Intended for chairs of nonprofit boards and other nonprofit board members occupying significant board leadership roles. This three-day program explores issues of critical concern to board leaders, including strategic planning; managing mission transitions and organizational transformations; achieving financial sustainability; driving high performance; attaining effective board-CEO relationships; creating a productive board structure and a culture of board engagement; and preserving trust and accountability.
Designed to help nonprofit leaders use performance measurement to enhance their organization's ability to achieve their mission, this three-day program encourages participants to look at how the strategic use of organizational performance measurement can improve resource allocation, internal processes, external accountability, and other areas of concern. This program is a collaboration between the HBS Social Enterprise Initiative and Harvard University's Hauser Center for Nonprofit Organizations.
Designed to strengthen the capacity of nonprofit CEOs and executive directors to lead their organizations effectively, this intensive six-day program provides a conceptual approach to shape the direction, mission, policies, and major programs of nonprofit organizations. Participants explore strategic concepts in mission focus, market sensitivity, organizational structure, and performance management and control. Participants also take part in peer consultations, small-group consultative sessions in which they address critical challenges facing their organizations.
Designed to provide senior corporate executives in a variety of industries with knowledge, practical tools, and frameworks for integrating social responsibility into their corporate strategy, this program explores how corporate social responsibility can significantly improve business performance; how to incorporate it into the company strategy; and how to drive it throughout the organization. Through an in-depth exploration of the dilemmas, challenges, and complexities inherent to existing models of CSR, the program pushes the frontiers of the field and brings into focus the next generation of issues facing practitioners.
Intended for teams of eight participants, including district office personnel, school principals, and regional supervisors who are responsible for school systems with at least 30,000 enrolled students. This five-day program helps leaders from urban school systems drive improved performance by applying proven management concepts to the unique challenges of their districts.
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