Book Description
Working Across Boundaries is a practical guide for nonprofit and government professionals who want to learn the techniques and strategies of successful collaboration. Written by Russell M. Linden, one of the most widely recognized experts in organizational change, this no nonsense book shows how to make collaboration work in the real world. It offers practitioners a framework for developing collaborative relationships and shows them how to adopt strategies that have proven to be successful with a wide range of organizations. Filled with in-depth case studies—including a particularly challenging case in which police officers and social workers overcome the inherent differences in their cultures to help abused children—the book clearly shows how organizations have dealt with the hard issues of collaboration. Working Across Boundaries includes
- Information on how to select potential partners
- Guidelines for determining what kinds of projects lend themselves to collaboration and which do not
- Suggestions on how to avoid common pitfalls of collaboration
- Strategies proven to work consistently
- The phases most collaborative projects go through
- The nature of collaborative leadership
Customer Reviews:
Collabrative Processes.......2007-09-01
Every year brings forth a new crop of books relating to business management or operations. Many are overpriced, a large number are worthless (`How to Manage Like Jack the Ripper'), and a minority are actually very good. This book published in 2002 is one of that minority.
Russell Linden has chosen to specialize in the study of collaboration and collaborative processes. Over the course of over twenty years of analysis and application he has developed some very sound ideas on what makes collaborative efforts work and what causes them to fail. One dose not have to read very far into this book to see that effective collaboration in an age of globalization is absolutely essential for business successes. It also becomes clear that collaboration is the cornerstone of knowledge based enterprises, which includes most government agencies.
Linden has developed a collaborative model composed of four elements: 1) the basic requirements for collaboration to work (shared goals etc.): 2) the necessity for building effective relationships; 3) the establishments of mutually recognized `high stakes' (i.e. recognition that collaboration will produce significant benefits); and 3) building a constituency for collaboration (people committed to making collaboration real). In the course of discussing his model, Linden, provides important insights on the important role of champions and the concept of institutional culture. He also illustrates his discussion with well chosen case studies to drive home the functionality of his model. Linden also provides good information on he often lost art of
internal collaboration as well.
This book is particularly relevant to the U.S. Intelligence Community (IC) where barriers of secrecy, a culture of insularity, and a belief that information is power has long prevented real inter-agency collaboration and worse has encouraged building barriers against collaboration even within single agencies. See "Spying Blind" by Amy Zegart (2007, Amazon.com).
Working Across Boundaries: Both entertaining and instructive.......2004-06-10
What do James Madison, Ralph Waldo Emerson, Peter Drucker, the Book of Exodus, Robert Frost, Vince Lombardi, T.S. Eliot, Dr. Spock and Albert Einstein all have in common? They are all quoted in Russ Linden's new book, "Working Across Boundaries: Making Collaboration Work in Government and Non-Profit Organizations." Linden ties them all together in an entertaining and instructive manual for managing in today's work environment.
Linden's book is for practitioners, a group that includes me, since I have been practicing at this profession for almost 30 years. He holds true to the purpose he has set for the book, which is to help practitioners address the hurdles to collaboration and adopt strategies that lead to succesful collaboration, in order to achieve better outcomes for their customers and communities.
What I like best about the book is the use of stories to instruct and inform. Stories are the core tool in relationship building....I know that my bosses, often rely heavily on the stories told them by their constituents to make critical policy decisions....Linden's stories about the collaborative work of the Baltimore Child Advocacy Center; the National Marine Fisheries Service; the City of Charlotte, North Carolina, and others provide practical examples of how his models work in the real world.
He not only suggests numerous techniques for establishing practical, collaborative efforts. He also adds a series of four "resource" chapters at the end of the book with illustrations of how these techniques have been applied, the most-asked questions about collaboration together with their answers, an assessment tool, and a summary of the situations in numerous organizations that have served as the basis for his conclusions and models.
I especially liked Chapter 6 on "Forming Open, Trusting Relationships Among the Principals." It gave me some helpful hints on working with my council.
