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EPNL Next Step
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| In April 2009, the Center for Social Innovation hosted the EPNL Next Step conference. This event was designed exclusively for graduates of the Stanford Executive Program for Nonprofit Leaders (EPNL) and EPNL Arts to build on their EPNL experience and lead a more effective nonprofit. Registration for this event is closed. |
Agenda |
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April 3, 20098:00-5:30: April 4, 20098:00-4:30:
April 3, 20098:00-9:00 a.m.Registration and Continental Breakfast 9:00 – 9:15 a.m.Welcome to EPNL Next Step Professor James A. Phills, Director of the Center for Social Innovation, Stanford Graduate School of Business 9:15-10:15 a.m.New Trends in Social Innovation for Nonprofit LeadersJames A. Phills, Director of the Stanford Center for Social Innovation and Professor of Organizational Behavior, Stanford Graduate School of Business What are the latest trends in social innovation for nonprofit leaders? Professor James Phills explains why most of today’s innovative social solutions cut across the traditional boundaries separating nonprofits, government, and for-profit businesses. As nonprofit leaders, you will explore the opportunities provided by these approaches. 10:30-12:30 a.m.Building Consensus in Multi-Stakeholder GroupsSam Kaner, Executive Director of Community at Work, Organizational Development Consultant to the Stanford Center for Social Innovation Sam Kaner’s writing on collaboration has influenced two generations of leaders who want to put inclusive, participatory values into practice in their organizations. This session provides a fast-paced overview of some of Mr. Kaner’s key insights on group dynamics, consensus building, and the role of leader in participatory meetings. This presentation combines lecture, group discussion, and small-group interactions that encourage you to apply his concepts to your own real-life situations. You’ll come away with a fresh perspective, and some tools you can use right away. 12:30-1:30 p.m.Networking Lunch 1:30-5:30Faculty and Peer Roundtables on Strategy: Real World Challenges and Solutions in ImplementationLed by James A. Phills (confirmed) and Chip Heath (tentative), Professors of Organizational Behavior, Stanford Graduate School of Business The “Jim and Chip Show” with Professors Jim Phills and Chip Heath (tentative) is back, and better than ever. Debrief with your EPNL professors and peers about the challenges and opportunities you face with strategy implementation. The speakers will encourage you to explore what’s worked, what hasn’t worked, and how you can use essential frameworks to put into place an actionable strategic plan for your organization. 5:30-6:15 p.m.Networking Reception 6:15-8:00 p.m.Dinner with EPNL Next Step Faculty and Peers April 4, 20098:00-9:00 a.m.Continental Breakfast 9:00 – 10:00 a.m.Social Innovation: An Interdisciplinary ApproachProfessor James Patell, Hoover Professor of Public and Private Management, Co-director of the Product Realization Network. Students are changing the world one class at a time in a multi-disciplinary course taught across the Graduate School of Business, the School of Engineering, and the Hasso Plattner Institute of Design at Stanford; the latter is otherwise known as the D School. In this popular two-quarter sequence called Entrepreneurial Design for Extreme Affordability, teams of graduate students apply design, engineering, and business skills to create comprehensive solutions to problems faced by the world's poor. Learn about the innovative ways they are solving some of the world’s most vexing social problems with limited resources and an entrepreneurial spirit. 10:30 – 12:00 a.m.Balancing Social and Economic ObjectivesBill Barnett, Professor, Professor of Business Leadership, Strategy, and Organizations, Stanford Business School (tentative) Join Professor Bill Barnett for a case study style session on balancing social and economic objectives. Explore frameworks for understanding how organizations can strike a balance between social and economic objectives while managing complex stakeholder relationships. This interactive session will use the case study as a springboard for discussion about real world issues you and your EPNL peers face managing your own nonprofits. 12:00 – 1:20 p.m.Networking Lunch 1:20 – 2:40 p.m.Best Practices for Maximizing the Social Impact of your NonprofitHeather McLeod Grant, author, speaker, and consultant to high-impact organizations and Advisor to the Stanford Center for Social Innovation Now more than ever, nonprofit leaders need to know how to maximize their social impact—and leverage the resources that they have. This interactive session draws upon the recent widely acclaimed book Forces for Good: The Six Practices of High-Impact Nonprofits by Heather McLeod Grant (presenter) and Leslie Crutchfield. Based on four years of research, this session will provide a brief overview of each of the six practices and explain how they can be valuable tools for increasing your impact. Additionally, Ms. Grant will provide a more in-depth review of several practices: building leadership and capacity, and nurturing nonprofit networks. 3:00 – 4:20 p.m.Two Part Session:I. Emerging Trends in Philanthropy II. Managing (and Finding Opportunities) in Tough Economic Times Peter Hero, Senior Fellow, teacher, and author, Stanford Center for Social Innovation. Former President and CEO of the Community Foundation of Silicon Valley Mr. Hero will discuss what he sees as emerging trends in philanthropy generally and in donor attitudes, motivations and behavior specifically based on his recent experience as president of one of the country’s largest community foundations. He will also provide insights into the current economic downturn and its impact on both nonprofit organizations and donors. 4:20 – 4:30 p.m.Wrap up |
