Focus, Alignment, and Vision Around Ends

Steve Breckheimer, Board Member at Hendersonville Community Co-op in Hendersonville, NC describes two different versions of what alignment can look like and why alignment is so critical to Ends accomplishment. Then he tells a story of Hendersonville's successful engagement and outreach around a capital campaign to help grow their food [...]

Stakeholder Engagement is Vital to Co-op Alignment

Seward Community Co-op opened two new business units back-to-back in the late summer and early fall of 2015.  Part of that opening process for the second retail location and the Co-op Creamery Cafe involved intensive community engagement as the new co-op location initially encountered resistance from a group of people [...]

Strategic Alignment of Board and Co-op Owners

When we examine the process of alignment and how it works, it seems straightforward. For example, board and management come together for learning and discussion about the future of the co-op and share an agreed-upon purpose. Of course, things don’t end there. But predicated upon board-management alignment is the awareness [...]

By |September 1st, 2013|Categories: Solutions|Tags: , |

Case Study: Exponential Ownership Growth Through Organizational Alignment

Three Rivers Market Knoxville, Tenn. Year founded: 1981; 2005 incorporated as a co-op Member investment: $200 Fair Share Number of members: 5,156 Retail square feet: 6,000 Number of employees: 42 As many food co-ops launch October is Co-op Month celebrations, it is important to consider that at the root of [...]

By |September 1st, 2013|Categories: Case Studies, Solutions|Tags: , |

Case Study: Outpost’s “High Five”

Outpost Natural Foods Milwaukee, Wisconsin Year founded: 1970 Member investment: $200 class 1 share Number of members: 18,000 Number of employees: 360 Number of locations: 3 retail stores, 2 market cafes, 4th retail ­location planned spring 2014 Given the long tenure of Outpost’s general manger and the high level of [...]

Strategic Alignment of Board and GM

Of all the important relationships in a cooperative, the one between the general manager and the board is arguably the most critical to the co-op’s long-term success. If the basic elements of trust and accountability are lacking for either party, chances of working together will be fraught with conflict or [...]

Expansion Projects: Preparing your co-op for successful growth

With Appearances by: Bill Gessner, Expansion Consultant, CDS Consulting Co-op John Hatton, Board Chair, Brattleboro Food Co-op Alex Gyori, GM, Brattleboro Food Co-op Hether Jonna, Board Chair, People's Kalamazoo Chris Dilley, GM, People's Kalamazoo Margo O'Brien, GM, St. Peter Food Co-op Kim Davis, Board Chair, Three Rivers Market

The Growth Roadway

By Art Sherwood 163 November-December 2012 Expansion and growth are on the minds of many cooperative board and management leaders. And this makes sense, since growing our cooperatives’ abilities to deliver on their organizational Ends is of critical strategic importance. It certainly was on our minds at Bloomingfoods Co-op (Bloomington, [...]

Board and Management Alignment: It Takes a Powerful Alliance to Get to the Next Level

The board and management relationship at a co-op is not unlike other primary relationships we have in our lives. In order for it to work well, it has to be a relationship based on respect, trust and an agreement on your goals. Often what can stymie the board-management relationship is [...]