Marcus Coetzee

All non-profit organizations have governance structures. In some organizations these structures are a source of insight, leadership and inspiration. In others they are a source of ineffectiveness, frustration and conflict.

This article from July 2013 presents the three primary roles of these governance structures (e.g. govern strategically, govern responsibly and manage compliance), as well as the key factors that correlate with the effectiveness of these structures. This article challenges the conventional view that boards should focus on compliance, and that this increases social and financial performance.

Imagine it’s 1946 and World War 2 has just ended. Both Japanese and allied forces have withdrawn from many small Pacific Islands. Military aircraft no longer drop supplies to their soldiers on remote islands, and the flow of goods to natives has ended. Local shamans have inspired their followers to build “pretend” airfields, control towers, and straw soldiers. Some of the more inspired local leaders have dressed their followers in imitation uniforms and now parade the fake soldiers on runways. A cargo cult has been established in an effort to trick airplanes to land and drop supplies. This is ritual mimicry married to a poor understanding of what is really going on.

It is no surprise that most strategic planning processes closely resemble cargo cults and these misunderstood rituals tend to be unsuccessful and provide little value to companies. In this article from June 2012, Dr Roger Stewart and I discuss both the failure of strategy and what organizations can do to improve their strategies.

The non-profit sector in South Africa has changed beyond recognition over the past decade. This is as I both hoped and feared. It is as I had hoped because young people, new ideas and a fresh energy have entered this sector. It is as I had feared because a number of established organizations with rich histories have failed to adapt in time and have subsequently suffered severely – some have even been fatally wounded. Overall, it feels that springtime may have arisen after a long winter.

Here is my personal story from June 2012 to help illustrate this change in seasons.

The emergence of the phrase “social enterprise” is a positive sign of change. However, the term is often defined in varying ways. In this article from June 2012, Dr Roger Stewart and I define “social enterprise” and discuss how traditional charities can start the journey to becoming social enterprises.

The role of business in society is receiving increasing attention. There have recently been many articles on corporate social responsibility, corporate social investment and corporate philanthropy. However, there has been much confusion and inconsistency in the use of these terms. In response, Dr Roger Stewart and I propose some definitions that we hope will reduce the confusion.

Here is my letter that was published in the Cape Times in October 2008 in response to an article on the potential closure of Rape Crisis. The letter discusses how this is part of a larger phenomenon. It proposes how non-profit organizations need to learn to think and operate differently.

Have you ever wondered why some organizations fail to succeed, despite hundreds of hours of strategic planning sessions and a multitude of ambitious MBA minds behind the steering wheel? We already know that these organizations need capable leadership. New research also suggests that organizations need leaders with strategic acumen, and that strategic acumen is much more like an innate ability, than something one learns at college.

This article from August 2008 dispels various myths about strategy and emphasizes the need to choose talent carefully.

This passionate letter was published in the Cape Times in early 2008 about the xenophobic violence that has gripped the country.

It discusses how, as a proud South African, I am dismayed by how our Rainbow Nation has descended into a state of xenophobic violence. It has certainly put a black mark against our name. I also discuss how this sad turn of events is symptomatic of poor government performance in a number of areas, and the role of some of our leaders in promoting racial and cultural categorization.

This letter was published in the Cape Times in May 2008 in response to a letter by Sheilagh Gastrow. It acknowledges that it is difficult for non-profit organizations to find the funding they need to fulfil their purpose, and to sustain their operations while complying with their donors’ requirements.

However, emphasizes that the business model embraced by traditional non-profit organizations has some fundamental flaws. It discusses these flaws and what non-profit organizations can do to overcome them.

This letter of mine was published in the Cape Times in May 2008. It reflects on the sad irony of the closure of the Non-Profit Consortium – that an organization that worked so hard to create an environment where non-profit organizations can thrive and find the income they need, has itself not been able to find sufficient funds to enable it to continue to fulfil its own purpose. It discusses the lesson and opportunity for other non-profit organizations.