Are We at the Cutting Edge or the Blunt Edge?: Improving NGO Organizational Performance with Private and Public Sector Strategic Management Frameworks

Bankruptcy or irrelevance are likely paths for not‐for‐profit organizations (NGOs) that do not reshape themselves to achieve greater impact, efficiency, and accountability in an increasingly global, competitive environment. But how relevant are public and private sector management frameworks for NGO repositioning? This article provides initial answers through a case study of CARE, one of the largest international relief and development nonprofit organizations in the United States. It explores the transformation frameworks employed at CARE between 1992 and 1997, assesses what worked and what did not, and identifies initial lessons learned for the broader sector.