個案總覽

This article examines the extent to which current leaders from each of the three sectors (public, private, and nonprofit) have had meaningful cross-sector experience either through full-time employment or through service on boards/commissions or other forms of affiliation. Almost half of all leaders profiled had at least one multisector affiliation and about 15% had four or more. It also explores the costs and benefits of such experiences to them and their organization. Almost every leader interviewed described a logical, but serendipitous path that created a unique, unforeseeable, and often very rewarding set of opportunities and experiences. Their profiles also suggest the emergence of a new career path in which leaders garner developmentally rich, career-accelerating experiences, often in parallel, by virtue of part-time cross-sector affiliations in addition to traditional employment.

Imagine what an extra $100 billion a year could do for philanthropic and other nonprofit institutions. According to a new study, the nonprofit sector could free that amount--maybe even more--by making five changes in the way it operates. The study asked two central questions: Does the sector's money flow from its source to its ultimate use as efficiently and effectively as possible? If not, where are the big opportunities to increase social benefit? According to former Senator Bill Bradley and McKinsey's Paul Jansen and Les Silverman, nonprofits could save roughly $25 billion a year by changing the way they raise funds. By distributing funds more quickly, they could put an extra $30 billion to work. Organizations could generate more than $60 billion a year by streamlining and restructuring the way in which they provide services and by reducing administrative costs. And they could free up even more money--an amount impossible to estimate--by better allocating funds among service providers. The authors admit that making those changes won't be easy. The nonprofit world, historically seen as a collection of locally focused charities, has become an enormous sector, but it lacks the managerial processes and incentives that help keep the for-profit world on track. And when the baby boomers start to retire in less than a decade, public budgets will be squeezed even more than they are today. If the nonprofit sector is to help the nation cope with the stresses ahead, it must become more efficient and challenge its traditional concepts of stewardship.