We found that as the organization had grown in size and complexity, their traditional mechanisms to solve problems were failing to keep up. The most common solution to this kind of problem is to add another layer of management, but that would have been prohibitively expensive, and would not have added fundraising capacity.
In our discussions with the client, we identified several key capacity constraints in the development function:
- The organization was over-reliant on a few key people with broad skills and deep institutional knowledge.
- Complex internal decision-making processes were creating bottlenecks and inefficiencies, hampering growth.
- The organization did not have enough people with the right kinds of skills meeting with donors in their high growth areas.