MLD-801
Strategic Management of Nonprofit
and Non-Governmental Organizations
Fall 2015
Hours: Mondays/Wednesday 2:45pm to 4:00 pm
Location: Harvard Kennedy School, Starr Auditorium
Professor: Dr. Nathalie Laidler-Kylander [email protected]
Office Hours: Mondays and Wednesday from 10:30am to 11:30am, Belfer 126
Assistant: Lisa MacPhee, 617.495.5994 | [email protected]
TAs: Priscilla Rouyer ([email protected])
Marshall Bizure ([email protected])
OVERVIEW
MLD-801 is a course designed for students interested in better understanding nonprofit
organizations and the distinct management and strategic challenges that they face. It is
anchored in the practical application of the theory and frameworks we cover and students
are expected to affiliate with a nonprofit organization to write three papers analyzing that
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.
This is an advanced course focused on the challenges of leadership and senior
management in nonprofit and non-governmental organizations. The course allows
students to build on the conceptual and analytic foundations covered in class by applying
their learning to a real “client” organization. The course draws on several analytic tools,
processes, and frameworks already known to many students (e.g., the strategic triangle,
theories of change, balanced scorecard, strategic positioning maps, BCG matrix…), but
the focus throughout is on integrating these tools with organizational strategy and
leadership. Major topics that are covered include: mission, theory of change and strategy,
program management, strategic marketing, governance, performance evaluation,
partnerships and collaboration.
Students should be familiar with basic management concepts, either through an earlier
course or professional experience. Kennedy School students who have taken MLD-101 or
MLD-110 will be well prepared, as will students who have played a supervisory or
management role in a nonprofit organization, or served on a nonprofit governing board.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 2
The course will be taught using case studies and associated readings. The cases cover a
wide range of nonprofit organizations and class discussions place students in the role of
the case protagonists who face complex strategic choices. Classroom discussion is crucial
to the course, for it is where students combine their insights into the cases with their own
experience to articulate and test more general principles of strategic management that
apply across this diverse sector. 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. The instructor
will call on students periodically to ensure that all voices in the classroom are heard, not
just those of students who raise their hands. The course will rely on a mix of cold-calling
and open discussion. Students are expected to bring their name cards to class each day
throughout the term.
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 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 Girls Scouts of America 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. This year students will work on their papers in teams of
two or three. Team-mates will be assigned on the basis of sector of interest.
Your organization can be either domestic or internationally-based but you cannot still be
working for the organization since you will be evaluating its strengths and weaknesses,
and this would pose a conflict of interest. Remember, access is important. You will need
to be able to access information (documents) on the organization’s mission, vision,
strategy, goals, performance measurement metrics, etc and be able to conduct interviews
with your organization’s staff, directors, board members, and possible partners.
You should e-mail me your organization of choice no later than Wednesday, September
23rd. If you are having difficulty identifying an organization with which you would like
to work, consult with the TAs, myself or contact the Student Public Service Collaborative
by emailing them at: [email protected]
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.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 3
COURSE REQUIREMENTS
In teams of two or three, you will be asked to write three papers on the organization of
your choice, applying the skills and frameworks developed and discussed in class. Each
paper is expected to contain description, commentary from members of the nonprofit,
analysis and recommendations. These papers address the mission, vision and theory of
change; 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 examples or be seen by anyone but the instructor. In the past,
a few students have made the organization “anonymous.”
