ABSTRACT
Traditional industrial or trade corporations, whether in production of goods or delivery of services, are based on engineering and technology. They have been the dominant structure in business for more than a century; however, they have started to reach their limits. As an example, engineers and technicians might build efficient software able to perform virtual payments. However, it is the addition of a well-designed, easy-to-use user interface that ultimately determines its wider adoption in the market. More often than not it is the customer’s point of view that decrees the future of a product. Technology can sometimes be disruptive in a market or sector; however, in any innovation process, it should always be the last step to add on.
The not-for-profit sector follows similar dynamics but with a number of differences. This chapter aims to report the author’s experiences volunteering at board level within a charity organization registered in the UK with 158,000 members and offices around the world: the Institution of Engineering and Technology (IET). The lessons learned from the implementation of Governance for the Future (G4F) and the challenges for the organization’s structure will be reported from the privileged position of an active volunteer.
