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MLD‐101A: Fall 2012 STRATEGY, STRUCTURE AND LEADERSHIP IN
NONPROFIT ORGANIZATIONS Syllabus
Harvard Kennedy School
Dr. Nathalie Laidler‐Kylander
Lecturer in Public Policy and Senior Research Fellow at the Hauser Center Nathalie_Laidler‐[email protected] (495)8228
Time and Place: Tuesdays and Thursdays, 10:10‐11:30 in Land Hall Office Hrs: Belfer 113, Tuesdays and Thursdays, 11:30‐12:30pm (or by appointment) Faculty Assistant: Alison Barron (617) 495‐9455, [email protected] Course Assistants: Anjali Fleury ([email protected]) Duval Guimaraes ([email protected]) OVERVIEW MLD‐101A is a course designed for students interested in better understanding nonprofit organizations and the distinct leadership and strategic challenges that they face. We will cover most of the same topics as the other MLD 101 sections but within the nonprofit‐sector context. Students who take the course are expected, in teams of two or three, to affiliate with a nonprofit organization and write three papers analyzing that organization. You will be assigned a “partner” at the start of the course or you may select a partner to work with. Please work with Anjali Fleury, the course assistant to ensure that you have a partner and appropriate organization. Many students already have an association with a nonprofit, others may choose to affiliate with a new one to learn about a different sector or type of service. In either case, you should work with your partner to identify a nonprofit organization that you are both interested in. You should also be prepared to “give back” to the organization by volunteering in some kind of service project if possible. Please note that this course is not meant to cover all facets of nonprofit strategy in depth. It is meant to complement other management courses, which cover certain functions in greater detail, such as finance, human resources, service management, and program evaluation. There will be classes on topics not covered in the other sections such as mission, strategic marketing, partnerships/alliances, and board management. CLASS MEETINGS: Each class meeting will deal with a topic in nonprofit management, and will be organized around a case study and an associated reading. Students are expected to be prepared for, and to participate in, class discussions, and are encouraged to share their own experiences to the topics under discussion. SELECTING AN ORGANIZATION There is wide latitude in the type of organization with which students can affiliate. The only requirement is that it be a nonprofit organization, preferably one that relies to some extent on
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volunteer support and one where the student can establish a connection with a “champion” within the organization. The nonprofit does not have to be locally based, but it should be open to some interviews and sharing of documentation. In the past, students have worked with: charter schools; community development corporations; established organizations like The Environmental Defense Fund or the Boston Lyric Opera; new organizations like On the Rise; advocacy organizations such as TAC – Treatment Action Campaign (South Africa); and an organization of their own design. To a great extent, the more diversity in organizations among class participants, the more productive class sessions will be. Your organization can be either domestic or internationally‐based but you cannot still be working for the NPO since you will be evaluating the NPOs structure, and this would pose a conflict of interest. Remember, access to the NPO is important. Although you may want an NPO that is within your interest area, selecting an organization that is collaborative and willing to assist you is more important than finding the perfect organization. You will need to be able to access information (documents) on the organization’s mission, vision, goals, performance measurement metrics, etc and be able to conduct interviews with your organization’s staff, directors, board members, and possible partners. You or your partner should e‐mail me (with a copy to both CAs) your organization of choice no later than Thursday, September 27th. If you are having difficulty identifying an organization with which you would like to work, consult with Anjali Fleury or contact the Student Public Service Collaborative by emailing them at: [email protected] PAE OPPORTUNITY MPP students are encouraged to select an organization that may be a client candidate for a PAE (Policy Analysis Exercise: http://www.hks.harvard.edu/degrees/oca/students‐alumni/connect/pae). The analysis for this course can provide an excellent framework for understanding the organization. COURSE REQUIREMENTS You will be asked to write three papers with your partner on the organization of your choice, applying the information developed and discussed in class. Each paper is expected to contain description, commentary from members of the nonprofit, analysis and recommendations. These papers, described in more detail in the appendix, address the mission, marketing strategy, and performance measurement of your organization. Students should be prepared to share their findings, if not the actual papers, with their organizations. You may want to discuss this upfront with your organization and determine what might be most valuable for them: a presentation, short written report, or some general recommendations based on your analysis. Be careful not to over‐promise and under deliver! Set clear expectations from the start. If an organization is sensitive about sharing information for the papers, you may simply mark the papers confidential and they will not be used as
1 The Student Public Service Collaborative (SPSC) is available to support your search for a client. SPSC is dedicated to integrating public service into the culture of the Harvard Kennedy School community: via programming and advocacy, SPSC works to raise the quality of the discourse on civic engagement, encourage a continuum of meaningful service opportunities, and support the pursuit of public service careers. Please email [email protected] with your interests if you would like assistance. One of the co‐directors will then reach out to you.
