The Collaboration Challenge – How Nonprofits and Businesses Succeed through Strategic Alliances

Presented by The Drucker Foundation

"Austin has uncovered the common elements and key strategies that make for effective collaborations.... In The Collaboration Challenge, he illuminates these key lessons for all leaders, and makes it possible for each of us to meet the collaboration challenge."
Frances Hesselbein, chairman of the board of governors, The Drucker Foundation, and John C. Whitehead, founder, The John C. Whitehead Fund for Not–for–Profit Management, Harvard Business School

"Austin has performed a valuable service for nonprofit organizations and their corporate partners by illuminating the dynamics of successful relationships. His useful book deserves to be widely read by leaders in both sectors concerned about increasing the effectiveness of their social action agenda."
Rosabeth Moss Kanter, Harvard Business School, author of World Class and Rosabeth Moss Kanter on the Frontiers of Management

"The entire nonprofit sector has been searching for the expertise and tools this book provides. Nothing else like it exists."
Bill Shore, executive director of Share–Our–Strength and author of The Cathedral Within and Revolution of the Heart

In these complex times, when no organization can succeed alone, nonprofits and businesses are embracing collaboration for mutual benefits. Nonprofits are partnering with businesses to further their missions, develop resources, strengthen programs, and thrive in the competitive world. Companies are also discovering that alliances with nonprofits generate significant rewards: increased customer preference, improved employee morale, greater brand identity, stronger corporate culture, and higher innovation.

In this timely and insightful book, James E. Austin provides a practical framework for understanding how traditional philanthropic relationships can be transformed into powerful strategic alliances. He offers advice and lessons drawn from the experiences of numerous collaborations, including Timberland and City Year; Starbucks and CARE; Georgia–Pacific and The Nature Conservancy; MCI WorldCom and The National Geographic Society; Reebok and Amnesty International; and Hewlett–Packard and the National Science Resource Center.

Readers will learn how to:

Find and connect with high–potential partners
Ensure strategic fit with the partner′s mission and values
Generate greater value for each partner and society
Manage the partnering relationship effectively