Modern philanthropy stagnates as it faces increasingly more complex problems. With growing evidence of the systemic nature of problems, NGOs are failing to understand it and meet these new challenges. Despite lack of justified results, the majority of nonprofit organisations keep their status-quo, by continuing running their never-satisfied relief programmes ignoring impact measures. Seeing no progress and impact, donors are discouraged to continue funding, while NGOs turn to stunt fundraising and heartbreaking media tricks to attract attention.
Even the largest international organisations like the UN fail to deliver on their promises facing ever growing complexity. By taking well worn paths, bIllions of dollars wasted on the same programmes as 20 years ago, that deliver diminishing returns or backfire. We are observing an existential crisis in the whole sector of charitable giving and the professional philanthropy sector.
Old organisational models are only capable of meeting old challenges. Lack of progress in structures of organisations means problems are overwhelming, leaving no chance for those who fail to change.
Moved by a grim picture of the state of philanthropy and the world, we have committed our minds to finding solutions to the present crisis and found simple, yet profound hidden wisdom - increasing the complexity of organisation.
Complexity Revolution is an organisational structure and a framework that guides pioneering organisations in navigating highly complex systemic problems. Complexity doesn’t mean complex. It consists of organisational designs and blueprints of restructuring the current organisational model in a way of increasing the degree of connections and relationships. Collaboration quality and emergence of synergies is at the centre of our approach of overcoming complexity. Mapping progressive architecture and networks of stakeholders creates a well-defined roadmap for organisations to communicate their efforts to donors and to take decisive moves towards a meaningful impact.
Our root approach is not increasing the quantity of efforts or people involved, but changing the structure of collaboration and patterns of communication. Command and control structures are being replaced with self-organised cells, with organisation becoming more like a living being in a constant flux of adoption and creation of power and leverage points. When this flow through constant change and innovations match the complexity of the problem, we are able to dissolve it.