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examples or be seen by anyone but the instructor. In the past, a few students have made the organization “anonymous.” The assignments and due dates are as follows:
• Paper #1: Mission Statement, Vision Statement, and Stated Values, due: Tuesday, October 16th at the start of class (length: 2‐4 pages).
• Paper #2: Marketing Strategy and Marketing Mix, due: Thursday, November 1st at the start of class (length: 5‐7 pages).
• Paper #3: Performance Measurement, due: Monday, December 17th (length: 6‐8 pages). READINGS Readings for the course will be available on‐line through the course page and through course packets, which are distributed through the Course Materials Office (CMO) in Belfer G‐6. The Jossey‐Bass Handbook of Nonprofit Leadership and Management2 is the course textbook and can be purchased at the COOP or online. DETERMINATION OF GRADE Your grade will be determined as follows: Component % of Semester Grade Paper 1 (Mission) due Oct 16th 10% Paper 2 (Marketing) due Nov 1st 20% Paper 3 (Performance) due Dec 17th 25% Class participation throughout the semester 45%
2 The Jossey-Bass Handbook of Nonprofit Leadership and Management: Essential Texts for Nonprofit and Public Leadership and Management, David O. Renz (Editor), Third Edition, 2010.
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Course Outline Mission and Strategy Thurs, Sept 6: The Role of Mission—Amnesty International (HBS 504024‐PDF‐ENG) Tues, Sept 11: Mission and Vision —Ashoka: Innovators for the public (SM203‐PDF‐ENG) Thurs, Sept 13: Mission and Strategy —Marketing the “$100 laptop” (A) (HBS 508065‐PDF‐ENG) Structure, Operations, and Program Management Tues, Sept 18: Structure and Strategy: Acumen Fund and Embrace (SM191‐PDF‐ENG) Thurs, Sept 20: Portfolio Management—FUTUR (SKE121‐PDF‐ENG) Tues, Sept 25: Structure and Operations—Aravind Eye (HBS 593098‐PDF‐ENG) Thurs, Sept 27: Theory of Change and Growth—BRAC (HBS 504012‐PDF‐ENG) 9/27 = Due date to select and submit the name of your non‐profit organization Tues, Oct 2: Challenge of Scaling‐up—LoveLife (HMS GHD017‐PDF‐ENG) Strategic Marketing and Decision Making Thurs, Oct 4: Positioning—Healthcare Center for the Homeless (910A32‐PDF‐ENG) Tues, Oct 9: Strategic Marketing—PROTECTA: Promoting Civil Society in Serbia (HKS 1924.0) Thurs, Oct 11: Creating a Brand—The Girl Effect (Nathalie Kylander) Tues, Oct 16: Rebranding—From Mapendo International to RefugePoint (Claire Walsh and Nathalie Kylander) 10/16 = Due date for Paper #1 (due at start of class) Thurs, Oct 18: Cause Marketing—Made by Survivors (Eric Sullivan and Nathalie Kylander) Tues, Oct 23: Fundraising—Peter Stone (Hauser Center) with Guest Speaker: Jennifer McCrea Leadership, Governance and teams Thurs, Oct 25: Teams (I)—Tip of the Iceberg Simulation Tues, Oct 30: Teams (II) — Managing a Global Team (409003‐PDF‐ENG) Thurs, Nov 1: Characteristics of Leadership with Guest Speaker Stephen Parker 11/1 = Due date for Paper #2 (due at start of class) Tues, Nov 6: Leadership and Management—Lincoln Center for the Performing Arts (HBS 311099‐PDF‐ENG) with Guest Speaker Anne Rand Thurs, Nov 8: Board Management—One Acre Fund (KEL542‐PDF‐ENG) Performance Measurement and Improvement Tues, Nov 13: Performance Measurement—Robin Hood Foundation (HBS 310031‐PDF‐ENG) Thurs, Nov 15: Performance Improvement—Harlem Zone (HBS 303109‐PDF‐ENG) Tues, Nov 20: Performance Driven Management —Jumpstart (HBS 301037‐PDF‐ENG) Creating Capacity, Value, and Support Tues, Nov 27: Multi‐Sector Alliances — Homeless World Cup (E376‐PDF‐ENG) Thurs, Nov 29: Cross‐Sector Partnerships — World Wildlife Foundation (HBS 9‐708‐417) and Greenpeace (HBS 9‐708‐418) Tues, Dec 4: Managing People — Nuru International (E417‐PDF‐ENG) Thurs, Dec 6: Managing Growth—Souk el Tayeb (Rabeh Ghadban and Nathalie Kylander) 12/17 = Due date for Paper #3
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Mission and Strategy Thurs, Sept 6: The Role of Mission
Case Study Amnesty International (HBS 504024‐PDF‐ENG) (Course packet)
Case Study Questions 1) What is the role of the mission for a nonprofit organization? 2) How did AI develop its worldwide reputation?
