You can have the most beautifully crafted bylaws and the most sophisticated financial oversight processes in the world. But if you don't have the right people sitting around that boardroom table, none of it matters.

If you don’t keep track of where the money is coming from, going to, and if it’s being used in a responsible way that aligns with your mission – you're not running a company, you’re running a front. And we’ve all watched The Godfather enough times to know how that turns out. 

Like any good governing body, you need rules and regulations. That’s what the bylaws of your organization provide. They should align with the overall goals of your organization and give a framework for operation (especially to make sure everything is legal).

In business, we have a lot of big umbrella words that don’t mean a lot on their own. And “organizational assessment” is one of those. Sure, you take your organization and you run some tests ... but what really does that really consist of? 

I’ll be the first to admit that I can be budget conversation avoidant. And I understand how those feelings can trickle into business budget conversations. But recently, I did the unimaginable. I had the budget conversation!

I was listening to a podcast recently called, "Freakonomics Radio," hosted by Stephen Dubner. Something that was discussed during this series was a thing called “cost disease.” Now, if you haven’t heard this term before, don’t fret – neither had I.

An organizational assessment is a comprehensive evaluation that examines every facet of your organization's operations. It's like getting a full-body scan of your organization, revealing both visible and hidden aspects that impact performance. They ensure your organization's capabilities align perfectly with its strategic objectives, providing a clear roadmap for targeted improvements.