Leadership in chaotic times: What corporations and nonprofits can learn from each other

1. Leadership in chaotic times: What corporations and nonprofits can learn from each other May 13, 2008 Ed Granger-Happ CIO, Save the Children Chairman, NetHope

2. What I’m Doing at Tuck • Learning • Auditing class on Comparative Leadership Models • And one on Social Entrepreneurship • Advising • Independent study on disruptive innovation • Team project on tech collaboration for small NGOs • Writing • NTEN/J. Wiley Book • Blog: http://granger-happ.blogspot.com/ • Lecturing • Leadership • Future of Technology • Good Enough Principle The Power of Collaboration

3. Some Context

4. World population is growing Source: U.S. Census Bureau, International Data Base The Power of Collaboration

5. Poverty is growing faster Source: The World Bank Group: World Development Indicators The Power of Collaboration

6. In Africa it’s worse Source: U.S. Census Bureau and World Bank The Power of Collaboration

7. Donations are growing, but it’s not enough Source: The Chronicle of Philanthropy, Oct 26, 2006 The Power of Collaboration

8. Corporate Social Responsibility • WSJ report: survey of 1,800 13-to-25-year-olds • 79% want to work for a company that cares about how it affects or contributes to society • 64% said their employer's social and environmental activities inspire loyalty • One of top 3 questions asked by Microsoft applicants: What’s your social responsibility program? • 50% of Tuck applicants who are accepted ask about the Allwin Initiative for Corporate Citizenship The Power of Collaboration

9. Corporate Philanthropy • Good corporate citizen (Chase and IBM in 1960’s) • Employee retention (Microsoft in 1990’s) • Leadership Development (Cisco, Pfizer in 2000’s) • Winning the global competition for talent (in coming decade) • Strategic import increases in each era The Power of Collaboration

10. The War for Talent is Just Beginning • 75M baby-boomers to retire (2010-2025) • 35M millennials (born 1980-2000) take over • The Math doesn’t work • Two conclusions: • Will change the nature of retirement • Job market will be skewed to the sellers: we will both write our own tickets The Power of Collaboration

11. So What Do We Want? • To be proud of our organizations The Power of Collaboration

12. Nonprofits as a Leadership Case

13. Want Don’t Nonprofits Do Well? • Death by consensus – participation paralysis • Quality over reach – the Asia Area day-care case • Accountability – the irony and loss of the university model • Metrics –reporting on impact rather than input The Power of Collaboration

14. Death by Consensus The Power of Collaboration

15. What Do Nonprofits Do Well? • Missions that matter • Engage employees hearts and minds • Collaboration rather than competition • Work-life balance –self directed rather than fewer hours • Pragmatic, “good enough” approach to services • We have engaging stories to tell on images to show The Power of Collaboration

16. A story from Zaire “The tree the tempest with a crash of wood Throws down in front of us is not to bar Our passage to our journey's end for good, But just to ask us who we think we are.” –Robert Frost The Power of Collaboration

17. Building Collaboration “Who has expertise I can trust? Shared Assessments, Services II Shared Specialization Joint Projects “What can we build together?” NRK, Phase 2 Satellites Increasing Levels of Trust Partnering “How can we work with corporations?” Cisco, Microsoft, Intel Grants Basic Info Sharing “What are my peers doing?” Meetings, Conference Calls The Power of Collaboration

18. Banda Aceh – Ground Zero 18 The Power of Collaboration

19. What Are the Take-Aways for Corp’s? • Look for the "giving-back" factor: • Enlist employees in projects that give back to community. • Motivate staff, help corporate marketing (cause marketing), • While doing good for those in need. • Think constituents, not competition: • Focus on how constituents benefit, not on issues of competition. • Partner and collaborate with competitors -- can create new technologies and partnerships that otherwise would not exist. • Find and communicate meaning in the work: • Motivate employees without benefits of stock options, stock savings plans, and bonuses • The work itself has meaning • Work environment counts big time, self-directed schedules matter • Prioritize projects and stakeholders: • Limited budgets and not limiting • Accomplish new initiatives by increasing primary stakeholder project lists and downsize secondary stakeholder list (often HQ) The Power of Collaboration

20. What is this large object? a very large ship 5 miles inland in the middle of the road The Power of Collaboration

21. Cisco Fellowship Program Take-Aways • Learn how to manage in chaotic times • disaster response • How to manage with fewer resources • Influence and relationship management • how to be the “glue” • Collaborate by example • Gaining a long-term rather than quarterly view • “Fellows became more holistic in their thinking” – Tae Yoo, VP The Power of Collaboration

22. A Bias for Action The Power of Collaboration

23. Something to Learn From GE • Jack Welch’s 4 Es and a P • Energy (Molly Tschang) • Energizing (Randy Pond) • decision-Edge (decisive) • Execution (get it done!) • Passion (this mission matters) The Power of Collaboration

24. The Power of Collaboration

25. Questions?eahpp@savechildren.org