Speakers |
William BarnettThomas M. Siebel Professor of Business Leadership, Strategy, and Organizations Director of the Center for Global Business and the Economy, Stanford Graduate School of Business William Barnett studies competition among organizations and how organizations and industries evolve over time. He has studied how strategic differences and strategic change among organizations affect their growth, performance, and survival. This research includes empirical studies of technical, regulatory, and ideological changes among organizations, and how these changes affect competitiveness over time and across markets. His studies span a range of industries and contexts, including organizations in computers, telecommunications, research and development, software, semiconductors, disk drives, newspaper publishing, beer brewing, banking, and concerning the environment. William Barnett is the Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations at the Graduate School of Business, Stanford University. He received his PhD in Business Administration from the University of California, Berkeley in 1988. In 1991, Barnett came to the Stanford Business School as an Assistant Professor. He became an Associate Professor in 1994 and received tenure in 1996, and has been a full professor since 2001. Barnett has also twice been a Fellow at the Center for Advanced Study in the Behavioral Sciences, and is a Senior Fellow at the Woods Institute for the Environment at Stanford University. He also serves as Co-Director of the Executive Program in Strategy and Organization and Co-Director of the High-Potentials Executive Program. |
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Heather McLeod GrantAuthor, speaker, and consultant to high-impact organizations In addition to her work at Stanford and as an advisor to the Stanford Center for Social Innovation, Heather McLeod Grant is a published author and speaker and a senior consultant to the Monitor Institute. She is the co-author of Forces for Good: The Six Practices of High-Impact Nonprofits, which was named a top ten book of 2007 by the Economist. She is a former McKinsey & Co. consultant and a co-founder of Who Cares, a magazine for young social entrepreneurs published from 1993-1999. Ms. Grant has more than 15 years of experience in the social sector, and consults with leading philanthropic and nonprofit institutions. She teaches at Stanford, and speaks and presents widely at industry conferences on social entrepreneurship, nonprofit leadership and strategic philanthropy. She has been published in the NewYork Times, the American Prospect, and Alliance, and has appeared on CNN and NPR. She serves on the advisory boards of the Stanford Social Innovation Review and the National Civic League. She holds an MBA from Stanford and an AB from Harvard University, and resides in the Bay Area with her husband and daughter. |
Chip HeathProfessor of Organizational Behavior, Stanford Graduate School of Business Chip Heath’s research examines why certain ideas--including urban legends, folk cures, “Chicken Soup for the Soul” stories and business strategy myths —survive and prosper in the social marketplace of ideas. A few years back Professor Heath designed a course, now a popular elective at Stanford, that asked whether it would be possible to use the principles of naturally sticky ideas to design messages that would be more effective. The material from that course, “How to Make Ideas Stick,” has been taught to hundreds of students including managers, teachers, nonprofit leaders, doctors, journalists, venture capitalists, product designers, and film producers. He is the coauthor (along with his brother, Dan) of Made to Stick: Why Some Ideas Survive and Others Die, published by Random House in January 2007. His research has appeared in Organizational Behavior and Human Decision Processes, Quarterly Journal of Economics, Cognitive Psychology, Journal of Consumer Behavior, Strategic Management Journal, Psychological Science, and the Journal of Risk and Uncertainty. Popular accounts of his research have appeared in Scientific American, the Financial Times, the Washington Post, Business Week, Psychology Today, Vanity Fair, NPR, and a National Geographic television show. He has taught courses on organizational behavior, negotiation, strategy, international strategy, and social entrepreneurship. Prior to joining Stanford, Professor Heath taught at the University of Chicago Graduate School of Business and the Fuqua School of Business at Duke University. He received his BS in industrial engineering from Texas A&M University and his Ph.D in psychology from Stanford. [Faculty Profile] |