3) What weaknesses were evident in 2000? 4) Evaluate the changes that have been implemented at AI in 2001/2002. 5) Which of the brand positioning options (Ex 8) would you recommend and why?
Readings Oster, Sharon, “The Mission of the Nonprofit Organization,” Strategic Management for Nonprofit Organizations: Theory and Cases, Oxford University Press, 1995. Chapters 2, pp. 17‐28. (Course Page)
Meehan, Willian F III, Making Missions That Won’t Creep, Stanford Social Innovation Review, 2008, Winter 2008; 6;1 http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezp‐prod1.hul.harvard.edu/pqdweb?did=1425487461&sid=1&Fmt=3&clientId=18857&RQT=309&VName=PQD (Course Page)
Tues, Sept 11: Mission and Vision Case Study Ashoka: Innovators for the public (SM203‐PDF‐ENG) (Course packet) Case Study Questions 1) What is the EACH vision? Does it inspire you or worry you? Why? 2) What are the implications of this “revolution” for Ashoka’s mission,
organizational strategy and success? 3) How has Ashoka managed the evolution and integration of its vision,
mission and strategy since its founding? Readings Rangan, Kasturi, Lofty Missions, Down to Earth Plans, Harvard Business
Review, March 01, 2004 http://ezp‐prod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=heh&AN=12383756&site=ehost‐live&scope=site (Course Page)
Mission, Vision and Values Checklist (Course Page)
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Thurs, Sept 13: Mission and Strategy Case Study Marketing the “$100 laptop” (A) (Course packet) Case Study Questions 1) Why did Negroponte do what he did? Was it necessary? 2) What were the main challenges confronting OLPC and how well did
they overcome them? 3) What were the difficulties marketing OLPC to governments? 4) With the entry of low cost competitors, what are OLPC’s strategic
options? Readings Renz, David, “Strategic Management,” The Jossey‐Bass Handbook of
Nonprofit Leadership and Management, Third Edition, 2010. Chapter 8; pp. 206‐227.
Ten Keys to Successful Strategic Planning for Nonprofit and Foundation
Leaders TCC Group (http://www.tccgrp.com/) (Course Page) Portfolio, Operations and Program Management Tues, Sept 18: Structure and Strategy Case Study Acumen Fund and Embrace (SM191‐PDF‐ENG) (Course packet) Case Study Questions 1) Should Embrace convert to a for‐profit or hybrid organization
structure? Why or why not? From the Acumen Fund perspective:
a) If Embrace becomes a for profit or hybrid organization, should Acumen pursue an equity investment in the company? Why or why not?
b) If it invests, in what range should it negotiate the equity percentage and value (what is the most and least it should pay?)
c) What other nonfinancial terms should Acumen try to negotiate? From the Embrace perspective: a) Is Acumen an attractive investor? Why or why not? b) If Embrace does a deal with Acumen, in what range should it
negotiate the equity percentage and value? c) What other nonfinancial terms should Embrace try to negotiate? d) What other initial investors ‐ by name and type – should Embrace
also consider?
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Readings Mark H. Moore, “Managing for Value: Organizational Strategy in For‐Profit, Nonprofit, and Governmental Organizations” in Nonprofit and Voluntary Sector Quarterly, vol. 29, no. 1, Supplement 2000, pages 183‐204 (Course Page)
Heerad Sabeti, The For Benefit Enterprise, Harvard Business Review, Nov 2011. http://ezprod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=67002766&site=ehost‐live&scope=site (Course Page)
Thurs, Sept 20: Portfolio Management Case Study FUTUR ‐ Working Towards Social Inclusion (SKE121‐PDF‐ENG) (Course
packet) Case Study Questions 1) Do FUTUR’s programs complement each other? Why or why not?
