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Agile Nonprofit

The Agile Nonprofit™ is a successful enterprise that never loses sight of the missions and has a healthy culture,  produces maximum effectiveness and runs efficiently. Agile nonprofits are not so lean as to be anemic, but are healthy, well-balanced organizations focused equally on mission success and business effectiveness.

Camelot’s Agile Nonprofit™ services combine a powerful balance of concepts from lean manufacturing, agile development, values-based leadership and proven business practices to assure mission success.

Creating an organization that is agile does not simply happen. You have to be intentional about choosing core values, defining a clear strategy, engineering the right culture, building the right structure, aligning key roles and utilizing the right internal funding models to work smarter and not harder.

The Agile Nonprofit™ Framework

Camelot’s proprietary nonprofit systemic framework is built on a modified version of the Business Model Canvas initially proposed by Alexander Osterwalder. Taking into account the unique attributes that drive nonprofits toward mission success the model creates a fusion of entrepreneurial startup and enterprise management. Placing a strong emphasis on outcomes over profit, Camelot’s framework allows a nonprofit to make incremental or disruptive innovation and plan strategic pivots while assuring mission success.

Camelot’s proprietary framework allows you to look at every aspect of your nonprofit to create a practical strategy to accomplish your mission. These innovative techniques permit you to systematically understand, design, and implement a new business model – or analyze and renovate an existing one.

Become The Agile Nonprofit

Consulting Services
  • For whom are we creating value?
  • Who is most important in our nonprofit ecosystem?
  • Who will benefit from our programs?
Donor Segments
  • Who is driving the economic engine for the mission?
  • What does the donor wish to accomplish?
  • What is the motivation behind their giving?
Beneficiary Outcomes
  • What value is being created for our beneficiaries?
  • Which outcomes are most critical to our beneficiaries?
  • Which outcomes are most desired by our Donor Segments?
  • How will we measure outcome impact?
Donor Relationships
  • What type of relationship does each of our Donor Segments expect us to establish and maintain with them?
  • Which ones have we already established?
  • How are they integrated with the rest of our model?
  • How expensive are they?
Program Delivery Channels
  • How will we deliver value to our Beneficiaries?
  • How do our Beneficiaries want to receive our Program?
  • How are our Programs integrated with our Donor Channels?
  • Which of our Programs work the best?
  • Which of our Programs are more cost effective?
Donor Channels
  • Through which channels do our Donor Segments want to be reached?
  • How are we reaching them now?
  • How are our channels integrated?
  • Which ones work best?
  • Which ones are most cost effective?
  • How are we integrating them with Donor routines?
  • How are we connecting them with Beneficiary outcomes?
Key Program Partners
  • Who are our Key Program Partners?
  • Who are our Key Program Suppliers?
  • Which of our Programs are being delivered by our Program Partners?
  • What are the metrics that we use to determine Partner success?
Revenue Streams
  • What value are the Donors looking to achieve?
  • What value are our Donors willing to pay for?
  • How do our Donors prefer to pay?
  • How much does each revenue stream contribute to Beneficiary Outcomes?
Key Activities
  • What key Activities do our Programs require to achieve our Value Proposition?
  • What Key Activities are required to generate our Revenue Streams?
  • What key Activities require Key Resources?
Cost Structure
  • What are the most important costs inherent in our model?
  • What % of revenue will be spent on administrative activities?
  • Which key resources are most expensive?
  • Which key activities are most expensive?
Key Resources
  • What Key Resources do our Programs require to achieve our Value Proposition?
  • What Key Resources are required to enable our Revenue Streams?
  • What Key Resources are required to Achieve the desires of our Donor Segments?
Key Business Partners
  • Who are our Key Business Partners?
  • Who are our Key Business Suppliers?
  • Which of our resources are we acquiring from them?
  • Which Key Activities do our Key Business Partners perform?
Value Propositions
  • What Value do we deliver to our Beneficiaries?
  • What Beneficiary problems are we helping to solve?
  • What Programs are we offering to which Beneficiaries?
  • Which Beneficiary Needs are we solving?
  • Which Donor Segment need are we solving by serving our Beneficiaries?
Are you ready to take the next step?

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