What Organisations Have Said

The Situation

A small foundation supporting youth activities in Pom Prap had been operating for four years without a formally written mission statement. Board members described the organisation's purpose differently depending on who was asked. This created confusion in donor communications and made it difficult to evaluate whether new activities were appropriate.

The Engagement

A half-day Mission Clarity Session was held with three board members and the executive director. The conversation surfaced a clear distinction between the foundation's long-term aspiration and its current operational focus. After the session, Wildfern produced a two-page mission summary that captured both levels clearly.

The Outcome

The mission summary was adopted by the board as the organisation's official purpose statement and incorporated into its annual report. Board discussions about new programme decisions became noticeably more focused in the months that followed. Duration: one session plus document delivery over two weeks.

"We had not expected to leave with something we could actually use right away. The summary said what we had always meant but never written down."

The Situation

A social enterprise providing skills training to young adults in Bangkok's outer districts had expanded their activities considerably over eighteen months. By the time they approached Wildfern, they were running five different activities without a clear sense of how they connected or what outcomes they were collectively working toward.

The Engagement

Two sessions over three weeks, focused on mapping existing activities against their intended participants and outcomes. Between sessions, Wildfern reviewed the organisation's existing materials and drafted a working programme structure. The second session refined the structure and introduced the measurement note framework.

The Outcome

The team received a programme outline consolidating three of the five activities into a coherent strand, with suggestions for the remaining two. The measurement note identified four practical indicators they could track without additional resources. The programme manager described it as "the clearest picture we have had of our own work."

"The measurement note was something our team could actually implement. Previous tools were designed for larger organisations."

The Situation

A founder-led social enterprise in Bangkok had grown to a team of twelve. The founder was managing an expanding range of operational decisions largely alone, and found it difficult to maintain perspective on longer-term direction while managing daily demands. They had no existing advisory or board structure.

The Engagement

A monthly advisory relationship, now in its ninth month. Sessions typically focus on one or two current operational or planning questions. Wildfern provides a written note after each session summarising the discussion and any agreed next steps. Between sessions, brief written exchanges address immediate questions as they arise.

The Outcome

Over nine months, the founder has used the advisory relationship to work through a team restructuring, a significant funder review process, and the development of an annual planning cycle. The written notes have become a useful reference document. The relationship is ongoing and the engagement scope is reviewed each quarter.

"It is not advice in the conventional sense. It is more like having a consistent outside perspective that helps me think more clearly."