NAGA Strategies Consulting

Services

Support shaped around the work in front of you.

NAGA helps mission-driven organizations navigate consequential moments of strategy, governance, leadership, and organizational change.

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Illustration of board and nonprofit leaders in a governance discussion around a round table.

Start with the situation

You do not need to know which service to ask for.

A useful engagement begins with the question underneath the request: What is changing? What decision needs to be made? What is getting in the way? Who needs to be part of it?

From there, NAGA shapes the scope around the outcome you need rather than forcing the work into a predetermined package.

Illustration of board and nonprofit leaders in a governance discussion around a round table.

Three core areas

Focused around the problems clients bring to us.

The service areas are intentionally broad enough to address interconnected organizational issues, but focused enough to make clear when NAGA is the right partner.

01

Strategy

Strategy & organizational direction

For organizations deciding where to go next, what to prioritize, and how to align ambition with resources and capacity.

Common questions

  • What should we focus on over the next few years?
  • What has changed around us or inside the organization?
  • What can we realistically sustain?
  • How should we evaluate new opportunities and tradeoffs?
  • What needs to happen for strategy to become action?

Engagements may include

  • Strategic planning and planning readiness
  • Organizational assessment
  • Scenario and business planning
  • Financial sustainability analysis
  • Priority setting and strategy screens
  • Implementation planning and check-ins
02

Governance & leadership

Governance & leadership strengthening

For boards and executives strengthening how they govern, lead, make decisions, and work together.

Common questions

  • Are the board and Executive Director clear about their roles?
  • Is the board governing strategically or managing operations?
  • Do our bylaws and governance structures still fit the organization?
  • Where does the executive leader need thought partnership or support?
  • What would make leadership and accountability stronger?

Engagements may include

  • Board assessment and development
  • Governance and board–executive role clarity
  • Bylaws modernization
  • Executive advising and coaching
  • Board retreats and training
  • Committee, policy, and decision-system design
03

Transition & change

Organizational transition & change

For organizations at an inflection point—leadership succession, growth, financial pressure, restructuring, or a significant change in direction.

Common questions

  • What needs to be in place before a leadership transition?
  • What responsibilities or knowledge are concentrated in one person?
  • Does our current structure fit what the organization is becoming?
  • What must change—and what should be protected?
  • How do we move through change without losing clarity, trust, or continuity?

Engagements may include

  • Succession and transition readiness
  • Emergency continuity planning
  • Responsibility and decision-rights mapping
  • Operating-model and role redesign
  • Organizational change facilitation
  • Transition roadmaps and implementation support

How we support the work

Methods, not separate service lines.

NAGA draws on different methods depending on the question in front of the organization. These are integrated into engagements rather than sold as disconnected offerings.

01

Facilitation

Retreats, strategy sessions, board conversations, and other spaces where people need to learn, decide, or move together.

02

Assessment & diagnosis

Organizational, governance, readiness, role, and financial analysis that helps identify what is actually happening.

03

Advising & thought partnership

Executive and board support for consequential decisions, leadership challenges, and implementation.

04

Capacity building

Training, board development, technical assistance, tools, and practical learning designed to remain with the organization.

05

Governance design

Bylaws modernization, role clarity, committee structures, policies, and decision practices that fit how the organization needs to govern.

06

Financial sustainability lens

Connecting strategy and organizational change to revenue, expenses, reserves, capacity, and long-term viability.

Illustration of an inclusive group using maps and notes during a planning session.

Not sure where to begin?

Start with the situation—not the service menu.

Tell us what is changing, what feels unclear, or what decision is ahead. We can identify the right scope together.

Start a conversation