By James E. Austin
Presented by means of The Drucker Foundation
"Austin has exposed the typical components and key concepts that make for potent collaborations.... In The Collaboration Challenge, he illuminates those key classes for all leaders, and enables each one people to fulfill the collaboration challenge."
—Frances Hesselbein, chairman of the board of governors, The Drucker starting place, and John C. Whitehead, founder, the loo C. Whitehead Fund for Not-for-Profit administration, Harvard enterprise School
"Austin has played a priceless provider for nonprofit corporations and their company companions by way of illuminating the dynamics of winning relationships. His beneficial ebook merits to be extensively learn by way of leaders in either sectors desirous about expanding the effectiveness in their social motion agenda."
—Rosabeth Moss Kanter, Harvard enterprise university, writer of World type and Rosabeth Moss Kanter at the Frontiers of Management
"The complete nonprofit region has been looking for the services and instruments this ebook offers. not anything else love it exists."
—Bill Shore, govt director of Share-Our-Strength and writer of The Cathedral Within and Revolution of the Heart
In those complicated instances, while no association can be triumphant by myself, nonprofits and companies are embracing collaboration for mutual merits. Nonprofits are partnering with companies to extra their missions, increase assets, develop courses, and thrive within the aggressive international. businesses also are researching that alliances with nonprofits generate major rewards: elevated client choice, better worker morale, larger model identification, enhanced company tradition, and better innovation.
In this well timed and insightful ebook, James E. Austin presents a pragmatic framework for knowing how conventional philanthropic relationships will be remodeled into strong strategic alliances. He bargains recommendation and classes drawn from the reviews of various collaborations, together with Timberland and town yr; Starbucks and CARE; Georgia-Pacific and the character Conservancy; MCI WorldCom and The nationwide Geographic Society; Reebok and Amnesty overseas; and Hewlett-Packard and the nationwide technological know-how source Center.
Readers will learn the way to:
- Find and fix with high-potential partners
- Ensure strategic healthy with the partner's project and values
- Generate higher worth for every associate and society
- Manage the partnering courting effectively
Read Online or Download The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic Alliances PDF
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Extra resources for The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic Alliances
Sample text
The Collaboration Continuum It was the recognition that cross-sector relationships come in many forms and evolve over time that led me to characterize the degree and form of interaction between nonprofits and corporations as the Collaboration Continuum. I term the three stages through which a relationship may pass philanthropic, transactional, and integrative. As you read about these stages, try to determine where on the continuum your cross-sector collaborations fall. Philanthropic Stage In the philanthropic stage the nature of the relationship between corporation and nonprofit is largely that of charitable donor and recipient.
This third stage is the current collaboration frontier in cross-sector alliances. Relatively few NPOs and companies have advanced to this degree of integration, but those farsighted partners that have are reaping what they perceive to be significant benefits. City Year and Timberland achieved higher levels of integration of their missions, organizations, and activities at this stage. Swartz described this “mutual mission relationship” as boundarylessness. “It’s not them and us. ” Implicit in the introduction of this we is an ever-widening set of personal and organizational connections.
In 1993, Timberland became the official supplier of the entire City Year uniform. This was important in terms of giving City Year a clearer identity in the public eye and publicizing that Timberland had an entire line of casual and outdoor apparel and was deeply committed to City Year. In 1994, City Year expanded to a national presence, with 650 corps members in six cities. Timberland, as a founding national sponsor, made a five-year commitment totaling $5 million, and Swartz was named chair of the City Year board.