MLD-801

Strategic Management of Nonprofit

and Non-Governmental Organizations

Fall 2012

Hours: Tuesdays/Thursdays 1:10 to 2:30 pm

Location: Harvard Kennedy School, L382

Professor: Dr. Nathalie Laidler-Kylander

Office Hours: Tuesdays and Thursdays from 11:30 to 12:30 am

Course Assistant: Miriam Al Ali, Miriam_Al_Ali@hks13.harvard.edu

Assistant: Alison Barron, 617-495-9455, Alison_Barron@hks.harvard.edu

Syllabus

This is an advanced course focused on challenges of leadership and senior management

in nonprofit and non-governmental organizations. The course allows students to build the

conceptual and analytic foundations they will use in leading a new or established

organization, finding a balance between strategic discipline and agility. 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.

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.

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 leaders in these cases who face complex strategic choices. Classroom discussion is

crucial to the course, for it is here where students combine their insights into the cases

with their fieldwork and their own experience to articulate and test more general

principles of strategic management that apply across this diverse sector. A fieldwork

project, focused on the strategic role of brand for a nonprofit organization of the student’s

choice, will form the main written component of the course and is explained at greater

length below.

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 2

The Fieldwork

The principal written assignment in the course is a brand management report. Students

will select a nonprofit organization of their choice to study and analyze. There is wide

latitude in the type of organizations with which students can affiliate. The only

requirement is that it be a nonprofit organization, preferably one where the student can

establish a connection with a “champion” within the organization. The nonprofit does not

have to be locally based (it can be either domestic or international), but it should be open

to some interviews and sharing of documentation. Students research, draft, and revise the

report throughout the semester, strengthening their skills, expanding their networks, and

making a contribution to the on-going study of the role of brands in the nonprofit sectors

at the Hauser Center (http://www.hks.harvard.edu/hauser/role-of-brand/). Through the

assignment, students will develop case studies and examples of how nonprofit

organizations manage their brands, using the Brand IDEA framework

(http://www.ssireview.org/articles/entry/the_role_of_brand_in_the_nonprofit_sector).

These examples will subsequently be included in an upcoming book on nonprofit brand

management to be published by Jossey Bass in the spring of 2013. Students should also

be prepared to make the brand management report, or an executive summary of the

report, available to the organizations themselves.

Over the course of the semester, students will conduct both primary and secondary

research on their nonprofit organization, analyze the role that the brand plays for this

organization and reflect on how this role is evolving and changing. Students will develop

an understanding of how the environment and ecosystem for their organization is

changing, the overall challenges and opportunities the organization faces, and the

implications this has for the organization’s brand and brand management strategies.

Then, using the Brand IDEA as a guiding framework, students will craft a report that

explores how nonprofits use their brands to create social value and advance their mission.

Within this broader question, students will explore issues relating to the relationship

between brand identity and image, control of the brand, the role of brand in partnerships,

and how values and ethics inform both the articulation and use of the brand.

First, students will select a nonprofit organization to study by September 25th,

informing

the instructor of their choice by e-mail. Second, they will complete a literature review of

the sector, including an analysis of the major trends and players, due October 16th.

Third, the student will interview staff and review documents from their organizations, to

understand the organization’s mission, strategy and marketing objectives, distilling the

various ways in which their organizations have managed their brand (this includes but is

not limited to any rebranding initiatives.) A final report, using the Brand IDEA

framework, describing how the organization uses and manages its brand to implement its

strategy, manage partnerships, create social value and advance its mission, is due on

December 6th

, on the last day of class. A suggested interview protocol is attached as an

appendix to this syllabus.

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 3

Class Meetings, Course Materials, Web Postings, and Final Grades

The course materials consist primarily of cases and related readings. The cases and

related readings are available for purchase in a course pack and many are posted on the

course web site. There is one book for purchase: The Jossey-Bass Handbook of

Nonprofit Leadership and Management1 which can be purchased at the COOP or online.

Students will also participate in a team building and leadership simulation exercise on

November 6th

for which they will need to purchase access to the simulation through

HBSP (http://cb.hbsp.harvard.edu). Students are expected to be prepared for class

discussions and to participate, relating 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.