Students must observe Kennedy School and Harvard University rules regarding the
citation of sources. Any sentences or paragraphs taken verbatim from the writing of (or
interviews with) any other person or persons, or from your own writing that has been
published elsewhere, must be placed in quotation marks and their source must be clearly
identified. Changing the wording of a sentence or passage slightly does not evade the
requirement for citation. Indeed, whenever you are drawing an important argument or
insight from someone else, even if you reword it into your own words, a reference to the
source is required. Including material from others in the assignments without appropriate
quotation marks and citations is regarded, as a matter of School and University policy, as
a serious violation of academic and professional standards and can lead to a failing grade
in the course, failure to graduate, and even expulsion from the University.2”
The assignments and due dates are as follows:
Paper #1: Mission Statement, Vision Statement, and Theory of Change, due:
Wednesday, October 7th
at the start of class (length: 2-3 pages)
Paper #2: Marketing Strategy and Marketing Mix, due Wednesday, November 4th
at the start of class (length: 4-5 pages)
Paper #3: Performance Measurement, due Wednesday, December 2nd
at the start
of class (length: 5-6 pages).
2 Source: Harvard Kennedy School Course Syllabus – IGA-408M: Learning from the Failure of
Climate Policy, Professor David Keith, Spring 2014
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READINGS
Readings for the course will be available on-line through the course page. The Jossey-
Bass Handbook of Nonprofit Leadership and Management3 is the course textbook and
can be purchased at the COOP or online. Several additional copies are available in the
library.
DETERMINATION OF GRADE
Your grade will be determined as follows:
Component % of Semester Grade
Paper 1 (Mission) due Oct 7th
15%
Paper 2 (Marketing) due Nov 4th
20%
Paper 3 (Performance) due Dec 2nd
25%
Class participation throughout the semester 40%
3 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.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 5
Course Outline
Mission, Vision and Theory of Change
Wed, Sept 2: Course Overview and Introduction
FRI, Sept 4: The Role of Mission — Dana Hall: Funding a Mission (306090-PDF-ENG)
Wed, Sept 9: Mission and Vision — Ashoka: Innovators for the public (SM203-PDF-ENG)
Mon, Sept 14: Theory of Change — World Wildlife Foundation (HBS 9-708-417) and Greenpeace
(HBS 9-708-418)
Wed, Sept 16: Theory of change and Strategy — BRAC (HBS 504012-PDF-ENG)
Structure, Strategy and Program Management
Mon, Sept 21: Mission and Strategy — Marketing the “$100 laptop” (A) (HBS 508065-PDF-ENG)
*Wed Sept 23: Structure and Strategy — Souk el Tayeb (Rabeh Ghadban and Nathalie Kylander)
Mon, Sept 28: Portfolio Management — FUTUR, Working towards Social Inclusion (SKE121-PDF-
ENG)
Wed, Sept 30: Strategic Change and SWOT Analysis — Fundacion Chile: Creating Innovative
Enterprises (BAB089-PDF-ENG)
Mon, Oct 5: Challenges of Scaling-up — LoveLife (HMS GHD017-PDF-ENG)
Strategic Marketing and Branding
*Wed, Oct 7: Segmentation and the Marketing Mix — The Metropolitan Opera (509033-PDF-ENG )
Wed, Oct 14: Creating a Brand — The Girl Effect (Nathalie Kylander)
Mon, Oct 19: Rebranding — From Mapendo International to RefugePoint (C. Walsh & N. Kylander)
Wed, Oct 21: Cause Marketing—Made by Survivors (Eric Sullivan and Nathalie Kylander)
Mon, Oct 26: Communications and Fundraising—Social Media and the Planned Parenthood / Susan G
Komen for the Cure Controversy (HKS729-PDF-ENG)
Governance and Capacity
Wed, Oct 28: Board Management—One Acre Fund (KEL542-PDF-ENG)
Mon, Nov 2: Managing People — Nuru International (E417-PDF-ENG)
*Wed, Nov 4: Governance and Accountability — ActionAid International: Globalizing Governance,
Localizing Accountability (HBS case 311-004)
Performance Measurement and Improvement
Mon, Nov 9: Performance Measurement — Robin Hood Foundation (HBS 310031-PDF-ENG)
Mon, Nov 16: Performance Management — Jumpstart (HBS 301037-PDF-ENG)
Wed, Nov 18: Evolution of Performance — Measured Approach: TEGV Assesses its Performance &
Impact (HKS)
Partnerships and Collaboration
Mon, Nov 23: Multi-Sector Alliances — Homeless World Cup (E376-PDF-ENG)
Mon, Nov 30: Collective Impact -- Magnolia Community Initiative: A Network Approach to
Population Level Change (SM226)
*Wed, Dec 2: Collaborations and Networks — Energy Foundation in China (B5820)
*Assignment due
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 6
Mission, Vision and Theory of Change
Wed, Sept 2: Course Overview and Introduction
Case Study None
Discussion Questions 1) How would you characterize the nonprofit sector both in
the US and internationally? How has it evolved and
changed over time? What are the major challenges facing
the sector today?
