Tri-Sector Leadership

THE CALL FOR TRI-SECTOR LEADERSHIP

Moderator: Nick Lovegrove, M-RCBG Senior Fellow, Executive Chairman of Tri-Sector Forum, Senior Director of Albright Stonebridge Group, Director Emeritus of McKinsey & Company

March - April 2013

This two-part study group will explore the value of tri-sector leadership in addressing the most pressing challenges facing business, government, and society today.

Group learning will focus on the analysis of two cases, where students will dissect tri-sector issues and demonstrate the unique leadership characteristics required to address the problems at hand.

Schedule: Two study group sessions to be conducted on March 1, 2013 from 12:30-2:30pm and April 24, 2013 from 12:00-2:00pm.

Registration: Space is limited.  Please RSVP to Jennifer Nash (jennifer_nash@harvard.edu) with your name, program affiliation, and year to receive advance reading materials and location.  Lunch will be provided.


OVERVIEW

It is now evident that our most fundamental economic and social problems – issues like water scarcity, access to education, and the rising cost of health care – can only be resolved through the collaborative efforts of business, government ,and civil society. We have “tri-sector problems” and we require “tri-sector solutions.” 

But this kind of tri-sector approach will only happen if our leaders are “tri-sector athletes” – able to engage and collaborate with business, government, and civil society – a phrase first used by Professor Joseph Nye of the Kennedy School, and now the central focus of Tri-Sector Forum, a leadership development institute.

Our leaders need more natural empathy between the three main sectors in society; a common language of opportunity creation; a less adversarial approach to regulation; a shared commitment to innovation and more “collaborative governance;” all of which lead to more sustainable forms of long-term capitalism. This requires a fundamental shift in skills, mindsets, and behaviors.  For the fact remains that most leaders have never worked outside their sector, and the siloed divisions between business, government, and civil society remain very distinct – and often hostile.

Tri-sector athletes will not just emerge – they will need to be developed, trained, and nurtured. And they will need to learn from the experience of those select individuals who have previously built tri-sector leadership careers – often overcoming considerable hurdles to do so.


SCHEDULE AND TOPICS

March 1: Developing a sustainable water stewardship strategy at Coca-Cola
Case analysis, led by Nick Lovegrove, addressing:
* What is the role of business, government and non-profit organizations in addressing water scarcity?
* How can Coca-Cola shift its business model to be environmentally sustainable?
* What specific approaches can senior leaders at Coca-Cola take to be successful?

April 24: Improving economic competitiveness and quality of life in the Minneapolis-St. Paul community
Case analysis, led by Nick Lovegrove, addressing:
* What models of collaboration are effective in a local, city context?
* What are the necessary ‘ingredients’ to foster effective collaboration?
* What unique value can each sector contribute to local initiatives?

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