Linden's book is a must-read for anyone trying to overcome the obstacles he says were created by James Madison and his buddies , who "consciously designed an inefficient government to keep men free." This "built-in" inefficiency and fragmentation cries out for the cure of collaboration.
Solid Book on an Important Subject.......2004-05-14
Anyone who has worked in government has probably experienced the twin frustrations of people protecting their turf on the one hand while covering their rear with the other. But being effective these days means working in teams, often across the old hierarchical reporting structures of agencies, divisions and units.
Linden's book uses a variety of case studies to explore how collaboration can work, and what the pitfalls can be. He defines collaboration initially as what "occurs when people from different organizations (or units within one organization) produce something together through joint effort, resources, and decision making, and share ownership of the final product or service." His examples range from land management to criminal justice to education to intelligence--all areas where multiple agencies or organizations had to collaborate in a high stakes environment.
High stakes is one of the four keys for Linden. There must be something important enough to motivate the collaboration. The other keys are strong relationships among the collaborators, the existence of a constituency for collaboration, and what he calls "the basics" -- openness, skillful facilitating, etc.
What makes it all work is collaborative leadership--individuals who can pull others along with them into a productive team effort. One chapter discusses the qualities of effective collaborative leaders, who must subordinate their own egos to ensure that all participants have a real stake.
If "Working Across Boundaries" has a fault, it is that he has many good ideas and observations that don't fit neatly into the four-element structure, but that he doesn't want to leave out. Every chapter includes some of these "extras" and many of them are grouped in a separate chapter, "More Keys to Successful Collaboration" (including such things as measuring results, using each party's strengths, etc.). Since it is almost all good advice and worthwhile reading, this is really only a minor structural complaint.
Also useful are the resource materials at the end of the book, including a sample agenda, a collaboration "contract" and some assessment materials. These are good templates for anyone starting a new collaborative effort.
In describing the qualities of successful collaboration, Linden is also aware of the structural and personal challenges that collaborations often face. Budgets, for example, are usually built in line items to specific organizations; in fact, organizations are largely defined by their budgets. So sharing resources across organizations requires trust and mutual commitment. Accountability, too, both at the level of the individual employee and at the organizational level, is especially challenging when the outcome is the result of a cross-agency collaboration. On the other hand, when collaboration produces better results, as it often does, participants can all share in the glory.
Working Across Boundaries- An Effective Tool.......2004-04-26
Todays managers must use numerous skills and resources in order to be effective and successful. And although there are numerous tools and techniques available to assist managers in their daily jobs, sometimes the best solution is simply working together. Or in other words, collaborating. This is what Russ Linden's new book, "Working Across Boundaries: Making Collaboration Work in
Government and Non-Profit Organizations" ultimately encourages and demonstrates. Russ Linden has provided numerous case studies throughout the book to assist the reader with relating to particular issues confronting organizations. He also provides a wealth of resources including sample agendas, contracts, assessment tools and programs used by a variety of agencies and individuals.
The author has taken on the challenge of documenting the benefits, techniques, and tools needed to successfully implement collaboration in the workplace and with outside organizations. I highly recommend "Working Across Boundaries" to all government managers. Congratulations to Russ for a great book on a difficult subject.
A Glimpse into the future of Collaboration.......2004-04-24
"Working Across Boundaries" is a glimpse into the future of how "virtual government" is evolving in the dawn of the 21st century. This book isn't full of academic concepts. Russ Linden paints a picture using real examples of the dynamics to which public sector leaders will need to respond in order to be successful. Practitioners will be able to pick up this book and start applying its principles immediately.
Book Description
Presented by The Drucker Foundation
"Austin has uncovered the common elements and key strategies that make for effective collaborations.... In The Collaboration Challenge, he illuminates these key lessons for all leaders, and makes it possible for each of us to meet the collaboration challenge."
--Frances Hesselbein, chairman of the board of governors, The Drucker Foundation, and John C. Whitehead, founder, The John C. Whitehead Fund for Not-for-Profit Management, Harvard Business School
"Austin has performed a valuable service for nonprofit organizations and their corporate partners by illuminating the dynamics of successful relationships. His useful book deserves to be widely read by leaders in both sectors concerned about increasing the effectiveness of their social action agenda."
