For those readers not from the UK, the story about the collapse of the not-for-profit Kids Company, an organisation set up to work with children and young people with complex needs in inner cities, may have passed them by. The organisation was founded by a very charismatic and telegenic psychotherapist 20 years ago who continued to be the organisation’s director. She became the darling of governments of all persuasions and seems to have been very successful at direct lobbying of senior ministers, and even the Prime Minister, for money and attention.
The organisation collapsed very dramatically and very suddenly despite the current government donating a £3 million grant, and on a weekly basis the newspapers carry stories of claim and counter-claim and mutual recrimination. These back and forth arguments resolve around the extent to which the organisation was or wasn’t well managed, did or didn’t produce good outcomes for children, had or hadn’t been audited properly, did or didn’t have an effective governing body. This post will focus on the struggle over the definition of what it means to be well managed, particularly with regard to strategy. Continue reading