Published by:
Harvard Business Publishing
Length: 8 pages
Share a link:
https://casecent.re/p/44709
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
Too often, the board of a nonprofit organization is little more than a collection of high-powered people engaged in low-level activities. But that can change, the authors say, if trustees are willing to discover and take on the new work of the board. When they perform the new work, a board''s members can significantly advance the institution''s mission and long-term welfare. The authors give many examples of boards that have successfully embraced the new work. The stakes are high: if boards demonstrate that they can change effectively, the professional staff at the institutions they serve just may follow suit.
About
Abstract
Too often, the board of a nonprofit organization is little more than a collection of high-powered people engaged in low-level activities. But that can change, the authors say, if trustees are willing to discover and take on the new work of the board. When they perform the new work, a board''s members can significantly advance the institution''s mission and long-term welfare. The authors give many examples of boards that have successfully embraced the new work. The stakes are high: if boards demonstrate that they can change effectively, the professional staff at the institutions they serve just may follow suit.