To achieve significant impact, a nonprofit organization must build, tune, and fuel an “engine of impact”—a system that encompasses seven essential areas of strategic leadership. This diagnostic tool enables nonprofit stakeholders to assess how well their organization performs in each of those areas and how ready that organization is to scale its impact.
“A cardinal principle of fund raising is to start with your board,” Bill Meehan and Kim Jonker write in Engine of Impact. With this tool, nonprofit leaders can gather and present vital data on their board’s contribution to funding their organization.
Jim Collins, best-selling author of Good to Great, discusses “the real key to getting the most” out of Engine of Impact.
Bill Meehan and Kim Jonker describe the impetus and the inspiration behind their effort, in Engine of Impact, to forge “a common language, a new way of thinking, and a clear approach” for the social sector.
Bill Meehan and Kim Jonker spoke with host Dan Loney for the Knowledge@Wharton radio show, which streams on SiriusXM Channel 111. During the interview, Meehan and Jonker discussed the challenges associated with measuring impact, the power of donors to change the social sector, and role played by “insight and courage” in nonprofit leadership, among other topics.
In an article titled “Four Ways Nonprofits Can Increase Their Impact,” Theodore Kinni offers several nuggets of insight from an interview that he conducted with Bill Meehan and Kim Jonker. The piece appears in the Autumn 2017 issue of Stanford Business, a magazine for alumni of Stanford Graduate School of Business.
In an interview posted at the firm’s Alumni Center website, the authors discuss Engine of Impact, their decision to collaborate on a study of nonprofit leadership, the ways in which their careers at McKinsey informed their perspective on the nonprofit sector, and other aspects of their experiences at the firm.
For nearly two decades, Bill Meehan has taught a course on the strategic leadership of nonprofit organizations at Stanford Graduate School of Business (GSB). Kim Jonker has taught courses on that subject at GSB as well. Below are links to copies of two syllabuses that Meehan and Jonker have used in these courses. The authors have adapted these syllabuses to include references to relevant sections of Engine of Impact.
For his course, Meehan and his colleagues (including Jonker) have developed in-depth case studies on a wide range of social sector organizations. Below are links to information about case studies on organizations that appear in Engine of Impact. In writing the book, Meehan and Jonker drew extensively on this body of material. These case studies are available for download by current GSB students, as well as faculty and staff members of the school. Educators may purchase copies of these cases through Harvard Business Publishing or the Case Centre.
Also below are links to information about other case studies on organizations that appear in Engine of Impact. These cases, all published by Harvard Business School, are by a wide variety of authors. Educators can inquire about accessing these cases through Harvard Business Publishing.
The Readiness to Scale Matrix is a visualization of the different categories a nonprofit might find itself in, based on its stages of development of the essentials of strategic leadership.
Drawing upon concepts of Engine of Impact, Bill Meehan and Kim Jonker share the 8 questions critical to consider when starting a social venture.
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