Publications
Publications
- Harvard Business Review
Creating High-Impact Coalitions: CEOs Can Lead the Charge on Society’s Biggest Problems
By: Rosabeth M. Kanter and Tuna Cem Hayirli
Abstract
Traditionally, responses to crises and societal problems—the COVID-19 pandemic, natural disasters, racial inequities—are considered the responsibility of the public sector and NGOs. But addressing the world’s most critical problems requires leadership, resources, and skills beyond those of any single organization, industry, sector, or government. What’s needed, the authors argue, is high-impact coalitions—an emerging organizational form that reaches across boundaries of business, governments, and NGOs. Although public-private partnerships have existed for some time in various forms, large cross-sector, multistakeholder initiatives are newly resurgent and not yet widely understood. They are more voluntary and relationship-based than formal organizations but more task-directed than networks. They connect otherwise disparate spheres of activity that bear on big problems by aligning powerful actors behind a purpose-driven mission. Once underway, they can harness and utilize capabilities quickly and flexibly. This article describes the features of high-impact coalitions and sets out five principles that make the difference between success and failure.
Keywords
Coalition; Change; Problem Solving; Organization; Boundaries; Evolution; Mission; Moral Leadership; Balance; ＂Solutions Approach; Society; Problems and Challenges; Organizations; Mission and Purpose; Leading Change; Trust
Citation
Kanter, Rosabeth M., and Tuna Cem Hayirli. "Creating High-Impact Coalitions: CEOs Can Lead the Charge on Society’s Biggest Problems." Harvard Business Review 100, no. 2 (March–April 2022).