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Client Philosophy

Toward the latter part of his life, management theorist and educator Peter Drucker became interested in nonprofit organizations. As with all organizations, Drucker challenged the volunteer boards and managers of the nonprofits with whom he worked to answer the questions above.

In philanthropy, what it is the prospective donor, the “customer” cares about is increasingly moving to center stage. Yet many organizations like to talk about “what we need” in contrast to “what our donors care about.”
The Garrow Company’s philosophy is to unify a systems perspective with a customer orientation. This approach allows us to truly understand what the other person or organization cares about and to be able to help them pursue that interest.

The Garrow Company’s philosophy is to unify a systems perspective with a customer orientation. This approach allows us to truly understand what the other person or organization cares about and be able to help them pursue that interest.

Meaningful and productive relationships, be they between a prospective donor and a representative of a nonprofit organization, or between a manager and an employee, depend on mutual understanding and mutual trust. When we engage a person, work to understand what is important to them and how our own aspirations might match, and then invite that person to take the next step in building a productive, mutually satisfying relationship, our organizations are successful.

Doing this on a significant scale requires a systems perspective—the ability to integrate the individual parts into the whole.

Understanding an annual fund, a comprehensive campaign, or the development of a staff training model requires integrating the pieces of the program into the whole.  While that ability is important for all employees, it is essential in management.  The Garrow Company brings a systems perspective to its client assignments so that as we develop innovative options, we work with our clients to expand their scope and increase their results as they implement and evaluate.

We are constantly integrating the pieces into the whole. 

Identifying or creating a system allows all participants to agree on how things work or should work, where the measurement points are in the process, thus what the metrics should be.  Most importantly, identifying a current system or creating one allows all participants to help make the system better.  When a system works well, constituents such as volunteers and donors are pleased, as are the employees involved in implementing that system.