2) How are nonprofit organizations different from private
sector or public sector organizations? What are the
implications for management and leadership of these
entities?
Readings Grossman, Allen and Greckol-Herlich, Naomi. Note on the
Nonprofit Sector (HBS 9-308-033), 2009
Mintzberg, Henry, Time for the Plural Sector, Stranford
Social Innovation Review, Summer 2015, 13(3).
Laidler-Kylander, Nathalie and Moore, Mark. HKS Note:
Management and Leadership Across the Sectors, 2013
Laidler-Kylander, Nathalie and Shepard-Stenzel, Julia,
“What is Driving the Paradigm Shift and Brand IDEA
Framework,” The Brand IDEA: Managing Nonprofit
Brands with Integrity, Democracy and Affinity, Jossey
Bass, 2014. Chapter 1, pp 3-20.
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. Up to p 21
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 7
Fri, Sept 4: The Role of Mission
Case Study Dana Hall: Funding a Mission (A) (306090-PDF-ENG)
Discussion Questions 1) What is the role of the mission for a nonprofit
organization?
2) What makes for a good mission statement? Why?
3) What are the forces and influences that are driving a
reassessment of the mission at Dana Hall?
4) Should they change the mission? Should they go co-ed?
Why or why not?
5) How can nonprofit organizations guard against mission
drift?
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. Pages 21 to 28
Meehan, Willian F III, Making Missions That Won’t
Creep, Stanford Social Innovation Review, Winter 2008;
6;1
Jonker, \Kim and Meehan, William F III. Mission Matters
Most, SSIR, Feb 19, 2014.
(http://www.ssireview.org/articles/entry/mission_matters_
most)
Eric Hellweg, The Eight-Word Mission Statement
(http://blogs.hbr.org/hbr/hbreditors/2010/10/the_eight-
word_mission_stateme.html)
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Wed, Sept 9: Mission and Vision
Case Study Ashoka: Innovators for the public (SM203-PDF-ENG)
Discussion Questions 1) What is the EACH vision? Does it inspire you or worry
you? Why?
2) Do you agree with Meehan that organizational visions
are redundant with missions or do you believe that an
operational mission as suggested by Rangan is more
useful?
3) What are the implications of this “revolution” for
Ashoka’s mission, organizational strategy and success?
4) How has Ashoka managed the evolution and integration
of its vision, mission and strategy since its founding?
Readings Hildy Gottlieb, Three Statements That Can Change the
World: Mission / Vision / Values (Library at
Help4NonProfits.com accessed 8/18/15)
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Mon, Sept 14: Theory of Change
Case Study World Wildlife Foundation (HBS 9-708-417) and
Greenpeace (HBS 9-708-418)
Discussion Questions 1. What is a “theory of change” and why is it important for
a nonprofit organization to reflect on and articulate one?
2. Do the WWF and Greenpeace have similar mission
statements and goals? Why are their strategies and
activities so different?
3. What are the underlying beliefs and values of each
organization? How do these explicitly or implicitly shape
their theory of change and their activities?
4. Do you think that these two organizations are
competitors? In your opinion, which organization has “got
it right”?
