A Corporate Manager's Guide to Taking a Leadership Role in Non-Profits and Applying Strategic Management Tools and Techniques
Some of the emerging views brought up in this e-book are: The paradox and the necessity of pursuing sustaining and disruptive innovation simultaneously require a new kind of talent called integral leadership, the usual tools of persuasion -- reason, statistics, and bullet-points of logic -- fail to cause the necessary changes in management culture to allow disruptive innovation to thrive. Leaders must guide companies through an emotional leap to embrace a future based upon disruptive innovation in technology and work practices and the search for viable disruptive innovationnew customer values, new markets, new business modelsstarts by systematically exploring a companys strategic frontier.
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balancing mission and earnedrevenue potential
The power of vision
The strategic value of a shared understanding of costs
Scenario analysis and a logic model of public education in Ohio
Advice from historys strategic thinkers
Turning principles into action
achievement tests activities Adrian Cadbury alignment assess Barry Munitz Battelle best practices board members Bridgespan budget business units Cadbury Schweppes challenges clients company’s consulting cross-impact analysis culture customers decisions descriptors developed donors earned income earned-income education in Ohio Emerald factors financial contribution focus for-profit executives for-profit sector full costs funders funding graduation rates higher achievement ideas identify impact investments journal La Piana leadership logic model Margolis McKinsey & Company measure mission match negotiations committee nonprofit CEO nonprofit executives nonprofit leaders nonprofit mergers nonprofit organizations nonprofit sector operating opportunities organization’s mission organizational culture overhead percent performance Peter Goldmark Piana PolicyLink process identified programs public education River Network River Watch scenario analysis staff stakeholders standards strategic strategic management Strategist success Sun Tzu true costs typically understand ventures VMC’s VolunteerMatch VolunteerMatch.org volunteers Vredenburgh
Page 3 - Contrary to what the advocates of maximizing short-term shareholder value would have us believe, the best-kept secret in business is that mission-driven companies create far more shareholder value than do financially driven firms.
Page 11 - The Nonprofit Mergers Workbook Part II Unifying the Organization after a Merger by La Piana Associates Once the merger agreement is signed, the question becomes: How do we make this merger work? Part II helps you create a comprehensive plan to achieve integration — bringing together people, programs, processes, and systems from two (or more) organizations into a single, unified...