--Rosabeth Moss Kanter, Harvard Business School, author of World Class and Rosabeth Moss Kanter on the Frontiers of Management
"The entire nonprofit sector has been searching for the expertise and tools this book provides. Nothing else like it exists."
--Bill Shore, executive director of Share-Our-Strength and author of The Cathedral Within and Revolution of the Heart
In these complex times, when no organization can succeed alone, nonprofits and businesses are embracing collaboration for mutual benefits. Nonprofits are partnering with businesses to further their missions, develop resources, strengthen programs, and thrive in the competitive world. Companies are also discovering that alliances with nonprofits generate significant rewards: increased customer preference, improved employee morale, greater brand identity, stronger corporate culture, and higher innovation.
In this timely and insightful book, James E. Austin provides a practical framework for understanding how traditional philanthropic relationships can be transformed into powerful strategic alliances. He offers advice and lessons drawn from the experiences of numerous collaborations, including Timberland and City Year; Starbucks and CARE; Georgia-Pacific and The Nature Conservancy; MCI WorldCom and The National Geographic Society; Reebok and Amnesty International; and Hewlett-Packard and the National Science Resource Center. Readers will learn how to:
* Find and connect with high-potential partners
* Ensure strategic fit with the partner's mission and values
* Generate greater value for each partner and society
* Manage the partnering relationship effectively
Click here to read Chapter 8, Guidelines for Collaborating Successfully.
Customer Reviews:
Good to start your mind thikning, lots of reading, but not ground breaking.......2007-04-18
Issue of non profit organizations and business partnership is discussed from perspective of what strategies and knowledge is necessary to achieve effective collaboration. Author leads through stages of developing this collaborative partnership and provides tools to measure both success and its potential.
I wish author would include more material on collaboration for companies from similar industry. In order to get a broader understanding of other type of partnerships, one chapter about that would have been a good idea to include in the next book revisions.
Great Review in Foundation News & Commentary.......2001-11-15
Foundation News and Commentary
July/August 2001
Vol. 42, No. 4
Review by Beth Brown
We all want to partner. We all speak of collaborative spirit. But when the rubber meets the road, what does collaboration really entail, and what's the difference between a deal and an alliance?
James Austin breaks down the notion of collaboration into a must-read users guide for any organizational leader embarking on a collaboration. And although the book is geared toward corporations and their nonprofit partners, many of the lessons are universal and can be applied to any individual or organization considering a joint venture, be it a marriage or cross-sector alliance.
Austin notes the role serendipity and personal relationships plays in introducing partnerships-a conversation in a coffee shop or during a long plane ride-often sparking the "ah-ha" moment leading to the realization that a corporation and a nonprofit have what Austin calls mission mesh. The organizations' leaders can see how their visions' core competencies can make a whole greater than the sum of its parts. Through in-depth and candid examples from partnerships, including those between Starbucks and CARE, Timberland and City Year, and American Eagle Outfitters and Jumpstart, Austin chronicles the necessary, and often awkward, stages businesses and nonprofits pass through in order to become strategic partners.
Austin has a healthy skepticism for the ease of collaboration. He often likens it to dating, and as with a courting pair from different countries, he sees the cultural and values barriers between the sectors as the greatest obstacle to collaboration. The corporate leaders he interviews are open about the fact that their bottom line is to make a profit and a partnership can often assist their public relations efforts.
For the nonprofits, there is greater accountability held when working with corporations, and sometimes the social value nonprofits generate is not easily quantifiable. In addition, each can be associated with the mistakes of the other. However, the payoff is that one can also be associated with the success of the other and be exposed to new audiences-potential customers for the business, future partners for the nonprofit.
One interesting observation Austin makes is the inherent noncollaborative nature of a philanthropic relationship (it is the lowest on the collaborative totem poll). Although he does not single out foundations, he characterizes the giving of money by one organization to another as an exchange of resources for warm fuzzy feelings. Among philanthropic relationships, the venture philanthropy approach seems to offer a model of partnership similar in the level of engagement to the examples mentioned in Austin's book.