Readings Brest, Paul. The Power of Theories of Change, Stanford
Social Innovation Review, Spring 2010
Aronson, Daniel. Overview of Systems Thinking
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 10
Wed, Sept 16: Theory of Change and Strategy
Case Study BRAC
Discussion Questions 1) How has BRAC’s theory of change shaped the
organization’s growth?
2) Why has BRAC been so successful?
3) Can BRAC expand internationally?
5) Given BRAC’s theory of change, what growth strategies
should BRAC consider?
Readings Mapping Change: Using a Theory of Change to Guide
Planning and Evaluation, GrantCraft (2006)
http://www.grantcraft.org/pdfs/theory_change.pdf
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Structure, Strategy and Program Management
Mon, Sept 21: Mission and Strategy
Case Study Marketing the “$100 laptop” (A)
Discussion Questions 1) What is Strategy?
2) 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?
4) With the entry of low cost competitors, what are OLPC’s
strategic options?
Readings Ming Jer Chen et al, “What is Strategic Management?”
Darden Business Publishing (UV 4315)
Brown, William, “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/)
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 12
Wed, Sept 23: Structure and Strategy
Case Study Souk-el-Tayeb
Discussion 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? Should strategy drive structure or vice
versa?
Readings Heerad Sabeti, The For Benefit Enterprise, Harvard
Business Review, Nov 2011
Julie Battilana, Matthew Lee, John Walker, & Cheryl
Dorsey, “In Search of the Hybrid Ideal”, Stanford Social
Innovation Review, Summer 2012
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Mon, Sept 28: Portfolio Management
Case Study FUTUR - Working Towards Social Inclusion (SKE121-
PDF-ENG)
Discussion 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 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.
Bell, Masaoka and Zimmerman, “Identifying Core
Activities: Business Lines,” Nonprofit Sustainability,
Chapter 3, pp 19-26
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 14
Wed, Sept 30: Strategic Change and SWOT Analysis
Case Study Fundacion Chile: Creating Innovative Enterprises
(BAB089-PDF-ENG)
Discussion Questions 1) Do you agree with Fundacion Chile’s 1999 management
that a change in strategy is necessary? Why?
2) What were the foundation’s strengths and weaknesses
and how do they relate to the opportunities and threats?
3) Fundacion Chile concentrated its efforts on renewable
natural resources. What in your opinion is the key to
making this strategy work?
4) How might a private, for profit company compete with
Fundacion Chile? Does the latter have any competitive
advantages and / or disadvantages?
Readings Thomas Steenburgh and Jill Avery, Marketing Analysis
Toolkit: Situation Analysis, HBS Note, 2010 (9-510-079)
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 15
Mon, Oct 5: Challenges of Scaling-up
Case Study LoveLife: Preventing HIV Among South African Youth
(HMS GHD017-PDF-ENG)
Discussion 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.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 16
Strategic Marketing and Branding
Wed, Oct 7: Segmentation and the Marketing Mix
Case Study The Metropolitan Opera (509033-PDF-ENG )
Discussion Questions 1) What are Gelb's main objectives for the Met? Are they
the right ones to focus on? To what extent do the simulcasts
help him achieve those objectives?
2) Who are the different constituents or customers for the
Metropolitan Opera? How are they affected by the
simulcasts?
3) Should Gelb expand the number of productions involved
in the "Live-in-HD" program or scale the program back to
deploy resources elsewhere? How does your decision
impact the current marketing mix? What would you
change?
4) What should Gelb's media strategy be for the Met? How
can he create the "opera equivalent of a Hollywood movie
roll-out" as he puts it?
Readings Alan R. Andreasen and Philip Kotler, “Segmentation,
Targeting and Positioning” in Strategic Marketing for
Nonprofit Organizations, Seventh Edition, Prentice Hall,
2008. Chapter 6 and 3, pp 137 - 165
Alan R. Andreasen and Philip Kotler, “Developing and
Launching New Offerings” in Strategic Marketing for
Nonprofit Organizations, Seventh Edition, Prentice Hall,
2008. Chapter 9 and 3, pp 207 – 231
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 17
Wed, Oct 14: Creating a Brand
Case Study The Girl Effect
Discussion 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 should be the next step in the
evolution of the Girl Effect brand?
