Scenario planning is a strategic tool designed to help organisations prepare for a range of possible futures. It is not about predicting the future. Fundamentally, it is about accommodating uncertainty.

We are pleased to welcome Michael Alberg-Seberich, author of the new book The Corporate Social Mind to a Lunch & Learn on November 26th, 2020.

Covid-19 has changed the way that we work in an extraordinarily short time. As we enter this new phase, agility and resilience in the face of uncertainty have become the new buzzwords for many leadership teams.

Businesses that are serious about purpose can learn from charities about how to put their values at the heart of their organisation.

When it comes to fundraising income, charities do not compete with other charities. They compete with everything else a person might be trying to do to lead a meaningful life.

Charities are in crisis. An estimated £4bn of income was lost during the first three months of the pandemic.

The current medical and economic crisis in the context of the COVID-19 pandemic confronts companies and social organisations with challenges hitherto unknown both in character and scale.

As organisations move beyond the day-to-day crisis mode of the last few weeks, they are starting to turn to longer term questions.

If you have recently received an unexpected invoice from Firetail, and do not trade with us, you may be a victim of an invoice fraud attack (also known as “CEO fraud” or “Business email compromise” fraud).

This article is the third in our series on making strategy in social progress organisations.

Transparency International has been leading the global fight against corruption for the past 26 years. To continue to do so in the future, it is now looking at upcoming challenges and opportunities.

An international conference, now in its 43rd year and rotating to Bratislava, chose this theme and we’ll be sharing our thoughts about it at the conference on Thursday.

The world is changing fast, fundamental assumptions are being challenged, uncertainty is high and many describe tougher market conditions. Traditional strategic plans and tools are not helping them to address these issues.

At Firetail, we spend a lot of time thinking about how organisations interested in social progress should think about ‘strategy’.

Earlier this month the Royal Society of Chemistry published new research that shows why talented women are leaving careers in the chemical sciences before they reach their full potential.

Firetail are delighted to announce a new senior hire, Chris Percy, who joins the team as Associate Director. He joins us from King's College London, where he served as interim Director of Academic Strategy.

Everyone knows mergers in the charity sector are rare. There are 168,000 charities in England and Wales, yet in the last year there were fewer than a hundred mergers. Firetail surveyed 39 Charity Chief Executives and senior leaders from across our network to understand why. We wanted to get a sense of why there are so few mergers in the sector.

Universities are often told by outsiders that they should go and learn lessons from business. They are almost never encouraged to learn from the experience of charities.

In the summer, we decided to rebrand Firetail, in order to refresh the way we talk about our work, showcase some of our incredible clients and introduce our great team.

After working closely with Cancer Research UK on their World Cancer Day initiative, Firetail published an article in the Stanford Social Innovation Review.