Read Partners supports organizations and their leaders who seek a stronger balance sheet and greater impact without sacrificing one for the other.
Move from either/or to both, without compromising purpose or profits.Learn More
Reorganizing to solve a problem rarely works; problem analysis first can lead to the efficiency you seek.Learn More
Align the formal and informal leaders of your organization or movement around a common agenda.Learn More
Move from ‘road maps’ to GPS with simpler language, clear priorities and constant updates on ‘road conditions’.Learn More
Outputs are not outcomes: there are tools and methods for achieving lasting results that don’t involve rocket science.Learn More
Organizations in the twenty-first century cannot retain their best people or in some cases even survive unless they bring these conflicting values into balance. Corporate responsibility, effective philanthropy and community engagement are no less essential to a business than making money is to a non-profit, if either is to achieve high performance.
Reorganization should be a last resort. The root cause of underperformance is more often found in the ‘weeds’ of organization culture, business process and individual mindset. Care needs to be taken ahead of restructuring in order to ensure that the dislocation and disruption are worth it.
Non-profit boards can prove disengaged, and for-profit boards excessively ‘collegial’ in acquitting their fiduciary responsibilities, especially when choosing their leaders and holding them to account. Solutions to governance and senior management issues often benefit from the involvement of a third party as mediator.
Strategic planning through board and staff retreats, cross-functional teams and priority setting can be invaluable. Yet, more often than not, both the process itself and the plan that emerges prove to be time-wasting and of little value. If your strategy for optimizing Mission and Margin is longer than 1-2 pages, you have work to do.
Continuous Improvement, Six Sigma, CQI, etc. are the buzzwords of the Age and the relative simplicity of what they entail can be lost in the jargon consultants use to differentiate themselves. Distinguishing outputs from outcomes, prioritizing results and using data for improvement doesn’t have to be complicated so long as the culture is right and the leadership committed.
We bring cross-sector operations experience at the senior management and board level to the work of balancing mission and margin.
John Read has held CEO assignments with three regional, national and global non-profit organizations, a $400 million for-profit company and presidential and gubernatorial appointments.
On a selective basis, Read Partners will work with organization or community leadership at the senior level to resolve complex managerial and social sector issues that impede continuous improvement and impact.
John Read discusses his experience as a soccer official and its relationship to the world of work.