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THE MATERIAL IN this book is the outgrowth of field research done over the past two decades at Harvard Business School (HBS), and over 40 years of active social enterprise board service by the author. I am particularly grateful to Dean John McArthur at HBS who inspired me to launch this work. His work at Brigham and Women's Hospital as board chair legitimized this type of work for a generation of HBS faculty. I am also grateful to HBS Deans Kim Clark, Jay Light, and Nitin Nohria who have supported my work in this area over a number of years. I am indebted to all the board members and nonprofit executives I have worked with over the years.

All the examples in the book come from real organizations. They are the results of observations of strategic decisions and actions. Some organizations I am able to publicly thank such as Trinity College, Mount Auburn Hospital, and the Dana Hall School. Others must remain anonymous. A special thanks is due to Professors Kasturi “Kash” Rangan and Herman “Dutch” Leonard, the co-heads of HBS's Social Enterprise Initiative for the past decade, who supported my work enthusiastically. I am also grateful to Eliot Snider, a long-term member of Harvard Business School's Social Enterprise Advisory Board, who particularly focused my attention on philanthropy and how to stimulate it. A special note of thanks goes to my spouse, who supported me through thousands of hours of board meetings; my colleagues Professors Jim Austin, Michael Chu, Mitch Weiss, Allen Grossman, and Alnoor Ebrahim who have been very supportive as has been Matt Segneri and Laura Moon, the last two directors of HBS's Social Enterprise Initiative.

The final responsibility for what appears in this book, of course, is mine. I would also particularly want to thank my administrative assistant Maureen Donovan for the past 40 years for all her valuable administrative support of this work.