2) What is the organization’s financial status? What financial analyses would you carry out? 3) What future challenges do you think FUTUR will have to face as it moves forward?
Readings Letts, Ryan and Grossman, “Product Development: Better Ideas and
Better Implementation,” High Performance Nonprofit Organizations, Chapter 4, pp 59‐83. (Course Page)
Tues, Sept 25: Structure and Operations Case Study Aravind Eye Hospital, Madurai, India: In Service for Sight (HBS 593098‐
PDF‐ENG) (Course packet) Case Study Questions 1) What are the key factors that have led to Aravind’s success? 2) How do you evaluate the quality of service at the free hospital? At
the paying hospital? 3) What has been the role of the clinical and support staff? What do you think motivates them? 4) Are there any weaknesses with the Aravind model of delivering eye care? 5) How are the satellite hospitals and eye camps performing? 6) How should the model be expanded to other parts of India? Asia? Africa?
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Readings Tuckman, Howard P, “The Strategic and Economic Value of Hybrid Nonprofit Structures,” In Cordes and Steuerle, (Eds), Nonprofit and Business, (2009) Chapter 5, pp.129‐153. (Course packet)
Thurs, Sept 27: Theory of Change and Growth Case Study BRAC (HBS 504012‐PDF‐ENG) (Course packet) Case Study Questions 1) How has BRAC’s theory of change shaped the organization’s growth?
2) Why has BRAC been successful? 3) How do you think the government of Bangladesh views BRAC? 4) Can BRAC expand internationally? 5) What growth strategies should BRAC consider?
Readings Brest Paul, The Power of Theories of Change, Stanford Social Innovation
Review, Spring 2010 http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezp‐prod1.hul.harvard.edu/pqdweb?did=2042730791&sid=2&Fmt=3&clientId=18857&RQT=309&VName=PQD (Course Page)
Mapping Change: Using a Theory of Change to Guide Planning and
Evaluation, GrantCraft (2006) http://www.grantcraft.org/pdfs/theory_change.pdf
Thurs, Oct 2: Challenges of Scaling‐up Case Study LoveLife: Preventing HIV Among South African Youth (HMS GHD017‐
PDF‐ENG) (Course packet) Case Study Questions 1) How do LoveLife’s activities relate to its goals?
2) Which of the scaling strategies outlined in the reading do you think LoveLife employed?
3) How was the Kaiser Family Foundation involved in LoveLife? 4) If you were consulting LoveLife leaders following the Global Fund crisis, what would you advise them to do?
Readings Dees, J Gregory; Beth Battle Anderson, and Jane Wei‐Skillern
Scaling Social Impact, Strategies for Scaling Social Innovations, Stanford Social Innovation Review, Spring 2004 http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezp‐prod1.hul.harvard.edu/pqdweb?did=684917981&sid=3&Fmt=4&clientId=18857&RQT=309&VName=PQD (Course Page)
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Strategic Marketing and Decision Making Tues, Oct 4: Positioning Case Study Healthcare Center for the Homeless: Changing with the times (910A32‐
PDF‐ENG) (Course packet) Case Study Questions 1) What are the macro‐ and micro‐environmental changes (PEST=
Political/Legal, Economic, Social/Cultural and Technological and 3Cs = Customers. Competitors, collaborators) affecting HCCH? 3) What are HCCH’s organizational strengths and weaknesses given this environmental analysis? 3) How should HCCH differentiate and position itself and its brand going forward? 4) How can Burns successfully implement a rebranding strategy and new marketing mix?
Readings Renz, David, “Marketing for Nonprofit Organizations,” The Jossey‐Bass
Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 11; pp. 206‐227.
Tues, Oct 9: Strategic Marketing Case Study PROTECTA – Promoting Civil Society in Serbia (HKS 1924.0) (Course
Page) Case Study Questions 1) Did PROTECTA make any early strategic decisions that could have had
adverse long term effects? What are strategies for working with hostile governments?
2) How can the organization transition from donor driven to mission driven programming? To what extent should PROTECTA become involved with European‐wide initiatives?
3) How can the organization cover its overhead expenses and attract qualified staff while staying true to its mission?
4) What must they do to attract qualified and energetic volunteers? Is a heavy reliance on volunteers a good strategy for an organization trying to become more professional? 5) What are the emerging leadership challenges? Executive directors? Board?