The final grade for the class will be calculated as follows:

Class discussion: 50%

Literature Review (due October 16): 15%

Final brand management report (due December 6th): 35%

1 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 2012 Page 4

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) 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) 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 and Governance and Teams Thurs, Oct 25: Teams—Everest Simulation Thurs, Oct 30: Teams and Leadership—Everest Simulation Debrief Thurs, Nov 1: Characteristics of Leadership with Guest Speaker Stephen Parker Thurs, 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)

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 5

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 (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.

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 6

com/login.aspx?direct=true&db=heh&AN=12383756&site=ehost-live&scope=site (Course Page)

Mission, Vision and Values Checklist (Course Page)

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)

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Portfolio, Operations and Program Management Tues, Sept 18: Structure and Strategy Case Study Acumen Fund and Embrace (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?

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)

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 8

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?

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)

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 9

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

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 10

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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?

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 12

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 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)

Thurs, 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?

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 13

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

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?

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 14

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

Michael Malone, “Money and the Meaning of Life” Fast Company.com (http://www.fastcompany.com/magazine/09/meaning.html)

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, Senior Research Fellow at the Hauser Center, CEO Business Leadership Council for a Generation Born HIV Free, and Founder of Exponential Fundraising.

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Teams, Leadership and Governance Tues, Oct 25: Teams Simulation Exercise: Everest V2 (HBS 7000-HTM-ENG)

Please purchase access to the simulation ($12.50) through HBSP (http://cb.hbsp.harvard.edu). “Play” the introduction and familiarize yourself with the simulation components and features. We will run the simulation during class time.

Readings: Hackman, Richard, “Why Teams Don’t Work” in R. S.

Tindale et al., (Eds.) Theory and Research on Small Groups. New York: Plenum. (Course Page)

Thurs, Oct 30: Teams and Leadership Class Discussion Everest Simulation Debrief

1. Why do you think your team achieved or did not achieve its goals? 2. How good was your team’s decision making process? How well did you integrate individual knowledge and expertise and deal with the challenges of conflicting goals? 3. What were the impediments to team effectiveness and what techniques helped you to work together effectively? 4. What role did your team's leader play in the team's deliberations? Were there kinds of speech styles that dominated your deliberations -- e.g. "We need to move to the next level together" vs. "Maybe do you think it is important for us to all move together to the next level?" 5. What, if anything, did you like about how your team leader managed the team's deliberations? How, if at all, could your team leader have done a better job?

6. Do you think that diversity – racial, gender, functional/professional, international, age – is generally good for team performance, or not? Why?

Readings Stasser, Garold, Taylor, Laurie A., Hanna, Collen.

“Information Sampling in Structured and Unstructured Discussions of Three- and Six-Person Groups,” Journal of Personality and Social Psychology, Vol. 57, No.1 (1989): pp. 67-78. http://web.ebscohost.com.ezp-prod1.hul.harvard.edu/ehost/detail?sid=68673a2c-20be-

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4a92-8913-2ba02f94d860%40sessionmgr15&vid=1&hid=14&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=pdh&AN=psp-57-1-67

Fragale, Alison R., “The power of powerless speech: The effects of speech style and task interdependence on status conferral,” Organizational Behavior and Human Decision Processes 101 (2006): pp. 243-261. http://www.sciencedirect.com.ezp-prod1.hul.harvard.edu/science/article/pii/S0749597806000070

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

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/

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Thurs, 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?

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

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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?

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

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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.

http://ezp1.harvard.edu/login?url=http://proquest.umi.com.ezp-prod1.hul.harvard.edu/pqdweb?did=1642746311&sid=1&Fmt=6&clientId=18857&RQT=309&VName=PQD

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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

Required Reading Austin, James, “Guidelines for Collaborating Successfully”

The Collaboration Challenge, Jossey-Bass, 1990. Chapter 8, pp 173-188. (Course Page)

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 21

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

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 22

Appendix: Brand Management and Brand IDEA Interview Protocol

Introduction

I am a student at the Harvard Kennedy School working on a research project as part of

my course work for a class on the Strategic Management of Nonprofit Organizations. The

results of this research may be used in a book on the role of brand for nonprofit

organizations, to be published early next year by Jossey Bass. The objective of the

upcoming book is to provide nonprofit organizations with examples, guidelines and a

road map for managing their brand using the Brand IDEA framework in order to further

their missions and it will be based largely based on a recent article in the Stanford Social

