Expanding its early focus on helping nonprofits operate more efficiently to the emerging space of social enterprises and the challenges of measuring social impact, our faculty have developed a body of knowledge that encompasses leadership, strategy, and governance of mission-driven organizations across the spectrum, from entrepreneurial ventures to more established firms.
This course examines how to create, develop and scale high-performing social enterprises — be they for-profit, non-profit, or hybrid organizations. Students will learn how to: a) create a mission and strategy that align a theory of social change with a sustainable business model that will provide the requisite resources; b) build performance management systems that measure social returns for society and guide strategic decision-making; and, c) scale impact through multiple strategies including growth, collaboration, and policy influence. The course draws on cases from diverse industries — such as education, health, youth services, and poverty alleviation, and impact investing — as a basis for identifying general management lessons that cut across industries. The course also includes conversations with social sector leaders at various stages of their careers on contemporary debates, innovations, and future directions.