Winter 2004

Volume 2, Number 3

For foundations, the decision not to fund can be just as important as the decision to fund. When a small group of foundations collectively decided not to put any more money into the Pittsburgh school system they saw as too flawed to effectively aid, they catalyzed the formation of a cross-sector commission on public education. The winter 2004 issue of Stanford Social Innovation Review features the article “Leading Boldly,” which reveals the powerful effects foundation leadership willing to take risks can have.


Nonprofit Management

Leading Boldly

By Ronald A. Heifetz, John V. Kania, & Mark R. Kramer 1

Foundations can move past traditional approaches to create social change through imaginative – and even controversial – leadership.

Field Report


Competitive Advantage: A Dance of Relevance

By Jocelyn Dong

Ballet Memphis leverages its understanding of local culture – Elivs, gospel, rockability, and African-American stories – to compete against touring Broadway blockbusters.


Managing Risk

By Kathryn Olney

Nonprofits Insurance Alliance of California is thriving, despite taking on clients that no one else would.

Case Study



Nonprofit Management

Hidden at Home

By Matthew Scheuerman

What do you get when you ask nonprofit executives and the public the same question about pressing social issues? Different answers.


Cashing In

By Rosanne Siino

Why nonprofits should raise the bar in corporate partnerships.



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