Jose Carbonell is an Adjunct Assistant Professor of Public Service at NYU’s Robert F. Wagner Graduate School of Public Service and serves as the Chief Marketing Officer for the National Audubon Society. Prior to Audubon, Jose was the SVP of Marketing & Communications at UNICEF USA and the VP of Franchise Marketing & Strategic Planning at Nickelodeon.
For 20 years, Jose has grown iconic brands like Dora The Explorer, French’s Mustard, UNICEF, and Audubon. He has lead cause marketing campaigns around children’s education, health, and the environment, and has forged partnerships with A-list celebrities, high profile organizations, and top tier brands. His work at Audubon has been highlighted in a recent Harvard Business School case study on the Audubon turn-around, and the research that he's done at Audubon has been referenced by the New York Times and the Wall St. Journal.
Jose earned his BA from Duke University and his MBA from Northwestern's Kellogg School of Management.
This course focuses on the three sets of key questions: (1) mission and vision ("What areas or activities should we be working in?"); (2) strategy and operations ("How can we perform effectively in this area?"); and (3) leadership (“What leadership skills are needed to develop and implement strategies effectively?”). We will cover both strategy formulation ("What should our strategy be?") and strategy implementation ("What do we need to do to make this strategy work?").
All organizations – government agencies as well as nonprofit or private companies with a public purpose – face substantial challenges that demand strategic responses, often in uncertain economic, social, or political contexts. To deal effectively with these challenges, managers need knowledge and skills in strategic management and leadership: setting and aligning goals with the organization’s mission; handling complex trade-offs between demand for services and resource constraints; defining measures of success; motivating staff and other stakeholders; developing relationships with relevant groups; dealing with crises and environments in transition; and leading organizational change. In short, the course emphasizes the multiple, related requirements of the leader/manager's job: analysis, creativity, and action.
An organization’s brand can help it raise money, create change, and recruit participants as it effectively communicates its mission. But a brand is more than just a logo or a memorized elevator pitch, it is the way both internal and external audiences perceive your organization—and shaping this perception is as essential to the success of nonprofit and public organizations as it is to for-profit organizations. And since many nonprofits have limited staff and financial resources available for communications activities, it is even more important that these resources be deployed as strategically as
possible. This course will offer an overview of branding and communications concepts, helping students approach branding in a way that builds commitment to their organization’s mission, increases trust, creates ambassadors, and strengthens impact. Students will gain a basic familiarity with a variety of branding principles and develop strategic communication recommendations for an organization they are familiar with.