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How have the growing demands for “high-performance nonprofit” impacted some of the oldest philanthropic organizations in the United States? In this panel discussion, the CEOs of three organizations reflect upon the speed and tact with which they must adapt their strategies and directions in a new century. Peter Goldberg opens on the importance of fostering a culture of innovation, so that one might effectively bridge the gap between a “high touch” and a “high tech” strategy. Cathy Tisdale discusses both the value of having an iconic brand and the potential pitfalls of overextending legacy procedures. Jim Gibbons emphasizes the need for reinvention in nonprofit, such that you can remain relevant to the communities that you serve. Leadership 18 members Peter Goldberg, Cathy Tisdale, and Jim Gibbons were invited by the Center for Social Innovation’s Public Management Program and the Center for Leadership Development and Research at the Stanford Graduate School of Business.
The William and Flora Hewlett Foundation and Stanford Social Innovation Review have partnered to publish a 15-part series of articles exploring whether and how philanthropy and nonprofits can improve US voter turnout and civic participation.
Strategy, capital, and people are essential to scaling an organization’s work and impact, but they’re not sufficient—to transform those crucial resources into the desired results, nonprofit leaders need to redesign their organizations too.