6) Is the current economic crisis a threat or an opportunity? Readings Alan R. Andreasen and Philip Kotler, “Developing a Target Audience‐
Centered Mindset” and “Strategic Marketing Planning” in Strategic
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Marketing for Nonprofit Organizations, Seventh Edition, Prentice Hall, 2008. Chapters 2 and 3, pp 34 – 89. (Course packet)
Thurs, Oct 11: Creating a Brand Case Study The Girl Effect (Nathalie Kylander) (Course Page) Case Study Questions 1) What is a brand and what role(s) might it play for nonprofit
organizations? 2) What do you think were the key drivers behind the success of the Girl Effect brand? 3) Do you think that the Nike Foundation can continue to manage the brand effectively, balancing between consistency and openness? Why or why not? 4) What do you think is the next step in the evolution of the Girl Effect brand?
Readings Nathalie Kylander and Christopher Stone, “The Role of Brand in the
Nonprofit Sector”, Stanford Social Innovation Review, Spring 2012 (Course Page)
Tues, Oct 16: Rebranding Case Study From Mapendo International to RefugePoint (Claire Walsh and Nathalie
Kylander (Course Page) Case Study Questions 1). What drove the need / desire for the organization to rebrand?
2) Which proposals for future programs should RefugePoint choose as part of its new strategy? Which proposals should it leave behind? 3). How could RefugePoint better align its brand image and operational identity?
4). How can RefugePoint leverage its brand to further implement its mission?
Readings Nathalie Laidler‐Kylander, Bernard Simonin and John Quelch, “Building
and Valuing Global Brands in the Nonprofit Sector”, Nonprofit Management and Leadership, Vol 17, No 3. http://onlinelibrary.wiley.com.ezp‐prod1.hul.harvard.edu/doi/10.1002/nml.149/pdf
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Thurs, Oct 18: Cause Marketing Case Study Made by Survivors (Eric Sullivan and Nathalie Kylander) (Course Page) Case Study Questions 1) Evaluate The Emancipation Network's (T.E.N) business model. What
are the strengths and weaknesses of using social enterprise to advance a social mission? How might they learn from what other players in the industry have done?
2) How can the organization increase sales? Should they pursue the fair trade approach? Why or why not?
3) What do you see as the differences between cause marketing and social marketing? Which should Made by Survivors be engaged in?
4) How could T.E.N strengthen its communication strategy? What are some of the tensions the organization needs to address?
Readings Jocelyne Daw and Carol Cone, “From Traditional to Breakthrough
Nonprofit Branding,” Breakthrough Nonprofit Branding: Seven Principles to Power Extraordinary Results, (The AFP/Wiley Fund Development Series), Chapter 1, pp 19‐33. (Course Packet)
Cause Marketing: Finding Opportunities in Objectives (http://www.thenonprofittimes.com/article/detail/cause‐marketing‐finding‐opportunities‐in‐objectives‐3936) (Course Page)
Thurs, Oct 23: Fundraising Case Study Peter Stone (Hauser Center mini‐case) (Course Page) Discussion Questions 1) What skills make a good fundraiser? 2) What challenges do fundraisers often have to overcome and what
are some good strategies? 3) How is fundraising changing for many nonprofit organizations today? Readings William Landes Foster, Peter Kim and Barbara Christiansen, “Ten
Nonprofit Funding Models”, Stanford Social Innovation Review, Spring 2009. http://www.ssireview.org/pdf/2009SP_Feature_Foster_Kim_Christiansen.pdf (Course Page)
Michael Malone, “Money and the Meaning of Life” Fast Company.com (http://www.fastcompany.com/magazine/09/meaning.html)
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Cynthia Gibson and William Dietel, “What do Donors Want” Nonprofit Quarterly, July 2012 (http://www.nonprofitquarterly.org/index.php?option=com_content&view=article&id=5866:what‐do‐donors‐want&catid=153:web‐articles)
Sasha Dichter, In Defense of Raising Money: A Manifesto for Nonprofit CEOs. (http://sashadichter.files.wordpress.com/2008/10/manifesto‐in‐defense‐of‐raising‐money_sasha1.pdf)
Guest Speaker: Jennifer McCrea, Sr Research Fellow, Hauser Center, +CEO, Business Leadership Council for a Generation Born HIV Free and Founder, Exponential Fundraising
Teams, Leadership and Governance Thurs, Oct 25: Team (I) Simulation Exercise: Tip of the Iceberg Team Simulation
The Tip of the Iceberg exercise simulates the experience of a globally dispersed team communicating and collaborating across national and language boundaries
NOTE: The User Guide instructs you to bring your laptop to class. You do not need to bring your computer to class. We will run the simulation in the Harvard Kennedy School student computer lab in the ground floor of the Taubman building.
