, their communication both internally and externally will be of higher quality, creating a workplace in which it is easier to get things done and community connections that do the same.

“Having so many issues about which I feel passionate and on which I have worked, I have come to believe that employment happiness at non-profits is more about how one is treated and whether one’s contribution is respected, rather than whether it seems to be the ideal position at the ideal organization. “

– Jinna Halperin

Your organization’s capabilities

Capabilities are important. In fact, according to Carol Quijandria, Los Angeles, they are one of the first things to focus on. They are based on the resources that your organization has and therefore dictate how much you can take on at once. Will you be able to hold a fundraiser while maintaining operations during a busy season? Do you have someone on staff who can reprogram a portion of your website? These are the questions that can be answered by building and examining your organization’s capabilities. Always put them at a high priority. Without capabilities, even the best plans will fail.

Image credit: International Fund for Animal Welfare

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Leading Non-Profit Organizations Through Any Crisis

This leading non-profit organizations article is shared by Carol Quijandria Los Angeles

If there is one thing that we can all pretty much expect these days, it’s for a crisis to occur at some point. We may not even have to wait for very long to end up leading non-profit organizations through crisis. There are a lot of things going on in the world. That is why Carol Quijandria, Los Angeles non-profit consultant, is ready to jump in with advice. She discusses leading non-profit organizations through crisis. She knows just how important it is to keep a non-profit surviving when it is needed the most. With more than 20 years of experience in the non-profit and corporate words, she has a lot to share on the subject. Carol Quijandria, Los Angeles non-profit consultant, puts it this way:

“I am a seasoned non-profit consultant, board member, and coach teaching non-profit executives and boards how to lead through change and even crisis.  Teaching executives how to recognize and capitalize on their organizational culture, expand their capabilities, and envision a future of strength is what I do. I provide detailed coaching on how to execute their plans for effective organizational change.”

We’re honored that we get to hear some of that wisdom today.

Leading non-profit organizations through crisis

Are you ready for what the world is about to throw your way unexpectedly? Whether it’s war, economic trouble, unpredictable weather, a change in donor behavior, a bad day in the social media spotlight, or any of a variety of other things, it’s always a good idea to be prepared in advance. Have a response plan and the resources set aside to deal with what’s lurking on the horizon. It doesn’t matter what the crisis might be.

Image credit: Shvets Production

Carol Quijandria, Los Angeles, learned an important lesson in organizational survival while hitting the ground running. She brings this experience from the corporate world. Carol uses it to ensure that our real assets, our non-profit organizations, have the same staying power as for-profit corporations.

She reminisces over her first experience hitting a major crisis head-on:

“I joined the energy business when the economy was roaring, and we were headed for a financial crisis (around late 2007).”

– Carol Quijandria, Los Angeles

Image credit: Liza Summer

The industry suddenly went from green pastures to sailing a ship in a hurricane. Carol’s quick thinking, determination, planning, and organizing abilities managed to pull them through.

What it takes

The Harvard Business Review lists the top behaviors that help with leading organizations when in crisis. They place defining priorities in the number one spot:

“Define priorities. Identify and communicate the three to five most important ones. Early in the crisis, those might include employee safety and care, financial liquidity, customer care, and operational continuity. Document the issues identified, ensure that leadership is fully aligned with them, and make course corrections as events unfold.”

Also on the list are making smart trade-offs of priorities, deciding who your decision-makers will be ahead of time, and embracing action.

While not technically on the list, they also point out one other very key aspect. Don’t be afraid to make mistakes and do not punish those in your organization for making them. Mistakes happen – especially in a crisis. Just keep pushing forward. Don’t get distracted and caught up in the little stuff. Your organization’s survival is more important than anything else.

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Carol Quijandria Los Angeles | When Your Non-Profit Loses Its Integrity

This article is shared by Carol Quijandria Los Angeles.

Once a non-profit organization loses the public’s trust, it can be a difficult and long journey to regain it again. Not only does a damaged reputation look bad in the public eye, but there are also sponsors and donors that the organization is accountable to.

Strong policies that focus on ethics can help a non-profit organization to avoid this pitfall, but what about when it happens anyway or if it is already too late? What can you do at that point?

Carol Quijandria of Los Angeles, an expert, and consultant in the field, has several recommendations for regaining an organization’s foothold, and more importantly, trust:

Acknowledge the issue

Transparency is key. When trust is gone, it will simply be seen as disingenuous maneuvering if you lead with anything else.

“Acknowledge that something went wrong, that it does not align with the purpose of the organization, that it did damage to the community’s trust, and that you are hard at work to resolve it and to move forward without similar issues.”

