The rapid pace of technological, social, and cultural change around the world has affected the social sector as much as any other part of society. At the same time, sophisticated change agents in non-profits, foundations, and institutions are taking advantage of this season by using their technological savvy and traditional leadership skills to innovate new solutions for society’s biggest challenges.

The Clearing has partnered alongside these change agents to manage these creative initiatives for social impact.

Our teams have partnered to:

  • Advise social sector leaders on innovative approaches to communication with donors, recipients, partners, and other external stakeholders
  • Provide systemic perspectives on social issues and create visual narratives to explain root cause of social issues to internal and external audiences
  • Design and facilitate engaging events, dialogues, and debates on critical issues for society
  • Develop strategies for improving internal effectiveness and efficiencies of non-profit and social sector organizations
  • Facilitate board and advisory group strategy sessions
  • Manage large transformation initiatives from strategy through to performance; from ‘idea to impact’

For decades, Inter-Governmental Agencies (IGOs) and Non-Governmental Agencies (NGOs) have strived heroically to raise individuals and nations out of poverty. Much progress has been made and yet more work remains. Organizations working on creating economic development opportunities as well as advancing other issues such as improving education, agriculture production, worker training, pollution reduction, natural disaster response, and human capital development are often met with budgetary constraints and conflicting agendas.

To continue making progress, organizations must continue to navigate the political and economic terrain while not losing their focus on the individuals and nations that so desperately need their help. Leaders will be required to cut through the complexity, prioritize various actions, and bring teams together to accomplish the work, all with an eye towards budgetary constraints.

The Clearings assists IGOs and NGOs take on major initiatives by:

  • Working with leaders to challenge the status quo by developing robust strategies that shift the conversation from what makes things hard to what is possible
  • Creating rapid-response workflows that allow for decisions to be made in real time and with full information
  • Developing efficient organizational structures that do away with complexity and allow for the rationalization of skill sets and priorities
  • Create and sustain high performance cultures that can tolerate and thrive in ambiguity.

Universities and other academic institutions of higher learning are resourcefully facing enrollment challenges, diminished endowments, and reductions in funding while still carrying on their mission of educating future generations. Furthermore, the high cost of education, coupled with more difficult economic conditions, has caused students worldwide to seek more relevancy in their course and degree selection, in an effort to obtain gainful employment after graduation. Students are also seeking to learn through different channels, such as on demand e-learning.

All of these factors make it imperative for institutions to apply steady focus on planning and designing their future. The Clearing’s team is staffed with professionals that have direct experience in both university-level administration and teaching. Together, they work with institutions to:

  • Understand the transformative shift of the role of the consumer in higher education
  • Create a rigorous bridging of epistemologies between practitioner needs and academic theory
  • Better understand the stakeholder environment
  • Recognize and map the complexity in which they operate so that challenges can be anticipated
  • Create and sustain high performance cultures that can tolerate and thrive in ambiguity
  • Devise strategy for increased student enrollment
  • Address managerial challenges that distract the institution from operating in peak performance
  • Streamline disparate, decentralized, and complex organizational structures to eliminate ineffectual limits of control.

Recent examples of our work