Readings: Review the User Guide for the exercise at the following link: [TBD]
Armstrong, D. J., & Cole, P. (2002). Managing distances and differences in geographically distributed work groups. In P. J. Hinds & S. Kiesler (Eds.), Distributed work. (pp. 167‐189). Cambridge, MA US: MIT Press. (Course Packet)
Thurs, Oct 30: Team (II) Case Study Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)
(409003‐PDF‐ENG) (Course Packet) Case Study Questions: 1. How well has James managed his global team?
2. Who is responsible for the HS Holding crisis? 3. What role did diversity play on this team?
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4. What should James do in the short and long term?
Readings: Earley, P. C., & Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review, 82(10), 139‐146. http://www.acgmoscow.com/media/1819/cultural%20intelligance.pdf
Molinsky, A. L., Davenport, T. H., Iyer, B., & Davidson, C. (2012). 3 SKILLS every 21ST‐CENTURY MANAGER NEEDS. Harvard Business Review, 90(1/2), 139‐141 (Course Page)
Thurs, Nov 1: Characteristics of Leadership Guest Speaker Stephen Parker, Executive Director of Healthy Companies Discussion Questions 1) What makes a good leader? 2) Is leadership about who you are or what you do? Readings Renz, David, “Executive Leadership”, The Jossey‐Bass Handbook of
Nonprofit Leadership and Management, Third Edition, 2010. Chapter 6, pp. 157‐175
Peter Fuda and Richard Badham, “Fire, Snowball, Mask, Movie: How
Leaders Spark and Sustain Change”, Harvard Business Review, Nov 01, 2011. http://ezp‐prod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=67003268&site=ehost‐live&scope=site (Course Page)
Joseph Nye on Soft Power (http://www.hks.harvard.edu/news‐
events/publications/insight/international/joseph‐nye/)
Additional leadership resources at: http://www.whyshouldanyonebeledbyyou.com/
Tues, Nov 6: Leadership and Management Case Study Lincoln Center for the Performing Arts (HBS 311099‐PDF‐ENG) (Course
packet) Case Study Questions 1) How would you characterize Levy’s leadership approach? 2) How does one combine leadership and management skills?
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3) What different elements of leadership and management do you think are required at different points of an organization’s life‐cycle?
Readings Kotter, John P. “A Force for Change, How Leadership Differs from
Management,” Management and Leadership, Collier MacMillan Publishers, pp. 3‐18 (2004) (Course Page)
Guest Speaker Anne Rand, CEO of the Constitution Museum Thurs, Nov 8 Board Management Case Study One Acre Fund (KEL542‐PDF‐ENG) (Course packet) Case Study Questions 1) What are the benefits and challenges of founding boards?
2) What are the issues with the initial One Acre Fund’s board? Are they typical? Has the organization outgrown its board? 3) What course of action would you have advised One Acre Fund to take? 4) What changes did One Acre Fund make? Do you agree or disagree with them? 5) Do you think these changes will be successful? Why or why not?
Readings Renz, David, “Leadership, Governance and the Work of the Board,” The
Jossey‐Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 5, pp. 125‐156
Performance Measurement and Improvement Tues, Nov 13: Performance Measurement Case Study Robin Hood Foundation (HBS 310031‐PDF‐ENG) (Course packet) Case Study Questions 1) The head of Sunshine Homes, Mary Montreaux, was honored as a
Robin Hood “Hero” for the wonderful work she had done. Now the foundation says that she has just received her last grant. This BC methodology must be incredibly smart or just plain dumb. Which is it? (also see Exhibit 4). 2) How valuable is the methodology for comparing “apples to oranges,” that is investments in different portfolios? 3) How should Robin Hood Foundation assess its own performance?
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Readings Renz David, “Outcome Assessment and Program Evaluation.” The Jossey‐Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 15, pp. 401‐430
Thurs, Nov 15: Performance Improvement Case Study Harlem Children’s Zone (HBS 303109‐PDF‐ENG) (Course packet) Case Study Questions 1) How is specific program performance related to overall
organizational performance (use both Robin Hood and HCZ case studies to inform your analysis)? 2) Evaluate the implementation of The Harlem Children’s Zone measurement and evaluation approach. What were the drivers behind the approach and the major results and potential long term impacts?