Sam KanerExecutive Director of Community at Work Sam Kaner, Ph.D., is regarded as one of the nation's leading experts on consensus decision-making. His classic text, Facilitator’s Guide to Participatory Decision-Making is an international bestseller, now in its 18th printing. Mr. Kaner was named as one of the world’s leading experts in collaboration by the International Association of Facilitators, and in 2005 AmericaWest Airlines honored Sam as one of America’s best consultants. He has been the Organizational Development consultant for the Center for Social Innovation since 2005. Mr. Kaner’s other public service clients have included the World Bank, the United Nations, March of Dimes, Special Olympics, Omidyar Network, Annie E. Casey Foundation and more than 200 other foundations, social enterprises, schools, university centers, social service programs and government agencies. His corporate clients have included VISA International, Charles Schwab and Co., Hewlett-Packard Co. and PriceWaterhouseCoopers. Since 1987, he has been executive director of Community At Work, a San Francisco-based consulting firm that specializes in strategic collaboration. |
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James Patell's research and teaching interests center on business process and product design, operations management, manufacturing, and cost accounting. At Stanford since 1975, Mr. Patell is a popular and demanding teacher who has authored numerous articles in accounting. As Associate Dean for Academic Affairs at the Graduate School of Business from 1985 to 1991, James Patell redesigned and revitalized the public management program, which focuses on government, nonprofit organizations, and public service. He is currently Co-director of the Product Realization Network at Stanford, a cooperative research and educational program involving the business and engineering schools, together with industrial partners. He is also a founding faculty member of the Hasso Plattner Institute of Design at Stanford. In 1998 he received the MBA Distinguished Teaching Award, and in 2007 he was awarded both the Robert T. Davis Faculty Award for Lifetime Achievement in the Graduate School of Business and the Miriam Aaron Roland Award for Volunteer Service at Stanford University. [Faculty Profile] |
James A. PhillsProfessor of Organizational Behavior, Stanford Graduate School of Business Professor Phills specializes in the emerging area of social innovation--in particular, exploring the growing exchange of ideas, talent, capital, and values across sector boundaries and the shifting roles of business, government, and nonprofits in solving social problems. With a background in sociology and psychology, he has also studied learning at the group, organizational, and societal levels. He published Integrating Mission and Strategy for Nonprofit Organizations, a book that applies and adapts the core body of general management knowledge about mission, strategy, and execution to help nonprofit leaders deal with the special challenges they face. Professor Phills is the first appointee to the Claude N. Rosenberg Jr. Directorship of the Center for Social Innovation. He developed and directs many of the Center's executive education programs including the Executive Program for Nonprofit Leaders, the Executive Program for Nonprofit Leaders–Arts, Strategy for Nonprofit Organizations, and the Executive Program for Philanthropic Leaders. He is academic editor of the Center's journal, Stanford Social Innovation Review, and also teaches MBA courses on nonprofit strategy and social entrepreneurship. Prior to joining the Graduate School of Business, he was on the faculty at the Yale School of Management. [Faculty Profile] |
James Patell
RatesThis non-residential 2-day program includes your tuition, two breakfasts, two lunches and one dinner:
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Location & Accommodations
Stanford is conveniently located between two major airports—25 miles south of San Francisco International Airport and 20 miles north of San Jose International Airport. The campus and surrounding areas offer a myriad of opportunities for recreation and sightseeing. World-class shopping and dining are located only a mile away. A half hour drive north brings you to San Francisco. A two hour drive south brings you to Carmel, where you can take in breathtaking views of the Pacific Ocean. To find out more, visit Stanford's Visitor Information Services. |
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This non-residential two-day program will be held at the Stanford Business School’s 
Sheraton Palo Alto
DirectionsMany options for navigating the San Francisco Bay Area exist, including renting a car, taking a cab or shuttle, or taking public transportation. Airports Rental Cars
Traveling from local airports to Stanford by taxicab can be expensive, and we do not recommend it. Cabs can easily be used for traveling to and from the Stanford campus within Palo Alto. A number of private companies also provide shuttle transportation from airports to the Stanford campus.
Public Transportation Driving Directions to the Stanford Campus From San Jose Airport (SJC) From El Camino Real, Heading South From El Camino Real, Heading North Parking on Stanford |
