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The gradual shift in organisational purpose away from founding intent, often in response to funding pressures or market forces. IRSA's research identifies this as a symptom of deeper architectural failure: when capital is coupled to external cycles, organisations must adapt to those cycles rather than their mission. The solution is capital decoupling—structuring funding so it operates on mission timescales.
A charity shifts from advocacy to service delivery because service contracts are easier to fund. Traditional view: leadership failure. IRSA view: capital architecture created pressure; decoupled capital (like PSC) would enable mission-aligned operations.
See: Alignment Capital, Purpose Drift, Authority-Mission Misalignment