Блог пользователя geraldsmith

When Financial Services (FS) began its journey, we were a bunch of people with the sole purpose of redefining technology usage in banking. More than three decades later, FS practice has evolved into a thriving macrocosm, which contributes to nearly one-third of the company’s revenues. What has not changed after all these years however is the fact that at our core, we still intend to redefine the way banks use technology.

Since the inauguration of President Trump the rise in grassroots activism has been unprecedented. But not all grassroots activity is created equal. A certain kind, the one where local voters raise their concerns directly to decision-makers, is potentially the most effective of all. Constituent advocacy has been on the rise at town halls, local councils, and even some law makers’ district offices all across the country. And some groups, particularly those feeling threatened by White House or Congress’ initiatives, are using employees as their grassroots base.

This month’s print edition of HBR makes mention of a new study supporting ‘the purpose-profit’ connection (p32).  The study looks at the relationship between strong purpose and public company financial performance. I believe the insights apply to all organizations – That is, any organization with a strong purpose will see increased performance.

What does one do when the Internet fails? Today, there were widespread interruptions reported along the east coast. The culprit: an Amazon AWS S3 outage, as reported by TechCrunch and others.  According to the TechCrunch post, even though Amazon S3 is “…used by less than .8 percent of the top 1 million websites,” it was having a major effect.

Whether a board is seeking to replace a retiring executive director or requesting a search for a new CEO to move their organization to greater levels of success, the leadership skills they are seeking are much different than those of traditional nonprofit leaders.

Todays ago we briefly told the story of two refugees camps in Greece and the people who sent them packages, this time we shed light on two initiatives launched by two students’ organizations, Erasmus Student Network in Greece and Croatia.

We have partnered with ESN sections from different countries in order to sponsor many of their event for students. We didn’t hesitate when they turned to us to ask for help in delivering packages with warm clothes to people from Camerino, the Italian city where the earthquake caused widespread damage.

International non-governmental organizations (INGOs) accept enormous risks and responsibilities in their effort to deliver aid in some of the most dangerous parts of the world. In the face of war, famine, mass displacement, and human rights abuses, they carry out their work with a tremendous urgency. When that work is thwarted by entrenched corruption—when the delivery of food or other vital supplies is held up by a petty official demanding a bribe—it can be tempting to “go along to get along” for the sake of a greater good.

The InsideNGO community is fortunate to have the active participation, thoughtful engagement, and strong spirit of ownership within its growing range of global members. As our sector responds to new challenges, as the definition of operational excellence continues to expand, and as the means to deliver results globally depend increasingly upon operational capabilities, member insights and involvement ensure that InsideNGO evolves to meet new needs. Powering this evolution is the strong shared culture of our community that can best be summarized as “thinking like owners.”

Before working for InsideNGO, I was an operations manager at InsideNGO member International Youth Foundation , supporting USAID-funded projects. My job entailed equal parts financial management, compliance oversight, and capacity building with local partners—and in many cases these roles were overlapping.

Before working for InsideNGO, I was an operations manager at InsideNGO member International Youth Foundation , supporting USAID-funded projects. My job entailed equal parts financial management, compliance oversight, and capacity building with local partners—and in many cases these roles were overlapping.