3) How might the HCZ benefit from a Balanced Scorecard assessment? Readings Robert Kaplan, “Strategic Performance Measurement and Management
in Nonprofit Organizations”. Nonprofit Management & Leadership, 2001, 11(3): 353‐370 (Course Page)
Tues, Nov 20: Performance Driven Management Case Jumpstart (HBS 301037‐PDF‐ENG) (Course packet) Case Study Questions 1. What do you see as the strengths and concerns of Jumpstart's
Growth with Quality Plan? 2. Evaluate the Measurement and Management System. What are the
different indicators being measured and how successful has Jumpstart been? 3. How could you improve on the system and/or the use of the resulting data?
Readings Renz, David, “Evaluating the Effectiveness of Nonprofit Organizations”
The Jossey‐Bass Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 16, pp. 431‐460 Weinstein, L. and Bukovinsky D. Use of the Balanced Scorecard and Performance Metrics to Achieve Operational and Strategic Alignment in Arts and Culture Not‐for‐Profits International Journal of Arts Management. Montréal: Winter 2009. Vol. 11, Iss. 2; pg. 42, 15 pgs.
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Creating Capacity, Value and Support: Alliances and Influence
Tues, Nov 27: Multi‐Sector Alliances Case Study Homeless World Cup (E376‐PDF‐ENG) (Course packet) Case Study Questions 1. What are the key factors that explain the growth to date of the
Homeless World Cup? What are the likely growth accelerators going forward?
2. What factors may have inhibited the growth to date of the Homeless World Cup? What factors may likely inhibit growth going forward?
3. What are the benefits for a company like Nike to partner with the Homeless World Cup? What could potentially go wrong with the event? What are the associated risks?
4. Mel Young views the Nike partnership as a "jewel." Recommend a strategy to Young that makes the continued high‐level involvement of Nike likely.
Readings Renz, David, “Collaboration and Strategic Alliance,” The Jossey Bass
Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 14, pp. 375‐400
Thurs, Nov 29: Cross Sector Partnerships Case Study WWF (HBS 9‐708‐417) and Greenpeace (HBS 9‐708‐418) (Course
packet) Case Study Questions: 1. How have these two organizations with such different approaches
grown to become major worldwide environmental organizations? 2. Which organization do you personally believe has had the most
impact on environmental issues and why? 3. Are there specific contexts / issues for which WWF’s multi‐sector
alliance approach or Greenpeace’s confrontational campaigning approach might be better suited
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Required Reading Austin, James, “Guidelines for Collaborating Successfully” The Collaboration Challenge, Jossey‐Bass, 1990. Chapter 8, pp 173‐188. (Course Page)
Tues, Dec 4: Managing People Case Study Nuru International (E417‐PDF‐ENG) (Course packet) Case Study Questions 1. Develop key talking points for Jake’s performance review with Kevin,
including responses to defenses that Kevin might set forth. be prepared to role play!
2. Assuming Rob was to handle Jon’s termination meeting, what advance steps could Jake have taken to improve the chances of a better outcome?
3. What should Jake say to Jon and to Rob after the failed termination discussion? In what order? Should Jake call Jon’s uncle?
4. As Jake, having learned about Merrill’s announcement and having heard Kim’s report described at the end of the case, prepare your remarks to the assembled directors and senior officers.