The details from the examples and extensive quotes of philanthropic and business leaders, such as Aaron Lieberman of Jumpstart and Jeff Swartz of Timberland, give the reader an insider's view of what went into the partnership. At the same time, the book is filled with simple big-picture truths such as "serious relationships, organizational and interpersonal, should not be rushed." That's a helpful notion to remember with everyone so eager to jump on the partnership bandwagon. Austin reminds us that having and keeping a partnership is not the end all-adding value is the goal and sustainability does not necessarily equal effectiveness.
Austin's greatest contributions to fostering collaboration are the tools the book includes: questions, checklists, continuums-cheat sheets for collaboration-that would be an asset to any leader considering partnership. In addressing the questions he poses, Austin leads potential collaborators through the development of a partnership purpose.
The final chapter of the book contains a complete conceptual framework for collaboration that seems universally applicable to any partnership. These "Seven C's of Collaboration" include Connection with Purpose and People, Clarity of Purpose, Congruency of Mission, Creation of Value, Communication Between Partners, Continual Learning, and Commitment to the Partnership.
So let's all take a cross-sector breath before claiming our next partner and take the messages of James Austin's book to heart and practice.
---------
Beth Brown is the director of Public Policy and Emerging Issues at the Council on Foundations.
Prize Winning Book.......2001-11-14
At the Independent Sector's annual meeting in Atlanta on November 6, Professor James Austin of the Harvard Business School's Initiative on Social Enterprise was awarded one of The Virginia A. Hodgkinson Research Prizes for 2001for his book The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic Alliances. The two Prizes recognize outstanding published research that furthers understanding of philanthropy, voluntary action, nonprofits, and civil society in the United States and abroad. The Prize Selection Committee is comprised of five senior academic researchers and practitioners and is chaired by Professor Howard Tuckman, Dean of the Business School at Rutgers University. The prize is named in honor of Virginia Ann Hodgkinson, who is renowned worldwide as a driving force behind the development of research on the nonprofit sector and voluntary action.
Well written and practical........2001-01-10
This is timely management book should be read by all those interested in leading, or advocating, a strategic alliance between a business and a non-profit, or by those who are already involved in such an alliance.
The issues covered by the book are very topical. Strategic alliances have become increasingly important to organizational survival. In addition, some organizations, including businesses, recognize that, for the long haul, they need to be in closer harmony with deeper aspirations of their customers, employees and shareholders. Others oppose such approaches as a dangerous temptation to fuzzy thinking and conflicted agendas. Yet others view the non-economic motives of their constituents as only relevant to marketing campaigns or high-minded mission statements.
This practical book addresses these opportunities and challenges systematically and with insight. It doesn't push quick fixes or high-risk strategies, but rather presents processes and analytical frameworks that support sequential acts of collaboration.
The author is a good teacher and effectively uses case studies to support his recommendations. His approach is practical and recognizes the reality that every relationship involves an exchange of value. His emphasis is on having clear agendas and then searching together for common outcomes built around relative strengths.
Book Description
For nonprofits, mergers mean more than leveraging resources and meeting legal requirements. In this book the author guides you through a well executed merger and the real world merger lessons learned by small foundations and large associations.
Customer Reviews:
NPOs Must Decide While They Have a Choice.......2001-04-10
Ours is an age of extensive consolidation within and often across specific industries. Regrettably, a majority of corporate mergers and acquisitions do not achieve the desired objectives. In this book, McCormick limits his attention to nonprofits, sharing many valuable lessons he learned from his involvement with various mergers such as divisions of the American Cancer Society. His approach to the subject is not from a legal perspective ("you can get a technical checklist from many competent law firms"); "it is not the contracts that make nonprofit organization (NPO) mergers work, it's the context. It's more about how it feels to the participants than how it is legally structured." (We can only speculate how many more mergers of for-profits would succeed if the focus were on the human context rather than on the legal structure.) McCormick encourages his reader to think about a merger as a strategy to "increase capacity, advance mission, and ensure long-term viability." He notes that NPOs which merge are beginning to "put pressure on small organizations and gradually out-compete them for volunteers, donors, media attention, advocacy, and impact on their cause." Moreover, mergers "produce the capital and capacity for inventiveness. Mergers take competition through cooperation to what I call `co-operation.' a nonprofit corporate structure that competes better just because of the way it is organized."