–  Carol Quijandria, Los Angeles

In our current cancel culture, because everyone is under a microscope, the majority of both for-profit and non-profit organizations have a standard form-letter response for when issues arise. While a more genuine approach is recommended, there is nothing wrong with having an immediate plan and response already in place to give your organization a little breathing room to work on the problem internally.

A case study

In 2018, it came to light that Larry Nassar, a physician for the U.S. Gymnastics Olympic team, was being investigated and convicted of sexually abusing more than 150 women during his career. This quickly led to discoveries of other cases of abuse by coaches and physicians.

The U.S. Gymnastics board initially responded poorly, even going as far as threatening gymnasts who spoke out. This eventually led to the entire board being forced to resign.

New leadership stepped up and responded appropriately, initiated a change of policies, and acknowledged the problem:

Source: USA Gymnastics, Twitter

While the road to regain full trust would be a bumpy one, they had already taken the first and most crucial step.

Expect to pay your penance

There will be backlash. Now is a time to cut unnecessary spending before the organization feels the full force of reduced support and donations. A weathering the storm mentality is a good one to have at this juncture. You will want to make certain that the organization can make it through to the other side when the sun emerges again.

Carol-Quijandria-Los-Angeles-Natural-Scene

Image credit: Johannes Plenio

This does not mean giving up on fundraising. However, it is a time to make sure that your fundraising is 100% ethical to help alleviate the fears of remaining as well as new donors. The National Council of Nonprofits sums it up best:

“Transparency inspires confidence. Beyond what the law requires, non-profits can demonstrate their commitment to ethical practices by being entirely transparent with financial information and fundraising practices.”

Change policies and show genuine transformation

Begin the process of creating solid ethics policies that acknowledge current issues as well as anticipating future ones. At a minimum, you will want to cover:

spending limits

salaries and perks

conflicts of interest

gift acceptance

transparency

accountability

tax and financial fraud prevention

ethics training

whistleblower protection

Don’t go it alone. There is a lot to cover. Find a non-profit consultant with experience in creating and maintaining organizational integrity. If you are in the Los Angeles area, reach out to Carol Quijandria for assistance or a referral.

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Carol Quijandria in Los Angeles | Capability Modeling for Non-Profit Organizations

Non-profit organizations are a necessary part of our community collective and business ecosystem. They are where business structure converges with societal and environmental needs and fills in the gaps. The human element is essential, and it’s at the core of every non-profit. That’s an element that non-profit consultant Carol Quijandria in Los Angeles never wants to see fade.

She understands the need to take that energy and passion, and actualize them to ensure that services get to where they need to go. This requires planning, strategizing, and understanding the capabilities a non-profit already has and what is still required to reach goals.

That is where capability modeling comes in.

What is capability modeling?

To put it simply: Capability Modeling is assessing the “what” an organization does, and then assessing the “how.” The goal is to identify and assess how well an organization is accomplishing its strategic as well as operational activities and how aligned those are to the organization’s mission and goals.

Well, that works with for-profit businesses, but what about extending the same model to non-profits? That’s when the real planning begins.

The Process

Carol Quijandria of Los Angeles, with twenty years of experience in the field, highly recommends a series of meetings involving each department to assess what capabilities they have. Everyone should be involved and open about both what capabilities they actually have, versus what capabilities they think they have, or may need to be relevant.

Ask the crucial questions:

What capabilities do we have?

What is the “WHAT” of what we do? (Ignore “how” we do it)

Do our capabilities align with strategy?

What are our strategic capabilities vs. our operational capabilities?

How well do we do them? Identify performance challenges.

Have we “gold-plated” capabilities no one sees?

Is focus where it needs to be?

Next, Identifying the Challenges Most helpful at this stage is to identify challenges and then the root causes of those challenges. Usually, a ‘heat map’ is needed of the organization’s capabilities; i.e., evaluating what capabilities you do well, and which ones your organization struggles with. Then a “Five Why” model is often best used to identify the true root causes of the challenges your organization is facing. The results can be truly surprising. Most often, what we think is the reason for a challenge isn’t the true reason in reality.

Then, Identifying Projects to Close the Gaps From these steps, a picture should emerge that begins to show both what capabilities the organization is doing well, or where capabilities are underperforming, and what the causes are. Are the root causes people? Problems with processes? Or are the challenges led by technology issues?

Do you still need guidance? Are you ready to really dig in? Reach out to an expert on the topic, seasoned and highly recommended non-profit consultant Carol Quijandria to expand and take advantage of your non-profit organization’s ability to link strategies to execution.

