Articles by Phil Preston
Phil Preston is a leading collaboration and shared value expert who brings profit and purpose together to create sustained impact at scale. Soon after leaving his investment management research role – where he was responsible for $40 billion of global investments – Phil was invited by Harvard Business School’s Professor Michael Porter and strategic philanthropist, Mark Kramer, to Boston in 2013 to help form the inaugural shared value practitioner network and has since worked with blue chip organisations across all sectors. Clients include ACEVic, ACTCOSS, Bendigo Bank, Central Coast Community Council, City of Greater Dandenong, Danila Dilba, Greenpeace, IAG, Menzies School of Health Research, NRMA Motoring, NSW FaCS, NSW Dept Premier & Cabinet, Parramatta City Council, RUOK?, St Vinnies, Westpac, World Vision Australia and Youth, Family & Community Connections.
Developing Deeper and More Strategic Partnerships with Business: A Framework for Moving Forward
Corporations are now interested in social sector partnerships for much more strategic reasons than they have been in the past. How can NFP CEOs take advantage of this trend? For years NFPs have been partnering with corporations, tapping into resources via their philanthropic and social responsibility agendas. However, we are now seeing the emergence of strategic relationships driven by the pressure on companies to find new sources of shareholder value, and this presents game-changing opportunities for NFPs.
Top Tips For Developing Collaborative Leaders
To illustrate how workforce requirements are changing, the DDI Global Leadership Survey (2018) found that collaborating within and across organisational boundaries is regarded by CEOs as a premium capability. Working collaboratively is harder than your leaders might think because it’s about balancing common agendas with individual goals. For example, when helping leaders from grassroots community organisations, not-for-profits, government departments and the business sector come together in a regional New South Wales town to pursue indigenous employment outcomes, we first focused on articulating the common goal and developing collaborative ways of working, which contributed to its success.