When your core systems can’t flex with funding, reporting and service changes, your organisation loses delivery capacity through manual workarounds and slow decisions. The goal isn’t “new software.” It’s operational efficiency and speed with trusted data, so you can scale services without scaling admin.
There’s a lot of debate about what IT-related skills should be performed internally or externally. I personally believe that most Not for Profits with limited budgets are better off by…
There may be a small handful of NFPs that have legitimate reasons to still have servers, for most organisations, servers are a liability.
A while ago, I was asked to evaluate a number of software vendors in a Not for Profit social services subsector. The problem was that every vendor I was asked to evaluate showed serious signs of business continuity risk for providers
It’s budget time again for most Not for Profits, and so a good time to ask an important question: Is your IT an expense or an investment?
I just spent the last three days at the Australian Cybersecurity Conference in Canberra. I’ve taken a lot of notes. Here are some that are relevant for Not for Profit organisations.
Are you a non-technical manager in charge of your IT function? I was also in this position about twenty years ago and it didn’t go well.
Do you have Business Continuity and Disaster Recovery Plans? In a cybersecurity risk webinar I presented a few weeks ago, only 25% of the Not for Profit participants said they had one. Unfortunately, in this cyber world, the lack of these plans could spell disaster for any organisation.
Many Not for Profits will consider a CRM business administrator as a “nice to have” role. However, if you consider the importance of your CRM in generating revenue and delivering your services and communications, the business case may be much stronger than you realised.
In today’s episode of “IT in Plain English,” Tammy Ven Dange answers, “What’s the difference between a CIO and a CTO?”