Duke TIP


Duke TIP needed a strategic planning process that could take their growing organization into the future. In 2017, TCG stepped in to help guide them to success.

The Client

Duke TIP is a nonprofit organization that supports academically talented students in grades four through twelve. They offer above-grade-level testing, enrichment resources, year-round learning options, residential summer programs, online courses, and original research to supplement what students receive in school.

Challenge: Duke TIP hadn’t completed an in-depth strategic plan process in years and had just introduced a new Executive Director when they reached out to us.

The new Executive Director was stepping in after a part-time Executive Director had been with TIP for nearly 12 years. Despite having nearly 90 year-round staff at headquarters and over 1,200 seasonal staff engaged in programming each year, TIP leadership recognized that in some ways, the organization still operated like a “small shop.”

Additionally, after a decade of rapid growth, TIP leadership realized that the organization had not sufficiently invested in its infrastructure and core capabilities to sustain their scale. From the earliest conversations about TIP’s strategy, we guided the strategic planning team toward thinking about how TIP worked, opposed to what they do. 

Approach: We embarked on an exhaustive discovery process consisting of internal and external surveys, internal and external interviews, stakeholder analysis, competitive landscape analysis, document review, etc.  During discovery our team found evidence which led us to believe that the organization would benefit not only from investment in infrastructure but also in its organizational health.  As a result, the strategic planning process was extended to include a parallel body of work focused on the organizational structure, decision-making processes, and change leadership capabilities of TIP.

Outcome: The team at TCG was able to guide TIP leadership through a process of drafting a new vision, new values, and a new mission statement based on a theory of change which we developed with TIP’s strategic planning team.  As part of the parallel work on organizational health our certified executive coaching experts worked with leadership to increase effectiveness and enhance team culture. Through these combined efforts, we led the organization through the development of a strategic framework, consisting of three priority areas, nine goals, and all associated tactics, metrics, and KPIs. 

At every stage of the strategic planning process, we found opportunities to engage staff and key stakeholders This approach enabled widespread knowledge sharing and built capacity for future strategic planning, while also ensuring that each member of the staff was committed to the strategic plan. As a result, plan implementation was easier and is beginning to produce a bigger impact.

After engaging with The Collective Good, TIP was left with:

  • a clear understanding of their key investment areas for the next three years

  • a plan of action to implement their plan

  • the internal capacity to continue to modify their strategy as new information and feedback became apparent.

Think you could use a similar change?

Britt Hogue