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Carol Quijandria Los Angeles | Capability Modeling for Changing Business Strategies

This article is shared by Carol Quijandria Los Angeles.

Change is a normal part of life, but in business, it is vital. Change keeps us ahead of the competition and up to date with the current trends in communication, technology, program delivery, fundraising, and more. It’s not just about staying ahead of the pack. It’s about not getting left in the dust.

Carol Quijandria, of Los Angeles, CA, notes that even non-profit organizations need to consider how potential donors make decisions, where they are getting their information, and even how they make donations. Long gone are the days of a check sent in the mail. And yet, the funds, volunteer time, and resources needed to bring about change always seem to be limited.

That’s why capability modeling has become essential.

What is capability modeling?

Capability modeling starts with a comprehensive inward look to examine the organization, departments, and people to see what capabilities are currently possessed by the organization, and then an external look to see what capabilities are needed. Then those capabilities are evaluated for effectiveness — what capabilities does your organization excel at and what capabilities need to improve? The process evaluates if the organization is actually prioritizing the right things that bring the right value in helping the organization attain its organizational goals. Common examples of capability in a non-profit include:

Sending effective messaging

Receiving constructive messaging

Short-term and long-term strategy development

Reputation development

Reputation improvement

Program design

Program delivery

Managing databases

Event design

Event delivery

Growing donor bases

Grant writing

Carol Quijandria Los Angeles – Capabilities

Image credit: Fauxels

Making the essential changes

Change really is constant. When it comes down to it, there are three levels of change: immediate, intermediate, and long-term sustaining.

Immediate change – Sometimes, we change because there is no other choice, such as how organizations had to quickly adapt to new ways of doing things or cease functioning in the early days of COVID. Intermediate change – Other times, we can hold out for a while, such as when it comes to matters like adapting to the communication and payment technologies that our stakeholders and future stakeholders already utilize. It’s probably not a good idea to wait, but the decline caused by putting things off will be gradual at first, and the situation will still be salvageable for a while. Long-term sustaining change – These are proactive, intentional changes to keep an organization in the best shape possible and with the future in mind. They may include new ways of doing business, streamlining processes, looking for innovative ways to reach out to clients and sponsors, or any variety of organization-specific adjustments intended to facilitate a positive transformation.

“The notion of ‘capability’ has been studied in the field of Strategic Management as a means to understand competitive advantage.”

Loucopoulos, et al.

Carol Quijandria Los Angeles – Capabilities

Image credit: Nataliya Vaitkevich

Bringing it all together

Combined with capability modeling, plans for change can be enacted in ways that are most likely to succeed with focus on the right things. One of the most important things about organizational change is having the capabilities available to do so.

Do you need one more reason? According to Capstera, it’s also good for the budget:

“Capability-based Budgeting: A capability-centric capital budgeting allows focusing on what is essential for the firm and investing for the long-term, rather than funding annual projects with piecemeal functionality across multiple divergent capabilities.”

Are you still undecided on how to get started? Begin with reaching out to a non-profit success consultant who knows the ropes. With more than two decades of experience, Carol Quijandria of Los Angeles CA comes highly recommended.

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Carol Quijandria Los Angeles | Strategy to Execution for Your Organization

This article is shared by Carol Quijandria Los Angeles.

Do you have an idea for a strategy that needs to be implemented in your organization? Does it have to be ready for execution?

Here is the formula for following through and going from strategy to execution, all without a hitch. This is where a wealth of non-profit consulting experience really helps to make visions a reality.

1 Visualization

This is how it all starts. Draw out your strategy. Write it down. Make a map. Ideas are easier to develop when they can be seen and navigated visually.

Using mapping and illustrations can help solidify a framework while highlighting the critical aspects of a strategy and showing the precise connections between each, including how they are dependent on each other.

Carol Quijandria Los Angeles-Flow Diagram

Image credit: Christina Morillo

2 Development and planning

Once you know what your strategy is, it’s time to focus on the details of how to make it happen. You want your plan to include these key components:

A clear explanation of organizational priorities

A roadmap for those in the organization to follow

A scorecard or other framework for measuring and assessing progress

A BoardSource whitepaper also recommends using this part of the planning stage to ensure that your framework includes operational and programmatic goals with financial forecasts. You will want a plan that encompasses all implementation aspects, including the resources needed to get to your goal.

3 Getting everyone on board

This is the stage at which to involve everyone in the organization. Create documents that highlight everyone’s roles and tasks as well as the implementation structure and process. Have discussions and meetings to bring everyone on board and to share your vision and strategy.