The word "mergers" is in the title but the word "partnerships" is in the subtitle and I think much of this book's substantial value is found in what McCormick has to say about partnerships or, if you prefer, strategic alliances. Great benefit can also be derived from the process of determining whether or not to merge with a given candidate. Due diligence may perhaps reveal more information about your own organization than it does about a given candidate. McCormick organizes his material within nine chapters:
Deciding to Merge
Selecting a Merger Partner
Laying the Groundwork with Staff and Volunteers
Negotiating and Determining Structure
Dissolution vs. Merger
Technical and Legal Aspects
Working with Consultants and Attorneys
Transition to Merge
Evaluation and Stewardship
After his Conclusion, McCormick provides 12 appendices which include relevant case histories, informative sample documents, and practical checklists. Who will derive the greatest benefit from this book? Obviously, governing board members as well as senior-level executives in an NPO which is an active merger candidate, either to acquire or be acquired. I also highly recommend this book to governing board members and senior-level executives of all other NPOs which could soon become involved (voluntarily or involuntarily) in merger negotiations or at least in preliminary discussions.
At this point, I presume to offer a suggestion to decision-makers in any NPO: Schedule a 2-3 day off-site workshop and require all participants to read this book in advance. Use its "Table of Contents" for the agenda. The group's objective is to collaborate on a Game Plan (if an active merger candidate) or a Contingency Plan ("just in case"). Here is how McCormick concludes: "There is an old saying that `ships are safe in port, but that is not why they are built.' Merger is a time for leadership to set sail and captain the organization to a new land. A land of opportunity is made available by the increased capacity of merger with a dynamic partner." To which I add, Bon Chance! When appropriate, Bon Voyage!
A Serious Book for Serious People.......2001-01-27
................................................... Mr. McCormick's excellent treatment of the subject. Nonprofit Mergers is also an excellent work, but very different in style and tone.
This is a serious book on a difficult subject by someone who has been there. The author's experience and his ability to weave his experience into the narrative was very helpful in establishing his credibility and his "hands-on" as well as his theoretical knowledge of the subject.
I was especially impressed by his assertion, which I share, that nonprofit mergers rarely save any significant money, and should not be advocated or undertaken for economic reasons. There's an easy 4% or so in savings that can be realized from almost any merger; expecting more usually leads to disappointment. The reasons to merge may be "positive:" enhancing efficiency, effectiveness, community image, fundraising ability, etc.; or the reasons may be "negative:" Mr. McCormick has a good explanation of how factors unrelated to mission can lead to a spiral from liability concerns to viability concerns to survivability concerns.
The merger process is detailed, with cogent explanations of the rationale for each step. There are serious legal, financial, and organizational/administrative issues to be faced all along the way, and tips on selecting and working with competent and experienced counsel are included, along with case studies, tables, forms, and samples.
His caution about using counsel specifically trained in nonprofit mergers is well-take, Many specialists in working with for-profit mergers don't appreciate the importance of the emotional issues involved in mergers, and how a single volunteer with (seemingly) no "power" can scuttle the entire process. Nonprofit mergers must be a far more open process than their for-profit counterparts' could ever be.
The book is well-sourced and well-researched, though the attributions sometimes impede the flow of the narrative. Nevertheless, it's a good "hands-on" sourcebook for serious executives and board members contemplating nonprofit mergers.
Book Description
In his award-winning book The Collaboration Challenge, James E. Austin demonstrated how nonprofits and businesses can succeed through strategic alliances. Now, in Meeting the Collaboration Challenge, the Drucker Foundation provides specific guidance to help nonprofits of every size put collaboration into practice. This workbook, its companion videotape, and The Collaboration Challenge help your nonprofit organization further its mission through strategic alliances with businesses.
