Clear, practical, step-by-step guidance through the nonprofit merger process Using real-world examples, case studies, and enduring frameworks, Nonprofit Mergers and Alliances, Second Edition offers clear, practical, step-by-step guidance through the merger and alliance development process. From assessing feasibility and planning for implementation to post-merger integration, this ground-breaking work points out pitfalls and offers insightful commentary in every chapter. Provides a comprehensive framework for designing and implementing effective collaborations of all kinds Offers the tools needed to effectively collaborate with potential partners Shows how nonprofit mergers are fundamentally different from for-profit mergers-and why board members need to know this Focuses on the needs of the nonprofit sector, including cultural compatibility and compassionate management practices Shows nonprofit managers and board members how to make their way through the merger process without repeating Wall Street's mistakes Insightful and realistic, Nonprofit Mergers and Alliances, Second Edition equips you with the tools and knowledge you need to create effective collaborations.

Nonprofit mergers are on the rise. Executive directors and board members are discovering the advantages: comprehensive service delivery, better finances, more powerful fundraising, increased market share. Bottom line, mergers make more mission possible. From assessing reasons and readiness, to finding a partner, to negotiating the best path, to budgeting and implementation, author David La Piana guides you through the maze of options with a steady hand. Based on experience with more than sixty mergers, this handbook is the perfect starting point for any nonprofit exploring a possible merger and a basic resource for all nonprofit managers. You'll find: how to decide what kind of structure from collaboration to merger meets your goals; how to know your own motivation and keep your mission forefront; what kind of merger best fits your goals, structure, and financial situation; how to seek merger partners and objectively assess the pros and cons of each; how to manage the boards essential role in merger considerations; how to exercise due diligence and write the merger agreement; how to deal with the rumor mill; what you can do yourself, when to call in attorneys and consultants, and how to select them; typical roadblocks and how to beat them; how to move past old history and build new traditions as you integrate staff, management, boards, systems, and corporate cultures; how to budget for and raise funds to implement the merger; and much more! Full merger case studies, decision trees, twenty-two worksheets, checklists, tips, milestones, an extensive resource section and many samples including the minutes of a completed merger negotiation give you concrete assistance with your own merger plans and implementation. A special chapter written for nonprofit organizational consultants explains their roles and responsibilities in assisting clients interested in merger.

For maximizing assets, saving costs, and securing market share, mergers can make all the difference. But for nonprofits, mergers can mean more than leveraging resources and meeting legal requirements. They mean building consensus, maintaining ideals, and mingling cultures. In Nonprofit Mergers: The Power of Successful Partnerships, you'll learn how to do it all. Step-by-step expert strategist Dan H. McCormick guides you through a well-planned, well-executed merger and the real world merger lessons learned by a small foundation and a large association. From questions to ask, to documents to gather, this handbook cleans away myths and mysteries to give your nonprofit a powerful, proven tool you can put to work today for long-term success.

You've completed the merger agreement. Now, how do you make the merger work? Nonprofit Mergers Part II helps you create a comprehensive plan to achieve integration. It addresses large, strategic issues as well as small practical ones. Integration issues and how to handle them Section I: Going the Distance provides a broad view of integration, its challenges, and how to meet them. Topics include the basic tenets of organizational change; what success looks like in a well-implemented merger; the purpose and content of an integration plan; how to address people issues through leadership and planning; and the relationship between effective leadership, effective communication, and their combined contribution to integration success. How to create a useful integration plan Section II: Creating an Integration Plan takes you step-by-step through this essential process. You'll learn about integration of boards, cultures, management, staff and volunteers, programs, communications and marketing, and systems—one by one, in detail; the steps needed to create each section of the plan; common challenges, roadblocks, and crises that will arise, and how to respond when they do; and processes, procedures, and interventions likely to be most helpful and necessary. Software helps you create an organized plan Included with the book is a CD-ROM with a detailed integration plan template. Use it to keep your planning organized and on track. This useful guide also includes sample integration plans, worksheets, checklists, and tips and quotes from leaders of merged organizations. Nonprofit Mergers Part II is a must-read for anyone considering, embarking on, of just completing a merger!

Nonprofit mergers are on the rise. Executive directors and board members are discovering the advantages: comprehensive service delivery, better finances, more powerful fundraising, increased market share. Bottom line, mergers make more mission possible. From assessing reasons and readiness, to finding a partner, to negotiating the best path, to budgeting and implementation, author David La Piana guides you through the maze of options with a steady hand. Based on experience with more than sixty mergers, this handbook is the perfect starting point for any nonprofit exploring a possible merger and a basic resource for all nonprofit managers. You'll find: how to decide what kind of structure from collaboration to merger meets your goals how to know your own motivation and keep your mission forefront what kind of merger best fits your goals, structure, and financial situation how to seek merger partners and objectively assess the pros and cons of each how to manage the boards essential role in merger considerations; how to exercise due diligence and write the merger agreement how to deal with the rumor mill what you can do yourself, when to call in attorneys and consultants, and how to select them typical roadblocks and how to beat them how to move past old history and build new traditions as you integrate staff, management, boards, systems, and corporate cultures how to budget for and raise funds to implement the merger and much more! Full merger case studies, decision trees, twenty-two worksheets, checklists, tips, milestones, an extensive resource section and many samples including the minutes of a completed merger negotiation give you concrete assistance with your own merger plans and implementation. A special chapter written for nonprofit organizational consultants explains their roles and responsibilities in assisting clients interested in merger.

Some of the emerging views brought up in this e-book are: The paradox and the necessity of pursuing sustaining and disruptive innovation simultaneously require a new kind of talent called integral leadership, the usual tools of persuasion -- reason, statistics, and bullet-points of logic -- fail to cause the necessary changes in management culture to allow disruptive innovation to thrive. Leaders must guide companies through an emotional leap to embrace a future based upon disruptive innovation in technology and work practices and the search for viable disruptive innovationnew customer values, new markets, new business modelsstarts by systematically exploring a companys strategic frontier.