Carol Quijandria Los Angeles-Create Documentation

Image credit: Fauxels

4 Reporting and learning

After implementation, it will be time to evaluate the effectiveness and look for pain points or weaknesses in your strategy. This is when already having methods of measuring in place will become vital. There are several methods of measuring progress and effectiveness. Choose the ones that work best in your organization for your particular goal.

According to Ed Barrows of the American Management Association,

“The full set of strategic performance measures can be organized into a dashboard, a Balanced Scorecard, or some other framework so the reader can determine that progress is being made toward completion of the strategy.”

That is just scratching the surface. Measurements can be made based on output, satisfaction levels, observed benefits, cost to benefit ratios, and even on parameters such as public perception or donor willingness.

5 Testing and adapting

Once your reports are in, it’s time to make any necessary changes to create a perfectly executed strategy. Solidify areas in which the organization is succeeding with the strategy and work on areas where it is still deficient. Be adaptable and open to making changes in the plan.

Nothing written is set in stone. Your focus should be on the outcome.

A well-implemented and executed strategy is about successfully seeing it through to the intended end results, not hitting every mark in a plan when some of those marks aren’t working. Don’t get caught up in the little stuff. As we know in non-profit consulting, it’s all about the big picture.

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Carol Quijandria Los Angeles | Culture and Capabilities for Your Organization

This article is shared by Carol Quijandria Los Angeles.

You have a strategy for your organization, but is it ready to be implemented? Two of the primary reasons that a seemingly perfectly well-thought-out plan will fail are based in organizational culture and capabilities. A plan can only go so far without the necessary talent, expertise, tools, and culture to support it. Non-profit consultant, Carol Quijandria of Los Angeles, recommends measuring capabilities and focusing on the type of company culture best suited for cultivating the organization’s goals.

Measuring capabilities

You have a strategy that your organization’s leadership may have spent months toiling over. Maybe you even know precisely what you want your organization to deliver, but do you have the capabilities in place to get it done? Before moving forward with a plan, make certain that you have enough people to enact it, that they have the proper training and expertise for the job, that they have the time to do it in addition to other responsibilities, and that they have the tools to implement everything. One of the best ways to do this is to inventory the expertise, workforce/volunteers, and resources you already have at your disposal.

Build an assessment

Identify the criteria that will ensure the success of a task and then look for it within current job roles and across departments with the organization.

Put together a clear definition of the criteria.

Create a simple scoring mechanism to measure capabilities.

Carol Quijandria Los Angeles – Build an Assessment

Image credit: Karolina Grabowska

Let the assessment guide you

Be willing to leverage existing strengths and look to experts outside of the organization to cover areas where you have deficits.

Cultivating culture

Ask the crucial questions.

“How consistent are our company values, behaviors, and expectations with our strategy?”

Dan Hawkins, Summit Leadership

A non-profit organization’s culture stems from core beliefs and practices and results in how those within the organization focus on the collective goal as well as how they interact with each other, stakeholders, and the public. A helpful culture will get you to your goals with the least amount of friction. You will want a non-profit community that supports your goals, works toward those goals and interacts effectively with the collective purpose of getting there.

Carol Quijandria Los Angeles – Build a Helpful Culture

Image credit: SHVETS production

There are four primary types of organizational culture, according to Dyouville:

Clan culture: a collaborative and friendly culture that seeks to nurture those within it as well as those they serve.

Adhocracy culture: an innovative and dynamic culture in which members are likely to be flexible, take risks, and bring innovation.

Market culture: an internally competitive culture in which the goal is achievement and results-driven.

Hierarchy culture: a process and procedure-driven culture in which rules, guidelines, and hierarchy are fundamental.

While these stemmed from for-profit organizations, the first three can be beneficial in a non-profit setting, depending on the focus of a particular organization. Larger and international non-profits may lean in the direction of the fourth option. However, it is becoming less preferred as organizations seek to keep the human element and heart at their core.

With all of this in mind, remember that planning alone does not deliver results. Detailed coaching on how to execute plans for effective organizational change is highly recommended. For coaching in the Los Angeles area, reach out to Carol Quijandria.

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Original post here: Carol Quijandria Los Angeles | Culture and Capabilities for Your Organization Carol Quijandria Los Angeles | Culture and Capabilities for Your Organization posted first on https://carolquijandrialosangeles.com/ Originally published here: https://maxxsimpson.blogspot.com/2021/10/carol-quijandria-los-angeles-culture.html