A complete set of tools for applying entrepreneurial strategies and
techniques to your nonprofit
As a follow-up to their book Enterprising Nonprofits, the authors
of Strategic Tools for Social Entrepreneurs provide a full set of
practical tools for putting the lessons of business
entrepreneurship to work in your nonprofit. The book offers
hands-on guidance that helps social sector leaders hone their
entrepreneurial skills and carry out their social missions more
effectively than ever before. This practical and easy-to-use book
is filled with examples, exercises, checklists, and action steps
that bring the concepts, frameworks, and tools to life. Detailed
explanations of all the tools and techniques will help you
personalize and apply them to your nonprofit organization-making it
stronger, healthier, and better able to serve the needs of our
communities.
Praise for Strategic Tools for Social Entrepreneurs
‘I search constantly for resources that can help provide insight
and guidance to take Teach For America to a higher level; Strategic
Tools for Social Entrepreneurs does this and more. The book takes
the best practices of for-profits and social enterprises and adapts
them to the needs of entrepreneurial, mission-driven nonprofits.
Strategic Tools for Social Entrepreneurs is a tremendous
contribution to social entrepreneurs and to the nonprofit
sector-many thanks to the authors for identifying this need and
filling it!’
-Wendy Kopp
Founder and President, Teach For America
All of the royalties from this book will be used by the Ewing
Marion Kauffman Foundation to support continuing work on social
entrepreneurship.
Tabela de Conteúdo
Foreword.
Preface.
Acknowledgements.
About the Authors.
Editor’s Introduction.
PART I: CREATING A STRATEGIC SERVICE VISION.
Chapter 1: Developing a Strategic Service Vision (James L.
Heskett).
Chapter 2: Developing an Entrepreneurial Competitive Strategy
(Jerry Kitzi).
Chapter 3: Cooperative Strategy: Building Networks, Partnerships,
and Alliances (Jerry Kitzi).
Chapter 4: Leading, Retailing, and Rewarding People
Entrepreneurially (Peter Economy).
Chapter 5: Managing Your Board Entrepreneurially (Jerry
Kitzi).
Chapter 6: Treating Your Donors as Investors (Kay Sprinkel
Grace).
Chapter 7: Working with Community.
Chapter 8: Performance Information that Really Performs (Fay
Twersky and Jill Blair).
PART II: GROWING AND EXPLORING NEW DIRECTIONS.
Chapter 9: Developing Viable Earned Income Strategies (Beth Battle
Anderson, J. Gregory Dees, and Jed Emerson).
Chapter 10: The Question of Scale: Finding an Appropriate Strategy
for Building on Your Success (Melissa A. Taylor, J. Gregory Dees,
and Jed Emerson).
Chapter 11: Managing Organizational Change (Betty Henderson
Wingfield).
Chapter 12: Growing with an Entrepreneurial Mind-Set (Steve
Roling).
Appendix.
Index.
Sobre o autor
J. GREGORY DEES is Adjunct Professor of Social Entrepreneurship and Nonprofit Management at Duke University’s Fuqua School of Business, and Entrepreneur-in-Residence with the Ewing Marion Kauffman Foundation’s Center for Entrepreneurial Leadership. Prior to coming to Duke, he served as the Miriam and Peter Haas Centennial Professor in Public Service at Stanford University’s Graduate School of Business where he was the founding codirector of the new Center for Social Innovation.
JED EMERSON is Senior Fellow, William and Flora Hewlett Foundation, and lecturer at the Center for Social Innovation, Graduate School of Business, Stanford University.
PETER ECONOMY is Associate Editor of Leader to Leader magazine and bestselling author of Leadership Ensemble: Lessons in Collaborative Management from the World’s Only Conductorless Orchestra.
Mr. Dees, Mr. Emerson, and Mr. Economy also previously collaborated on Enterprising Nonprofits: A Toolkit for Social Entrepreneurs (Wiley).
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