Customer Reviews:
Helping Nonprofits Build Business Alliances.......2002-04-09
This workbook is a terrific addition to Jim Austin's THE COLLABORATION CHALLENGE. It provides a process for nonprofit organizations to Prepare, Plan, Develop, and Renew alliances with businesses.
The Drucker Foundation shares this book and valuable resources on its Web site. With this volume you can share the approach with your colleagues and the Board of directors. There's also a half-hour video that illustrates five examples of nonprofit-business alliances.
Average customer rating:
- Practical help on going global
- An excellent resource
- Great primer for nonprofits interested in a bigger impact
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Going Global for the Greater Good: Succeeding as a Nonprofit in the International Community
Bonnie Koenig
Manufacturer: Jossey-Bass
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Binding: Hardcover
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ASIN: 0787966762 |
Book Description
Going Global for the Greater Good offers a unique look at the way nonprofits—of any size—can increase their impact and better achieve their missions by engaging in the international community. Nonprofits that see themselves as part of a global community can provide a broader reach for programs, enhance the diversity of their organizations, raise their organizations’ profiles, and benefit from the ideas and experience of the global nonprofit community. But few organizations know how to take their place at the international table, and many smaller organizations don’t know whether it is realistic for them to try. This practical, user-friendly guide helps locally based organizations find connections in the ever-expanding global arena of ideas.
Customer Reviews:
Practical help on going global.......2004-12-09
Nonprofits considering expanding into the global arena are often overwhelmed by the complexities and sensitivities involved. Koenig's book breaks the process into practical steps for integrating global considerations into all the strategic directions and goals of the organization. It is realistic about the challenges but optimistic about possibilities. Useful features include bibliographies, an excellent index and case studies of global efforts by organizations. The book cannot be compared to any others I know of because there aren't any others. Koenig has filled a gap and filled it well.
An excellent resource.......2004-04-24
The practical advice and examples from a variety of organizations both large and small are balanced with clear explanations of the principles as well as the personal and organizational challenges of action on the global stage. This sort of activism is not easy and Bonnie Koenig's insights are very helpful. Eve Sullivan, PARENTS FORUM®
Great primer for nonprofits interested in a bigger impact.......2004-04-05
As someone who spent many years working or volunteering in multinational organizations and who cares deeply about international issues, I found the book to be an excellent primer for a nonprofit thinking about entering or deepening its international engagement. I truly believe that it is essential for every nonprofit to become more aware of its role in the global community. This book can get your nonprofit started.
While most of the examples are from US nonprofits, in the spirit of the book, the author also includes examples from other countries.
You might be surprised at the nonprofits that already have benefited from international connections, such as Chicago's StreetWise, Boston-headquartered City Year, or the Association of Fundraising Professionals.
The book is easy reading and raises issues that any nonprofit will need to consider as it deepens its international involvement. It gives very helpful examples of other nonprofits that have addressed some of those issues. It is not in the scope of the book to give detailed answers to every question - for example, the mechanics of fundraising in other countries.
Of particular usefulness is the author's attention to both strategic and practical advice for nonprofits going international - from big picture issues such as organizational structure to more mundane but essential challenges such as setting up phone meetings across international time zones. The book is particularly good at highlighting cross-cultural communication considerations. Ms. Koenig's 20 years of experience working with local, national and international nonprofits, and her time spent living abroad, clearly show through.
Book Description
After more than a century of proliferation and growth, the nonprofit sector has reached a crossroads. The continued success of an organization's mission no longer depends on fresh, new programs and the extension of services, but on innovative management and revitalized organizational structure. The time has come for all nonprofits to consider mergers and alliances in their strategic plans. For many, this may seem a distasteful alternative after decades of Wall Street mergers made at the expense of workers, communities, and consumers-- but it doesn't have to be that way.
In Nonprofit Mergers and Alliances, Thomas McLaughlin describes a context for nonprofit mergers and discusses the forces that shape their use. He demonstrates that nonprofit mergers are fundamentally different from corporate mergers, that they can be of immense benefit to the community as well as the merging organizations, and that failure to merge can be disastrous for everyone. McLaughlin focuses on the concerns of the nonprofit sector: achieving the mission, retaining tax-exempt status, behaving responsibly in the community. He shows nonprofit managers and board members how to make their way through the merger process without repeating Wall Street misbehavior.
