Winter 2007

Volume 5, Number 1

Nonprofits using for-profit models, businesses pursuing social missions—the paths of businesses and nonprofits aren’t just crossing, they are converging. When it comes to value creation, stakeholder management, organizational structure, and capital mobilization, business and nonprofit leadership face many of the same challenges and goals. Stanford Social Innovation Review’s winter 2007 issue deals with the necessity of “Capitalizing on Convergence.”


Nonprofit Management

The Power of Brands

By Adrian Sargeant & John B. Ford 3

Not only does a distinctive brand help a nonprofit raise its visibility among the public, it also develops deeper ties with donors, partners, and other stakeholders.

Economic Development

One Buyer at a Time

By James T. Riordan 3

Aid organizations help build small businesses build capacity without asking whether people want the businesses’ products. As these stories show, successful programs start with real buyers.


Capitalizing on Convergence

By James E. Austin, Roberto Gutiérrez, Enrique Ogliastri, & Ezequiel Reficco 2

Nonprofits and businesses are converging - in the value they create, the stakeholders they manage, the organizations they form, and the financial instruments they use.

Field Report

Case Study





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