LESLIE R. CRUTCHFIELD is an author and a leading authority on scaling social innovation and high-impact philanthropy. She is a senior advisor at FSG, a nonprofit consulting firm specializing in social sector strategy, evaluation, and research. Her previous book, Forces for Good, was recognized in The Economist on its annual list of Top Business Books.JOHN V. KANIA is a managing director at FSG who oversees the firm’s consulting practice. John is a featured author of the book Learning from the Future, and he has been published in Stanford Social Innovation Review and the Wall Street Journal. He is a former partner of both Mercer Management Consulting and Corporate Decisions, Inc. MARK R. KRAMER is cofounder and a managing director at FSG, cofounder of the Center for Effective Philanthropy, and a Senior Fellow at Harvard University. Mark speaks and writes extensively on topics in philanthropy and corporate responsibility, and has been published in Harvard Business Review and Stanford Social Innovation Review.

• Preface viiAcknowledgments xiThe Authors xv1 Catalytic Philanthropy 12 Commit to Your Cause 193 Practice 1: Advocate for Change 374 Practice 2: Blend Profit with Purpose 635 Practice 3: Forge Nonprofit Peer Networks 876 Practice 4: Empower the People 1197 Practice 5: Lead Adaptively 1438 Practice 6: Learn in Order to Change 1659 Toward a More Catalytic Future 185Appendix A: Research Methodology 191Appendix B: Peer Survey Questions 199Appendix C: Research Advisors 203Appendix D: Review of the Six Practices of High-Impact Nonprofits in Forces for Good 205Appendix E: Getting Started with Catalytic Philanthropy 211Notes 227Index 239

This how-to book examines the modern role of philanthropy, moving from merely "giving away money" to becoming "active participants in the business of solving social and environmental problems." The authors examine six practices donors can undertake to change the world, an admirable goal, but much of their message gets lost in muddy jargon: "it is useful to think of collaboration as a spectrum of activity that ranges from loose coordination and informal information sharing to intense, focused collective impact campaigns" (see Figure 5.1). The message itself, and the book's organization, however, are right on the money. Each chapter concludes with a summary of key principles covered and includes reminders of important points. Some of their real-life examples are especially illustrative, such as the story about a San Diego foundation that asked residents what they hoped for in their community and used funds to create an environment tailored to those desires and needs. Also fascinating is their look at "adaptive leaders" who learn to influence beyond their control, take on a higher profile, and engage with media, a type of leadership the authors endorse but warn is "not for the timid...power hungry." (Mar.) (Publishers Weekly, April 11, 2011)

LESLIE R. CRUTCHFIELD is an author and a leading authority on scaling social innovation and high-impact philanthropy. She is a senior advisor at FSG, a nonprofit consulting firm specializing in social sector strategy, evaluation, and research. Her previous book, Forces for Good, was recognized in The Economist on its annual list of Top Business Books.JOHN V. KANIA is a managing director at FSG who oversees the firm’s consulting practice. John is a featured author of the book Learning from the Future, and he has been published in Stanford Social Innovation Review and the Wall Street Journal. He is a former partner of both Mercer Management Consulting and Corporate Decisions, Inc. MARK R. KRAMER is cofounder and a managing director at FSG, cofounder of the Center for Effective Philanthropy, and a Senior Fellow at Harvard University. Mark speaks and writes extensively on topics in philanthropy and corporate responsibility, and has been published in Harvard Business Review and Stanford Social Innovation Review.

• Preface viiAcknowledgments xiThe Authors xv1 Catalytic Philanthropy 12 Commit to Your Cause 193 Practice 1: Advocate for Change 374 Practice 2: Blend Profit with Purpose 635 Practice 3: Forge Nonprofit Peer Networks 876 Practice 4: Empower the People 1197 Practice 5: Lead Adaptively 1438 Practice 6: Learn in Order to Change 1659 Toward a More Catalytic Future 185Appendix A: Research Methodology 191Appendix B: Peer Survey Questions 199Appendix C: Research Advisors 203Appendix D: Review of the Six Practices of High-Impact Nonprofits in Forces for Good 205Appendix E: Getting Started with Catalytic Philanthropy 211Notes 227Index 239

This how-to book examines the modern role of philanthropy, moving from merely "giving away money" to becoming "active participants in the business of solving social and environmental problems." The authors examine six practices donors can undertake to change the world, an admirable goal, but much of their message gets lost in muddy jargon: "it is useful to think of collaboration as a spectrum of activity that ranges from loose coordination and informal information sharing to intense, focused collective impact campaigns" (see Figure 5.1). The message itself, and the book's organization, however, are right on the money. Each chapter concludes with a summary of key principles covered and includes reminders of important points. Some of their real-life examples are especially illustrative, such as the story about a San Diego foundation that asked residents what they hoped for in their community and used funds to create an environment tailored to those desires and needs. Also fascinating is their look at "adaptive leaders" who learn to influence beyond their control, take on a higher profile, and engage with media, a type of leadership the authors endorse but warn is "not for the timid...power hungry." (Mar.) (Publishers Weekly, April 11, 2011)

LESLIE R. CRUTCHFIELD is an author and a leading authority on scaling social innovation and high-impact philanthropy. She is a senior advisor at FSG, a nonprofit consulting firm specializing in social sector strategy, evaluation, and research. Her previous book, Forces for Good, was recognized in The Economist on its annual list of Top Business Books.JOHN V. KANIA is a managing director at FSG who oversees the firm’s consulting practice. John is a featured author of the book Learning from the Future, and he has been published in Stanford Social Innovation Review and the Wall Street Journal. He is a former partner of both Mercer Management Consulting and Corporate Decisions, Inc. MARK R. KRAMER is cofounder and a managing director at FSG, cofounder of the Center for Effective Philanthropy, and a Senior Fellow at Harvard University. Mark speaks and writes extensively on topics in philanthropy and corporate responsibility, and has been published in Harvard Business Review and Stanford Social Innovation Review.

• Preface viiAcknowledgments xiThe Authors xv1 Catalytic Philanthropy 12 Commit to Your Cause 193 Practice 1: Advocate for Change 374 Practice 2: Blend Profit with Purpose 635 Practice 3: Forge Nonprofit Peer Networks 876 Practice 4: Empower the People 1197 Practice 5: Lead Adaptively 1438 Practice 6: Learn in Order to Change 1659 Toward a More Catalytic Future 185Appendix A: Research Methodology 191Appendix B: Peer Survey Questions 199Appendix C: Research Advisors 203Appendix D: Review of the Six Practices of High-Impact Nonprofits in Forces for Good 205Appendix E: Getting Started with Catalytic Philanthropy 211Notes 227Index 239

This how-to book examines the modern role of philanthropy, moving from merely "giving away money" to becoming "active participants in the business of solving social and environmental problems." The authors examine six practices donors can undertake to change the world, an admirable goal, but much of their message gets lost in muddy jargon: "it is useful to think of collaboration as a spectrum of activity that ranges from loose coordination and informal information sharing to intense, focused collective impact campaigns" (see Figure 5.1). The message itself, and the book's organization, however, are right on the money. Each chapter concludes with a summary of key principles covered and includes reminders of important points. Some of their real-life examples are especially illustrative, such as the story about a San Diego foundation that asked residents what they hoped for in their community and used funds to create an environment tailored to those desires and needs. Also fascinating is their look at "adaptive leaders" who learn to influence beyond their control, take on a higher profile, and engage with media, a type of leadership the authors endorse but warn is "not for the timid...power hungry." (Mar.) (Publishers Weekly, April 11, 2011)