We are all technology companies. (Yes, even nonprofits.)

To say upfront… I’m not a fan of thinking that what works for a large company or a software company will just work for a nonprofit. If you are running a nonprofit to address humanitarian issues, “move fast and break things” is hardly a good way to work.

But having spent much of my career working with nonprofits on business and technology strategy, I would say there is much in common between the for-profit and nonprofit business. At the heart of every successful nonprofit is a core business model that is about growth and impact and efficiency. Just like a for-profit business.

And, since the maturing of the current tech era, a primary (seriously load-bearing) beam connecting those common business pillars (growth, impact and efficiency) has been technology.

So much so that I would say every company (for-profit or nonprofit alike) is a technology company.

(Slight digression here: I have spent two decades observing this every-company-is-a-tech-company thing but when I would wade out there with it, I would usually encounter one of two reactions. First, “yes, that’s bleeping obvious.” (Protechnica.) Second, “no, that is totally wrong— identifying as a tech company is in direct opposition to our mission.” (Resistatechnica.) Rarely do I encounter anyone in the middle.

Here’s how I think about this. And most of it is about internal company mindset and culture. (Branding is a whole different conversation).

Every organization faces a common set of substantial technology challenges that directly impacts ultimate success or failure. A company that stands in readiness, fluency, confidence (and yes, even company identity) as “tech-forward” (dare I say… “a tech company”) is a company facing forward. A company poised to do great work in fulfilling their mission amid the real world.

That does not mean that I think every company who uses technology effectively but does not identify as “tech company” is doomed to dusty luddite failure. Not at all. And this gets to my point: hearts and minds. Companies who do not intentionally turn the mental corner to own the significant economic, talent acquisition/retention and strategic impact that technology has at every level of their organization will risk having company-wide technology blind spots. Or, inversely, technology hotspots (places where technology has a lot of focus but fails to integrate into the wider fabric). Either denotes a disconnect with company strategy. And those are costly. And morale-busting. And ultimately highly visible.

I doubt that a serious amateur golfer approaches the tee with any less intent on the green than a professional golfer. Sure, the pro has more hours of practice. But the focus and mindset of “I’m a good golfer… I can hit the green” is required to be good at golf, no matter what your standing. We might as well own that all business today is a technology-driven endeavor. No matter the category or sector you serve. “We can be great at tech” feels like a great place to aim for anyone.

But before I sound too bullish, I should share a bit more nuance that go hand in hand here. I am obviously a big proponent of a company staking claim to the tech-nature of doing business. But as “protechnica” as I am, I’m also just as strongly held that technology is not the point, either. I’m a big believer that the best technology application is one where the tech recedes to the background wherever possible. Tech as the rail, not the cargo. Even for a Microsoft or Google where tech seems like the entire point…it is not. Serving the customer, creating a good outcome. That’s the point.

If your organization is serving anyone by providing services or products or outcomes… or if your organization is marketing anything, you are a tech company. And you are either using technology effectively and efficiently in service of your customers/mission or (like most of us) you fall somewhere shy of that.

I think a sincere internal mindset and strategy shift to “we are a tech company” (or, at minimum, “we are tech-forward”) can go a long way to positioning your company strongly for the future.

As P.G. Wodehouse (maybe sorta) said: We are all golfers. Might as well own the spirit and identity of it as we take the tee (goofy plaid pantaloons, up to you).

The whole thing becomes a lot more fun that way.