By James L. Heskett, J. Gregory Dees and Jaan Elias
Having founded what they called a “venture philanthropy” operated like a hybrid between a venture capital fund and a philanthropy, New Profit’s organizers are confronted with two issues: 1) the role that “investors” would be asked to play in the organization, and 2) the way in which management tools such as the Balanced Scorecard could be put to work in the service of the philanthropy.
Harvard Business Review, Prod. # MCG006-HCB-ENG, 2000