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Organizational capacity and resources
The internal resources (human as well as material) of the institution cata-
lyze its growth. While CFTS staff was new with very little exposure and work
experience, other institutions got trained staff when they started. The CFTS
staff grew with the experience of its own. However, organizations like So-
nata took advantage of this with a number of trained staff in the field (Table
6). Similarly, in alignment with its mission and vision, MIMO appointed
product development specialist to design products which suits the demands
in the product (Table 6). On the basis of its marketing experience, Drishtee
used a diverse range of experienced staff in the market (Table 6).
The senior management of these organizations acts as a backbone for the
experimentation in the new product development process. In CFTS the sen-
ior management is always involved in consultations for any new initiative,
however only Managing Director (MD) and Chairperson are involved in
fund mobilization. The senior management team of Sonata is young, vibrant
and capable of mobilizing resources from the market. This is visible in growth
in funding agencies and their volume of funding. In MIMO, the senior man-
agement comprises of people from diverse background and experience while
in Drishtee the senior management team is using technology as their major
weapon to grow. The responsibilities are clearly allocated to each senior man-
agement staff (Table 6). In fact MIMO senior management played a crucial
role in designing new products and taking these products to the market (see
Casebox 2). The research clearly shows staff capacity coupled with promot-
ers’ own experience in the microfinance field helped these organizations in
raising funds for their innovations or sustaining their efforts.
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