The NFP sector is highly competitive and will become more so as governments increasingly outsource service provision and dislocations associated with an increasingly rapid-changing economy create pockets of disadvantaged people.  To survive and thrive, senior executives in NFPs need to be skilled in areas that were once seen as the domain of business – strategy development, competitor analysis, branding, trategic partnering, board governance etc.  

The not for profit sector, or as it is now referred to, the Social Enterprise Sector, has for a number of years seen itself as a poor cousin to the for profit environment – particularly in regard to upscaling skills and competencies of its personnel.

An executive education course in the non-profit sector is probably one of the most rewarding investments an organisation can make in its future development.  Such a course would provide participants with the opportunity to gain new skills in leadership and development, and through the use of those skills, assist in facilitating engagement between government, commercial and non-profit enterprises.  Specifically such a course would provide managers of non-profit organisations with the skills for diagnosing, designing and implementing a new paradigm - one that provides opportunities for partnership between business, government and the community.

Week at the Harvard Club of Australia’s 2005 Leadership Program

There are no flies on the wall at the Harvard Club of Australia’s annual Leadership Program. If you are fortunate to attend, you will breathe in a week of what can only be described as rocket fuel, and return to your workplace armed and dangerous.