Herman B. Leonard
There are 5 articles for this faculty member.
The Surprisingly Successful Marriages of Multinationals and Social Brands
| Q&A with: | James E. Austin and Herman B. Leonard |
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| Published: | December 15, 2008 |
| Feature: | Research & Ideas |
What happens when small iconic brands associated with social values—think Ben & Jerry's—are acquired by large concerns—think Unilever? Can the marriage of a virtuous mouse and a wealthy elephant work to the benefit of both? Professors James E. Austin and Herman B. "Dutch" Leonard discuss their recent research.
Achieving Excellence in Nonprofits
| Q&A with: | Herman B. Leonard |
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| Published: | October 27, 2008 |
| Feature: | Executive Education |
Nonprofit boards and executives are confronted by a confusing landscape of conflicting demands, rapidly evolving rules, and changing opportunities for finding resources. How can organizations stay focused? Harvard Business School professor Herman B. "Dutch" Leonard discusses today's challenges and his Executive Education program on Governing for Nonprofit Excellence.
Does Market Capitalism Have a Future?
| Published: | August 1, 2008 |
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| Feature: | HBS Centennial Colloquia Reports |
Does capitalism have a future? That intriguing topic was the subject of an HBS faculty colloquium led by professor Joe Bower, with fellow faculty members Dutch Leonard, David Moss, and Lynn Pain.
Colloquium: The Future of Social Enterprise
| Published: | July 8, 2008 |
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| Feature: | HBS Centennial Colloquia Reports |
The field of social enterprise is undergoing a "confluence of forces" that is reshaping the way nonprofits and other organizations fund and measure their work. A new working paper born of a recent Harvard Business School colloquium on the future of social enterprise explores possible scenarios.
The Future of Social Enterprise
| Authors: | V. Kasturi Rangan, Herman B. Leonard, and Susan McDonald |
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| Published: | July 3, 2008 |
| Paper Release Date: | June 2008 |
| Feature: | Working Papers |
This paper considers the confluence of forces that is shaping the field of social enterprise, changing the way that funders, practitioners, scholars, and organizations measure performance. The authors trace a growing pool of potential funding sources to solve social problems, much of it stemming from an intergenerational transfer of wealth and new wealth from financial and high-tech entrepreneurs. They further examine how these organizations can best access the untapped resources by demonstrating mission performance, and then propose three potential scenarios, outlined below, for how this sector might evolve.