Innovation Review which introduces a new framework, the Brand IDEA, based on cutting

edge brand management practices in nonprofit organizations. (Feel free to share the

article with your organizations:

http://www.ssireview.org/articles/entry/the_role_of_brand_in_the_nonprofit_sector)

In brief, in Brand IDEA, I stands for brand Integrity, D for brand Democracy, E for

brand Ethics and A for brand Affinity. Brand Integrity means that the brand is aligned

with, and bonded to, the mission of the organization and that the brand identity is aligned

with the brand image. Brand Democracy means that the nonprofit organization trusts its

members, staff, participants, and volunteers to communicate their own clear

understanding of the organization’s core identity and be its brand advocates. Brand

Ethics means that the brand itself and the way in which the brand is deployed, reflects the

core values of the organization. Finally, Brand Affinity means that the brand works well

alongside other brands, sharing space and credit generously, promoting collective, over

individual interests.

Thank you for participating in this research and sharing your brand experiences with us.

The brand report, or an executive summary of the report, will be made available to you at

the end of the semester. In addition, we hope to use examples and quotes from our

interviews in the book but will not attribute your quotes without your specific permission.

We will also keep the interviews confidential and share with you any written sections we

include about your organization prior to the publication of the book.

Background on Brand / Role of Brand 1. What is your mission and how does it relate to your brand?

2. What role does your brand play?

a. Why is it important to the organization?

3. What are any recent brand initiatives your organization has undertaken?

4. Are there people in your organization who are skeptical or resistant to the concept of

brand and brand management?

a. Examples?

b. Has this changed over time?

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 23

Brand Integrity 5. How closely is the brand aligned with your mission?

a. Why or why not?

b. How do you ensure alignment?

6. Has your mission evolved over time? Has the brand evolved with it?

a. Does the mission drive the brand or does work on the brand influence the

mission?

7. How closely is your brand aligned with your organizational strategy?

a. Why or why not?

b. How do you ensure alignment?

8. How does your theory of change relate to your brand?

9. How do your key audiences (staff, volunteers, donors, or beneficiaries) view your brand?

a. Are there differences?

10. How does the external perception of the brand align with your internal brand identity?

a. Are there differences?

b. Do you actively manage the alignment? How?

Brand Democracy 11. Do you strive for brand consistency across the organization?

a. Why and how?

12. How much flexibility do people, (chapters, affiliates) within the organization have with

regards to both communicating and defining brand?

13. Do you promote creativity with regards to the brand?

a. Why and how?

14. How does the rise in social media impact brand management?

15. What do you think are the challenges and opportunities that social media presents for

brand management?

a. Have you changed the way you manage your brand as a result?

Brand Ethics 16. How does the brand align with your organization’s values?

17. What conflicts between those values and the use of the brand have you experienced?

a. Any examples? What decisions resulted from the conflict?

18. How have your values, your brand, and the interaction between values and brand

evolved over time?

a. How do you manage this?

Brand Affinity 19. How do you manage your brand with respect to partners of all kinds?

a. What role does your brand play in these partnerships?

20. How do you manage your brand in larger coalitions, alliances and networks?

a. What role does your brand play in these multiplayer alliances or networks?

Strategic Management of Nonprofit & Non-Governmental Organizations, Fall 2012 Page 24

21. Has the role of your brand changed with respect to partnerships and coalitions?

a. How and why?

22. Do you manage your brand differently as a result of partnerships and coalitions?

a. How and why?

Brand Management 23. If you have recently gone through a rebranding process (see question 3), what was the

impetus?

a. What was the process that you went through?

b. What worked well about your approach?

c. What would you do differently?

Thank you so much for your time and insights. May I follow-up if I have any points of

clarification? What is the best way to contact you? If we quote you or reference this

interview, what is the best way to get your permission? Are there other organizations or

individuals grappling with these questions who you suggest we should reach out to for an

interview or about our research? If you have any other ideas and thoughts relating to

brand do not hesitate to contact me via e-mail or phone.