Readings Laidler-Kylander, Nathalie and Shepard-Stenzel, Julia,
“What is a Brand Anyway and Ahy Should You Manage
It?” The Brand IDEA: Managing Nonprofit Brands with
Integrity, Democracy and Affinity, Jossey Bass, 2014.
Chapter 2, pp 21-37
Laidler-Kylander, Nathalie and Shepard-Stenzel, Julia,
“Why the Skeptics Have it Wrong.” The Brand IDEA:
Managing Nonprofit Brands with Integrity, Democracy and
Affinity, Jossey Bass, 2014. Chapter 4, pp 51-62.
.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 18
Mon, Oct 19: Rebranding
Case Study From Mapendo International to RefugePoint
Discussion 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 Alan R. Andreasen and Philip Kotler, “Branding” in
Strategic Marketing for Nonprofit Organizations, Seventh
Edition, Prentice Hall, 2008. Chapter 7, pp 166-184.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 19
Wed, Oct 21: Cause Marketing
Case Study Made by Survivors (Eric Sullivan and Nathalie Kylander)
Discussion 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.
Cause Marketing: Finding Opportunities in Objectives
(http://www.thenonprofittimes.com/article/detail/cause-
marketing-finding-opportunities-in-objectives-3936)
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 20
Mon, Oct 26: Communications and Fundraising
Case Study Communications and Fundraising—Social Media and The
Planned Parenthood / Susan G Komen for the Cure
Controversy (HKS729-PDF-ENG)
Discussion Questions 1) What have traditionally been the fundraising and donor
engagements models used by Planned Parenthood and
Susan G Komen?
2) What role did social media play in both the controversy
and its outcome?
3) What might the senior management and executive team
of Susan G. Komen done differently?
4) What do you think has been the impact of this
controversy for both organizations and their brands?
Readings Julie Dixon and Denise Keyes, “The Permanent Disruption
of Social Media” Stanford Social Innovation Review.
Winter 2013
William Landes Foster, Peter Kim and Barbara
Christiansen, “Ten Nonprofit Funding Models” Stanford
Social Innovation Review, Spring 2009.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 21
Governance and Capacity
Wed, Oct 28: Board Management
Case Study One Acre Fund (KEL542-PDF-ENG)
Case Study Questions 1) What is the role of boards for nonprofit organizations?
How does the role of the board change over the lifecycle of
the organization?
2) What are the benefits and challenges of founding
boards? How does the role of the board change over the
lifecycle of the organization?
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?
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
Chait, R. P., Ryan, W. P., & Taylor, B. E. (2005).
Governance as leadership: Reframing the work of
nonprofit boards. Hoboken, N.J.: John Wiley & Sons. (*on
reserve at HKS library)
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 22
Mon, Nov 2: Managing People
Case Study Nuru International (E417-PDF-ENG)
Discussion 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 Watson Mary and Rikki Abzug, “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)
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 23
Wed, Nov 4: Governance and Accountability
Case Study ActionAid International: Globalizing Governance,
Localizing Accountability (HBS case 311-004)
Discussion Questions 1) Imagine you are the board chair of a national affiliate
(pick one from the list in Exhibit 6 for the year 2010). You
will be attending the international General Assembly. How
will you vote on the three motions and why?
2) What is your assessment of the new governance
structure for AAI. Is this the right structure for the
organization?
3) How will Action Aid know if it is making a difference?
What is your assessment of its performance measurement
systems?
