Strategy & Leadership: Volume 33 Issue 2

A corporate executive's short guide to leading nonprofits

Lynn Taliento, Les Silverman

By introducing business people to the frustrations of leadership roles in nonprofits and showing how executives with corporate experience have dealt with these challenges, the…

M&A in the nonprofit sector: managing merger negotiations and integration

David La Piana, Michaela Hayes

Through research and first‐hand experience with more than one hundred nonprofit mergers in the past decade, the firm has developed a variety of tools to help nonprofit…

VolunteerMatch.org: balancing mission and earned‐revenue potential

Seth Barad, Liz Maw, Nan Stone

This case investigates how a nonprofit can analyze its earned revenue potential. What changes would be required for the organization's current business units to start making a…

The power of vision

Andrea Kilpatrick, Les Silverman

Since nonprofits operate without the feedback provided by profits and losses, their need for a vision is acute.

The strategic value of a shared understanding of costs

Susan J. Colby, Abigail Rubin

To make resource‐related decisions in a way that maximizes an organization's effectiveness and promotes its mission, nonprofit leaders need to have a clear picture of the full…

Scenario analysis and a logic model of public education in Ohio

Stephen M. Millett, Susan Tave Zelman

This case recounts how an expert scenario consultant and a team of managers at a government agency used proprietary technology to define a set of alternate futures; it describes…

Advice from history's strategic thinkers

Mark McNeilly

Quick takes

Catherine Gorrell

Editor's letter

Robert M. Randall

Turning principles into action

Brian Leavy