'Cheshire Puss,' she began, [...] 'Would you tell me, please, which way I ought to go from here?'
'That depends a good deal on where you want to get to,' said the Cat.
'I don't much care where--' said Alice.
'Then it doesn't matter which way you go,' said the Cat.
Evolving Organisations
Strategically organisations within the Community and Voluntary sector should not stand still. All organisations, large and small, need to evolve to adapt to the changing Political, Economic, Social and Technological changes within the external environment. To stand still or stay the same will inevitably lead to the demise of the organisation as competition increases and everyone else 'moves on. Redsocks will help your organisation evolve and survive an increasingly competitive market place and play a greater role with the individuals and groups that we support.
Redsocks provides a practical, clear and straightforward approach to the issue of strategic and business management to a range of clients within the Voluntary and Community Sector. We are fully aware of the challenges that face the sector and work passionately to support our clients in meeting these challenges through a simple 'plan-do-review' approach culminating in the development of strategic, business and operational plans. But we don't stop there. We also provide an aftercare service to support your key people in the implementation of this approach and to equip them with the skills and confidence to lead, manage and develop the organisation.
"Removing the faults in a stage-coach may produce a perfect stage-coach, but it is unlikely to produce the first motor car."
Inclusivity
One of Redsocks Corporate Values is 'Inclusivity' and we make this quality concept central to everything we do. Redsocks are passionate about ensuring that every organisation we work with in developing strategic and business plans include every single member of staff and as many volunteers, and trustees that can be persuaded to join in. A successful Strategic Plan will have at its heart the sense of 'ownership' that is required to maximise all available resources towards achieving the Mission Statement.
"People support what they help to create."
For Redsocks the Vision, Mission and Purpose are crucial within strategic planning. Few members of staff will be able to quote the Vision or Mission if asked and therefore most organisations are losing an edge in terms of staff members having the full understanding of why we require these concepts and their value.
That business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.
Peter F. Drucker, American Management Guru in 'Management: Tasks, Responsibilities, Practices' (1973)