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Play to Win: The Nonprofit Guide to Competitive Strategy
John Wiley and Sons Ltd, May 2010, Pages: 240
Play to Win offers nonprofit leaders the help they need to develop their organization’s unique competitive advantages and to use the power of competitive strategies to build their organization’s capacity for advancing its mission. This book offers a clear description of competition and discusses its practical, ethical, and political ramifications within the nonprofit sector. It demonstrates how, by being a more effective competitor, a nonprofit can enhance its chances for both programmatic and financial success. Play to Win is filled with practical tools for assessing a nonprofit’s position in the marketplace and developing winning competitive strategies.
This book helps develop a strategic approach to inter-organizational relationships grounded in direct market feedback.
- Explains the relative merits of collaboration or competition.
- Includes information on funding and both personnel recruitment and retention.
- Offers a guide for organizations on achieving the optimal balance of collaboration and competition
As in the for-profit world, competitive strategies are essential keys to nonprofit organizational success. Driven by an affinity for collaboration, nonprofit organizations often adopt inter-organizational strategies that can actually inhibit social change. David La Piana's Play to Win both explains the para-market forces affecting nonprofits and helps readers understand the full continuum of productive relationships that can and should exist among nonprofits. While acknowledging the considerable value collaboration can bring an organization, this guide primarily focuses on identifying concrete, practical strategies that help nonprofit organizations compete more aggressively in order to achieve sustainability, maximize resources and, ultimately, promote social change more effectively. Nonprofit workers' dedication to social change, coupled with a relative freedom from direct market feedback, leads the sector to an ethos of cooperation. While foundations, academics and consultants frequently laud the merits of collaboration, few in the nonprofit community acknowledge the ways such approaches can actually undermine organizational effectiveness: perceived common interests drive mistaken alliances; redundant programs squander resources and under-serve clients; multiple agendas diffuse media attention. Collaboration can be a judicious choice that offers many benefits; however, competitive strategies are also essential to success. Play to Win helps nonprofit leaders better understand the pros and cons of collaboration, encouraging them to opt for competition when a more aggressive stance will better serve the organization's mission and client-community. La Piana helps readers develop a strategic approach to inter-organizational relationships grounded in direct market feedback, and he provides concrete steps readers can take to compete effectively for resources. Chapters devoted to funding, personnel recruitment and retention, clients and media attention show readers how to assess the relative merits of collaboration and competition, guiding them to a customized, optimal mix of collaborative and competitive relationships with for-profits and government, as well as with other social change organizations.
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