Nonprofits and NGOs face strategic challenges that are structurally different from the private sector — but no less demanding. Funding credibility, programme coherence, and organisation effectiveness are all in tension, often simultaneously. As a nonprofit strategy consultant with experience across international NGOs, India country operations, and global secretariats, I have helped organisations sharpen their strategic focus after years of opportunistic growth, translate new strategies into actionable change plans, and redesign operating models to remain effective as their operating environment shifted. The three sample cases showcased below span India, the USA, and the UK, covering change management, country strategy, and organisation restructuring.
CASE 1 : CHANGE MANAGEMENT | INDIA + USA
Change Planning & Implementation — US NGO India Operations
Summary – A large US-based NGO implementing a new India country strategy needed to translate strategic decisions into a detailed, actionable change plan — including the managed spin-off of several programmes. The engagement analysed implications across processes, IT, organisation structure, headcount, and skills. A cross-department change plan was built with RACI definitions, activity dependencies, and closure dates. An integrated advisory firm was brought in to support the legal, tax, and operational aspects of the spin-off.
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CASE 2 : STRATEGIC PLANNING | INDIA
India Country Strategy — International NGO
Summary – An international NGO with 15 years of India presence had grown opportunistically into 7 programmes across 4 thematic areas — a breadth that was affecting funding credibility and operational efficiency. The engagement revisited the fundamental rationale for the India presence — mission, theory of change, and thematic priorities — and led to decisions on programme portfolio, geographic and partner strategy, and a revamped operating model with the structure and capabilities needed for impact at scale.
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CASE 3 : ORGANIZATION ASSESSMENT | UK
Organisation Restructuring — Global Secretariat, International NGO
Summary – One of the world’s largest INGOs needed to rethink the role of its UK-based Global Secretariat. Changing operating conditions required the central body to evolve from a support function into a proactive provider of common services and strategic guidelines across an affiliate network. The engagement redesigned the Secretariat’s role, operating model, and structure across HR, Finance, IT, and MIS/ERP — based on a distributed network of internal service providers enabling consistency across affiliates while preserving local flexibility.
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