When I was growing up, I used to enjoy an animated series called Pinky and the Brain, which aired in the mid-90s. Created by Tom Ruegger and produced by Steven Spielberg, the show followed two laboratory mice: Brain, the self-proclaimed genius with grand plans to take over the world, and Pinky, his dim-witted but endearing sidekick. Each episode typically began with Pinky asking, “What are we going to do today?” to which Brain would chirp, “Same thing we try to do everyday Pinky: try to take over the world!”
It was amusing and chaotic — a portrayal, in my view, of the constant inner conflict between one’s rational mind and impulsive side. Brain represented calculated ambition, while Pinky embodied whimsical distraction. Over time, I’ve come to see this cartoon as a metaphor for the non-profit sector in South Africa — full of potential, brilliant ideas, and noble intentions, yet often thwarted by disorganisation, poor execution, and misalignment.
This reflection has been top of mind in recent months as I’ve been evaluating the state of Corporate Social Investment (CSI) and the non-profit landscape in South Africa with my team. I think I’m known for being direct, and I must admit I find it hard to reconcile the claim that our CSI sector is prospering when South Africa remains one of the most unequal societies in the world. Something is not adding up.
While government holds some responsibility, much of the social development mandate rests with the corporate sector. If we were to evaluate the success of CSI programmes using a clear yardstick, we’d have to acknowledge a string of ongoing failures — ineffective programmes, mismanaged funds, abandoned projects, and CSI practitioners who rarely stay in one role or company longer than a few years. The collective human resources systems that underpin the CSI sector are in disarray, resulting in a lack of continuity and deep institutional memory.
This prompted me to ask: even if the NGO sector were suddenly presented with significant opportunities, would it be ready? My honest answer is — more often than not — no. I’ve reviewed countless NGO websites, and the picture they paint is disheartening. Many are outdated, slow to load, or poorly constructed. This isn’t just a superficial complaint. A website is often the first impression funders have of an organisation. If you can’t get that right, what confidence does it inspire about your internal operations?
I recently had a conversation with a colleague who said, “We need your help to break into the CSI market — you have the contacts, you have the know-how.” When I pushed back, explaining that CSI practitioners’ role is to identify organisations that meet specific criteria, he seemed frustrated. He told me how much effort goes into writing proposals, only to receive a generic rejection. I empathise — but I also reminded him that funders aren’t just looking for passionate appeals. They want clear, credible, and complete systems.
Years ago, I worked in a CSI role where we had a substantial amount of CSI funding in reserve for exceptional projects. We were ready to fund powerful ideas, yet more often than not, we didn’t. Why? Because nearly every proposal was the same — unimaginative, repetitive, and indistinguishable. I recalled a marketing book I once read that told the story of a marketer challenged to increase orange sales. He didn’t invent a new fruit — he simply reframed the orange as orange juice, making it more convenient and appealing. Sales rose by 30%. The lesson? Sometimes, you just need to reimagine the same thing in a way that connects better.
This applies to non-profits, too. If you’re asking for funds to buy schoolbooks, what makes your proposal different from the ten others making the same request? If you can’t answer that, you’re already behind.
So, what does it mean to be “ready” as a non-profit? Through ongoing work and conversations, I’ve identified four levels that an NGO must build to become truly fundable — even powerful:
- Foundational Resources
This is about your team. Who is delivering the work? Are they skilled, experienced, and well-coordinated? Corporates want to know their money is being managed by competent hands — just like a parent giving a child R100 would expect some accountability. - Governance and Compliance
Proper processes must be in place. Who manages your finances? Do you have an active board? Are your compliance certificates up to date? Governance may seem tedious, but without it, you lack credibility. - Marketing and Communications
This is often overlooked. Many NGOs believe that doing good is enough. It’s not. If Coca-Cola still markets despite being a household name, NGOs must understand that visibility drives funding. The funder is your buyer. You must stay top-of-mind. - Proposals
Proposals are not the foundation — they are the outcome. They reflect your internal systems. When structured properly, your proposal shows funders that you’re not only passionate, but also operationally sound.
Many NGOs in South Africa live from hand to mouth. It’s not always because corporates are unwilling to help — it’s often because NGOs are unprepared. They are caught in a Pinky and the Brain loop: ambitious dreams, chaotic execution, and little tangible progress.
So, here’s the truth: if you want to lead a serious non-profit, you must build the foundations as though you’re training to be a surgeon. No one walks into an operating theatre without qualifications — the same applies to running an impactful NGO. Too often, people come seeking help, but resist expert advice. Then they wonder why nothing changes.
When people ask why I haven’t launched my own NGO yet, I tell them: I’m still building the foundation. Because once it’s in place — a strong structure with vision, discipline, and strategy — it will not just exist. It will dominate. And it will take over the world.
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