Readings Renz, David, “Effective Human Resources Practices,” The Jossey Bass
Handbook of Nonprofit Leadership and Management, Third Edition, 2010. Chapter 24, pp. 669‐707
Ruth Wageman et al, “Get the Right People on Your Team—And the Wrong Ones Off” (http://www.managementexchange.com/blog/get‐right‐people‐team‐and‐wrong‐ones)
Thurs, Dec 6: Managing Growth Case Study Souk‐el‐Tayeb (Rabeh Ghadban and Nathalie Laidler‐Kylander) (Course
Page) Case Study Questions 1. What is Mouzawak's vision and S.E.T's mission? 2. Who are S.E.T's customers and what are they "buying"? 3. What, in your opinion, are S.E.T's strengths and weaknesses? 4. What strategy would you recommend to Mouzawak going forward? Readings Julie Battilana, Matthew Lee, John Walker, & Cheryl Dorsey, “In Search
of the Hybrid Ideal”, Stanford Social Innovation Review, Summer 2012 (http://www.ssireview.org/articles/entry/in_search_of_the_hybrid_ideal)
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Appendix: Details and Suggestions on the Three Written Assignments Paper #1: Mission Statement, Vision Statement, and Stated Values Due: Tuesday, October 16th at the start of class Length: 2‐4 pages Describe and critique the mission statement, vision statement, and stated values of your nonprofit organization using the Mission, Vision, and Values Checklist and Oster’s functions (class 1). Provide some background and a brief history of the organization. Concisely describe the perception of the mission, vision, and values by members of the organization. If the organization does not have mission, vision, or values statements, you should write one for them. As you write the paper, think back on the materials and class discussions on mission, vision, and values. Questions to consider include:
• What did you find most interesting and thought provoking? • What makes the most sense to you? • What do you think should be the role of mission, vision, values, and how do they relate to
each other? • What do you think makes for a good mission statement? Why?
Questions to ask your organization: • What role does your mission play for your organization and what is the mission? • What is your organization’s vision? • Who established your mission and vision and have these changed over time? • How do your values relate to both your mission and vision? • Do you think your mission will evolve in the future? • Does your mission/vision/values effectively capture and represent your organization?
NOTE: These are just guidelines. You should follow whatever aspect of this assignment interests you most. There is no correct format, so please be creative. Is there a reading that you found particularly helpful or useless? Why? What do you find most interesting about the organization’s current mission? If you do not like the mission, why not? If the mission is good, why do you think it is good, and who is behind it? Can you improve on the mission and suggest a new mission statement?
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Paper #2: Marketing Strategy and Marketing Mix Due: Thursday, November 1st at the start of class Length: 5‐7 pages Describe and analyze the marketing strategy and marketing mix of your organization. Use the chapters from Jossey Bass on Marketing for Nonprofit Organizations (Ch 11) and Andreasen and Kotler for your analysis (classes 9 and 10). Does the marketing strategy reflect the mission? Discuss the key areas you feel the organization needs to address in their marketing strategy and mix, and make recommendations for the best course of action. Key concepts to consider:
• Macro‐environment o PEST—political/legal; economic; social/cultural; technological
• Micro‐environment o 3Ps—competitors (positioning maps); customers (segmentation/bases and adoption
curves); channels and collaborators • Internal Analysis
o SWOT—strengths and weaknesses, including culture o Segmentation + targeting Differentiation, positioning and brand
• Marketing mix (4Ps) o Product (BCG matrix/product development, product life‐cycle) o Price (value) o Place (channels and access) o Promotion (communications)
Possible questions to ask:
• Who are your customers? o Do you have different (target) segments?
• What is important to them? Needs and wants? o How do you know (market research)?
• What are the main opportunities and challenges for your organization? • What are your organizations strengths and weaknesses? • Who is your competition and how are you positioning relative to them?
o What is the fit between your offerings and your customers, relative to competitors? • How would you describe your brand? • Who are your key partners and what role do they play? • What are your organization’s products and programs? • What value do these afford your organization’s customers? • How do your customers access your organization’s products? • How does your organization communicate with your customers?
o What are the main messages? • What is your marketing budget?
o How does it break down?
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Paper #3: Performance Measurement Due: Monday, December 17th Length: 6‐8 pages
Describe and analyze the performance measurement systems in your organization. Use the reading from the classes on performance measurement to guide your analysis. Discuss and provide recommendations on the performance measurement and evaluation systems used or that might be used in the organization. If your organization lacks a formal monitoring and evaluation system, develop a proposal (metrics, tools, and implementation) that fits their mission and theory of change. Use the textbook readings and Kaplan’s balanced scorecard approach if helpful. Concepts to keep in mind: Reasons why monitoring and evaluation are key for nonprofits:
• Prove they are achieving their mission • Validate their theory of change (advocacy) • Improve programs, learn and adapt as an organization • Respond to funders • Make strategic decisions
Key issues in monitoring and evaluation: • Quantitative and qualitative measures
o Beware of the allure of the single metric o All measure are inaccurate and change over time
• Hard to do, costly, and time consuming The importance of process over product:
• How you develop and implement monitoring and evaluation systems is as important (or more important) than the metrics you create
o Human foibles (politics) o Inclusive approach based on trust and explicit/shared logic model
• Where are your clients in their organizational lifecycle Implications for the role and importance of monitoring and evaluation
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