Introduction Non-profit organisations depend on “Voluntary, public and corporate funding through donations and bequests to render their services” (Todnem, 2005, p. 377). Increase in the number of non-profit organisations has led to competition for financial support. On the other hand, the available monetary resources have continued diminishing. Furthermore, the monetary funds are neither adequate nor conventional. Non-profit institutions, thus, have to revolutionise and develop resourceful strategies of income creation. Even though the non-profit corporations are expected to spend all their financial resources in public services, they are not prohibited from converting to financially viable institutions. However, that calls for management and organisational values, which are conventionally perceived as belonging to the for-profit institutions. This proposal will discuss measures that can be taken to convert non-profit agencies into financially viable institutions. Mayrhofer (2004) recommends use of a grand conjecture to institute practical decisions, which are founded on realistic theories that constitute vital characteristics associated with all sensible issues that organisational leaders tend to tackle. This proposal will utilise the Biomatrix theory to establish a guideline for transforming non-profit organisations into financially viable institutions. Objectives and Scope The prime intention of this proposal is to determine how change management process can be utilised to fashion a fundamental revolution of the non-profit organisations to turn them into sustainable institutions. A fundamental revolution refers to transformation in organisational cultures. It engages changing employees’ behaviour and way of thinking. The proposal aims at offering insights from an external point of view and direction for triumphant transition for organisational management teams. The project will use the terms organisational transformation and organisational change interchangeably. The paper will investigate realistic discourse between the present condition and an ideal blueprint for the future. Besides, the paper will not have a particular organisation in mind. Instead, it will come up with a change plan that can be utilised by all non-profit organisations. Literature Review Globalisation and advent of modern technologies have led to considerable changes in organisations and organisational theories. McMillan (2004, p. 1) alleges, “Traditional notions of institutions and how to manage them may have suited more stable times, but they do not offer effective solutions to corporations coping with fast-flowing uncertainties of the modern world”. This proposal will draw on McMillan’s research. In his study, McMillan (2004) explains the reduction of scientific archetype and mechanistic global views that are symbolized by linear methods, conventional patterns and collectively applicable regulations. A big number of the non-profit organisations work with an attitude of the industrial epoch preventing them from accomplishing their goals in these tumultuous times. MacMillan (2004) identifies novel ways of thinking and working that may empower non-profit organisations to deal with challenges emanating from gl