{"id":2584,"date":"2026-09-29T09:28:00","date_gmt":"2026-09-29T09:28:00","guid":{"rendered":"https:\/\/adgneducation.org\/?p=2584"},"modified":"2026-09-30T21:46:52","modified_gmt":"2026-09-30T21:46:52","slug":"the-hidden-cost-of-chasing-funding","status":"publish","type":"post","link":"https:\/\/adgneducation.org\/en\/the-hidden-cost-of-chasing-funding\/","title":{"rendered":"The hidden cost of chasing funding"},"content":{"rendered":"\n

Last week, I shared a simple framework I use for educational program and school design: a user on a journey to a desired outcome.<\/strong><\/p>\n\n\n\n

When those three elements are well aligned, the program gives users opportunities to practice and learn what they need to achieve the desired outcome.<\/p>\n\n\n\n

There\u2019s another benefit to getting this right:<\/p>\n\n\n\n

The better aligned your program is, the easier it can become to resource it.<\/strong><\/p>\n\n\n\n

Here\u2019s how.<\/p>\n\n\n\n

Imagine a school that is crystal clear about whom it serves, what those students need, and the outcomes it\u2019s working to help them achieve.<\/p>\n\n\n\n

It recruits students who are well matched to its program. It delivers an exceptional educational experience. Its students achieve remarkable outcomes.<\/p>\n\n\n\n

Those outcomes strengthen the school\u2019s reputation.<\/p>\n\n\n\n

That reputation helps the school attract more of the right students, talented educators who want to be part of something exceptional, and funders who want to contribute to its success.<\/p>\n\n\n\n

The school uses those resources to strengthen its program, producing even better outcomes.<\/p>\n\n\n\n

And around it goes.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Jim Collins calls this the flywheel<\/em>. He introduced the concept in Good to Great to explain how organizations build momentum through a series of actions that reinforce one another.<\/p>\n\n\n\n

The idea is that each rotation builds on the last. Over time, the wheel becomes easier to turn.<\/p>\n\n\n\n

I’ve had a couple of conversations recently with partners who are beginning to see the benefits of pursuing unrestricted funding or funding that is tightly aligned with their models. They’re onto something.<\/p>\n\n\n\n

Here\u2019s what often happens instead: an organization needs money. A funder is interested, but wants something slightly different. Perhaps a different population, an additional program, or a different set of outcomes.<\/p>\n\n\n\n

The organization adjusts to secure the funding.<\/p>\n\n\n\n

Now its model is slightly less aligned. It has more money, but it is also doing something that may not contribute directly to the outcomes it is trying to achieve.<\/p>\n\n\n\n

And the next time it needs funding, the temptation is to make another adjustment.<\/p>\n\n\n\n

Every adjustment that pulls an organization out of alignment makes it harder to build the momentum that would make future funding easier to attract.<\/strong><\/p>\n\n\n\n

A final thought for those of you working in philanthropy: be conscious of the incentives your funding creates. When you find an organization with a well-aligned model and remarkable results, consider how your funding can help it turn its flywheel faster.<\/p>\n\n\n\n

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