Interview with Experts from the Nonprofit World

Excerpt from the Podcast

Any management expert would place the success of a nonprofit organisation (or NPO) to either its capability or incapability. Issues like building talent capacity, pushing for financial independence is often key and if there is a lack of clarity and technical understanding to decision making at the Board and Management level the NPO will flounder.

What do I mean by decision making and its relationship to the Board and Management? One example is how a NPO which has a lack of good governance can create a system that enforces a management style and culture that will backfire on the productivity of the staff sending signals of demoralization, lack of creativity, poor team dynamics, or even as severe as a financial disaster through a heavy loss of money built on years culminative reserves.

All this is due to a set of poor decision making. Questions will arise at the post-mortem or during the monitoring and evaluation process when the results do not match the impact on the ground. Questions like; what happened at the time of decision making? What were the other options shared that was not given priority? Where was the motivation to lean onto a certain decision? Was there urgency given to the decision?

This is where I First International comes in. We ask questions not at the END or during the process but at the BEGINING thereby reducing dramatically the focus towards failure or a poor result. We call this approach – TRAP. TRAP stands for T- Thinking; R-Reflecting; A-Attitude; P-Professionalism. To avoid getting trapped one has to apply the four letters strictly at the beginning of any decision making and not at the end when the result is achieved.

The need for in-depth knowledge of how to ensure the fundamentals of board governance and management effectiveness have to be addressed and tackled is key to the survival of any NPO.

Of course, one would argue that the TRAP approach is universal and can apply to the government and corporate sector as well. True. However, where IFI places its intervention is niche especially when it comes to focusing on the nuances, subtleties and distinctions that separate one NPO from another. We look into the mindset, the wholistic issue and not just the source and symptom, we tackle the process and the interventions at the beginning of any effort to be made.

Sasibai Kimis speaks to Dr. Sudeep Mohandas, Co-Founder/Managing Director or I First International about Earth Heir. 

Earth Heir works with over 100 artisans from women’s cooperatives, indigenous tribes and refugee groups, across six states of Malaysia.

By combining traditional artisanal skills with modern, contemporary design, Earth Heir is a true celebration of Malaysia’s varied heritage art forms and unique cultural narratives.

Earth Heir is fair trade certified with the World Fair Trade Organisation (WFTO). 

Dr. Sudeep Mohandas, Co-Founder/Managing Director of I First International speaks to the Secretary General of FAM, Stuart Ramalingam about the issues he faces and looks forward to in working for an NGO that is established and focussed on an area that has global presence - football!.

Dr. Sudeep Mohandas Co-Founder and Managing Director of I First International speaks to Khalid al Walid, Managing Director, Philandure about Monitoring and Evaluation. This is an important tool that can help NPO's be better at ensuring they can make the difference on the ground.

Listen to Dr Sudeep Mohandas, Co-Founder and Managing Director of I First International, a Consultancy striving to professionalise the NGO/CSO/NPO sector in the world. Listen to his conversation with Mr Pasupathi as the story unfolds and invariably Mr. Pasupathi narrative becomes a learning for those who have similar aspirations to do wonders for their community.

Dr. Sudeep Mohandas, Co-Founder and Managing Director, I First International, speaks to Arshwin Nair, the President of Recruiters Association Malaysia (RAM) about his reason for setting up his NGO, the ingredients required for a good resume and why it is important to fill the void of finding the right talent for the job within the Malaysian Society.