The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic AlliancesPresented by The Drucker Foundation "Austin has uncovered the common elements and key strategies that make for effective collaborations.... In The Collaboration Challenge, he illuminates these key lessons for all leaders, and makes it possible for each of us to meet the collaboration challenge." --Frances Hesselbein, chairman of the board of governors, The Drucker Foundation, and John C. Whitehead, founder, The John C. Whitehead Fund for Not-for-Profit Management, Harvard Business School "Austin has performed a valuable service for nonprofit organizations and their corporate partners by illuminating the dynamics of successful relationships. His useful book deserves to be widely read by leaders in both sectors concerned about increasing the effectiveness of their social action agenda." --Rosabeth Moss Kanter, Harvard Business School, author of World Class and Rosabeth Moss Kanter on the Frontiers of Management "The entire nonprofit sector has been searching for the expertise and tools this book provides. Nothing else like it exists." --Bill Shore, executive director of Share-Our-Strength and author of The Cathedral Within and Revolution of the Heart In these complex times, when no organization can succeed alone, nonprofits and businesses are embracing collaboration for mutual benefits. Nonprofits are partnering with businesses to further their missions, develop resources, strengthen programs, and thrive in the competitive world. Companies are also discovering that alliances with nonprofits generate significant rewards: increased customer preference, improved employee morale, greater brand identity, stronger corporate culture, and higher innovation. In this timely and insightful book, James E. Austin provides a practical framework for understanding how traditional philanthropic relationships can be transformed into powerful strategic alliances. He offers advice and lessons drawn from the experiences of numerous collaborations, including Timberland and City Year; Starbucks and CARE; Georgia-Pacific and The Nature Conservancy; MCI WorldCom and The National Geographic Society; Reebok and Amnesty International; and Hewlett-Packard and the National Science Resource Center. Readers will learn how to: * Find and connect with high-potential partners * Ensure strategic fit with the partner's mission and values * Generate greater value for each partner and society * Manage the partnering relationship effectively Click here to read Chapter 8, Guidelines for Collaborating Successfully. |
Contents
The Strategic Benefits of Alliances | 1 |
Understanding Strategic Collaboration | 29 |
Making the Connection | 41 |
Copyright | |
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activities AEO's alignment alliance marketplace alliance's American Eagle Outfitters American Humane Association assess Bayer Bayer Corporation benefits Benzing Bidwell Blomquist brand building capabilities CARE's cause-related marketing challenge Chapter Citibank City Year's Collaboration Continuum commitment community service company's competencies core corporate partner create cross-sector alliances cross-sector collaboration develop donation Drucker Foundation effective employees engagement enhanced environmental example executive forest Frances Hesselbein Fund Georgia-Pacific and TNC Georgia-Pacific's goals Harvard Business School Howard Schultz important integrative stage interaction investment involvement Jimmy Fund joint Jumpstart Kolber land leaders leadership learning Lieberman Lower Roanoke River MCI WorldCom mission mutual Nature Conservancy ners nonprofit Nordstrom Olsen Olszewski opportunities orga organizational organizations partner relationship manager partnership Peter F philanthropic potential partners Reebok rela social sector social value staff Starbucks strategic alliances strategic fit things Timberland tion tionship value creation vice president vision