Using real-world examples and case studies, Nonprofit Mergers and Alliances offers clear, practical, step-by-step guidance through the merger process from preliminary considerations to actual implementation-- pointing out pitfalls and offering insightful commentary along the way. This immensely helpful volume provides:
* A penetrating discussion of the reasons to collaborate
* The C.O.R.E.(TM) model, a merger/alliance analysis framework
* Advice on partner selection
* Structure choice analyses
* Step-by-step guidance through merger and alliance processes
* A disk with forms and worksheets that any nonprofit can customize for its own needs.
Supplemented with easy-to-use checklists and analytical tables, Nonprofit Mergers and Alliances helps nonprofit board members and managers make the right decisions, monitor the entire process, anticipate problems, and find solutions quickly. The information contained in this book will help any nonprofit organization ensure the successful continuation of its mission in the immediate future as well as for years to come.
"We have two goals for this book. The first is to describe a context for nonprofit mergers, including a discussion of the forces helping to shape nonprofits' use of mergers and alliances. It is important that nonprofit managers and board leaders be aware of both the similarities and the differences in their sector's merger patterns and techniques. Ultimately, a nonprofit sector that knows well how to collaborate will be far more effective in the pursuit of its public-spirited mission . . . . The second goal is to provide concrete guidance based on actual nonprofit mergers." --From the author's Preface.
"Tom McLaughlin thoroughly addresses the subject in his timely and excellent new book Nonprofit Mergers and Alliances. It is a must for every nonprofit professional and board member." --Jere B. Ratcliffe Chief Scout Executive Boy Scouts of America.
"In a time when all nonprofit managers need to re-evaluate how to most effectively leverage the total assets of their organizations in support of their social mission, McLaughlin provides a comprehensive framework for understanding how to evaluate one's own organization and the tools needed to effectively link with potential partners." --Jed Emerson Executive Director The Roberts Foundation
"As the government continues to reduce both grants to and contracted services with nonprofits, some organizations are going to be forced to consider mergers and alliances. The key, as Tom so rightly points out, is to be prepared for change before there are no choices left. As usual, Tom is out in front of yet another business trend in the nonprofit sector." --Paul Clolery Editor in Chief Nonprofit Times.
Customer Reviews:
one of the best book written on the subject.......1999-04-22
McLaughlin does a painstaking job of providing an indepth analysis of mergers and strategic allainces in america's nonprofit sector. Highly recommended for scholars and students of nonprofit sector. An insighful work!
Book Description
Drawing on the findings of the most ambitious national study to date on nonprofit strategic restructuring, the authors provide nonprofit managers, board members, consultants, and foundation executives with research-based information to use in making tough decisions about whether and how to pursue a range of organizational partnerships--from jointly managed programs and consolidated administrative functions to full-scale mergers. The authors investigate two widespread assumptions--that strategic restructuring leads to greater organizational efficiency and that nonprofit consolidations are similar to corporate consolidations. Six in-depth case studies of actual nonprofit restructurings highlight the costs and benefits associated with this increasingly adopted course of action, a trend that is expected to remain on the upswing for the foreseeable future.
Book Description
This insightful guide shows how by joining forces, nonprofits can use consolidation as a strategic tool to enhance, rather than undermine mission. As nonprofits find ways to increase effectiveness in services and fundraising and face the growing competition for limited resources, they can focus on their real goal-serving their constituents.
Arsenault explores the various options for consolidation-including joint ventures and partnerships, management service organizations, parent corporations, and mergers. She also details the negotiation process and demonstrates how to design and frame the consolidation process in a positive and constructive way for staff, donors, and constituents. Written for nonprofit managers and boards, Forging Nonprofit Alliances determines which options are right for an organization and clearly defines the roles and responsibilities of all members of nonprofit board and staff in planning and implementing an alliance.
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Integrating Mission and Strategy for Nonprofit Organizations