Readings Ebrahim, Alnoor, “The Many Faces of Nonprofit
Accountability” The Jossey Bass Handbook of Nonprofit
Leadership and Management, Third Edition, 2010. Chapter
4, pp. 101-119
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 24
Performance Measurement and Improvement
Mon, Nov 9: Performance Measurement
Case Study Robin Hood Foundation (HBS 310031-PDF-ENG)
Discussion Questions 1) Why do nonprofits engage in performance
measurement? What are the key challenges in developing
and implementing performance measurement systems in
nonprofit organizations?
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?
Readings Thomas, John Clayton. “Outcome Assessment and Program
Evaluation.” The Jossey-Bass Handbook of Nonprofit
Leadership and Management, Third Edition, 2010. Chapter
15, pp. 401-430
Julie Wilson. Note on Performance Measurement. HKS
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 25
Mon, Nov 16: Performance Management
Case Study Jumpstart (HBS 301037-PDF-ENG)
Discussion 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 Murray, Vic. “Evaluating the Effectiveness of Nonprofit
Organizations” The Jossey-Bass Handbook of Nonprofit
Leadership and Management, Third Edition, 2010. Chapter
16, pp. 431-460
Ebrahim and Rangan (2014) What Impact? A Framework
for Measuring the Scale and Scope of Social Performance
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 26
Wed, Nov 18: Evolution of Performance
Case Study Measured Approach: TEGV Assesses its Performance &
Impact (HKS)
Discussion Questions 1) What is your assessment of the various performance
measurement initiatives that TGEV has undertaken? How
have these evolved over time?
2) In your opinion, what have they done well and where
have they fallen short? Should program assessments be
conducted by volunteers? Why or why not?
3) What questions and / or recommendations do you have
for Kardad? What do you think he should focus on in terms
of performance measurement in the future?
Readings Eckhart-Queenan and Forti. (2011) Measurement as
Learning: What Nonprofit CEOs, Board Members and
Philanthropists Need to Know to Keep Improving, The
Bridgespan Group
W.K. Kellogg Foundation. Using Logic Models to Bring
Together Planning, Evaluation, and Action: Logic Model
Development Guide, 2004.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 27
Partnerships and Collaborations
Mon, Nov 23: Multi-Sector Alliances
Case Study Homeless World Cup (E376-PDF-ENG)
Discussion 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 Austin, James, “Collaborations: It’s All About Creating
Value” and “The Collaborative Value Creation Spectrum”
Creating Value in Nonprofit-Business Collaborations
Jossey Bass, 2014. Chapters 1 and 2, pp. 1-40
Austin, James, “Guidelines for Collaborating Successfully”
The Collaboration Challenge, Jossey-Bass, 1990. Chapter
8, pp 173-188.
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 28
Monday, Nov 30: Collective Impact
Case Study Magnolia Community Initiative: A Network Approach to Population
Level Change (SM226)
Discussion Questions: 1. How successful has MCI been and why? (why not?)
2. How accountable and to whom are the individual
organizations in the MCI initiative?
3. To what extent did MCI meet the five conditions
outlined in the reading on Collective Impact? How did the
presence or absence of these criteria affect the success of
MCI to date?
Readings Kania J. and Kramer J. Collective Impact. Stanford Social
Innovation Review. Winter, 2011
Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2015 Page 29
Wednesday, Dec 2: Networks
Case: Energy Foundation in China (B5820)
Discussion Questions: 1.How did EF China build networks and collaborations? What
does EF China do particularly well? What is its added value?
2. What are the challenges of having a strategy built on networks
and collaborations?
3. Do you think that EF China's approach can be applied to other
types of nonprofit organizations? If not, why? If so, how?
4. What were the external changes facing ER China?
5. What do you think EF China should focus on going forwards,
specifically related to its network model?
Readings Wei-Skillern, Jane and Sonia Marciano. “The Networked
Nonprofit.” Stanford Social Innovation Review, Spring
2008
Wei-Skillern, Jane and Notra Silver. “Four Network
Principles to Collaborations Success” Foundation Review.
Vol 5, Issue 1, 2013