Designed to help nonprofit leaders use performance measurement to enhance their organization's ability to achieve their mission, this program explores how participants can use performance measurement to drive innovation and have an outsized impact in a rapidly changing world. This program is a collaboration between the Harvard Business School Social Enterprise Initiative and the Hauser Institute for Civil Society at Harvard University.
Designed to strengthen the capacity of nonprofit CEOs and executive directors to lead their organizations effectively, this 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.
Intended for nonprofit board members and nonprofit C-suite staff who engage extensively with the board of directors. This 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.
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.
Intended for school board members and superintendents in member districts of the Council of the Great City Schools. This three-day program helps participants explore key topics in strategy, management, and governance, including building capacity for district improvement, managing conflict, and addressing inequities.
"More than anything I feel empowered with tangible skills and concepts that I can integrate and use at my organization, to lead us into effectively scaling and achieving maximum transformative impact for every human and animal life that we touch."
"I have a small cohort of colleagues and friends from the program. We meet virtually every other month to encourage one another to complete our stated goals (developed before completing the program), share best practices, resources, and tools, and have a laugh or two. These personal and professional connections have been invaluable."
"You absolutely need to have that wider view, but the practical tools and strategy to execute a vision are equally important. SPNM provides both sides of the equation."
Participants in Social Enterprise Executive Education programs come from outside the U.S.
Annual participants in Social Enterprise Executive Education programs
people served by Strategic Perspectives in Nonprofit Management participant organizations annually