For nearly two decades, education entrepreneurs have been working to transform the K-12 public education system in the United States. "Social entrepreneurship" has become part of the language of a new generation of idealists, many of whom are focused on education. The nineteen cases in this book profile entrepreneurs who are pursuing opportunities to create pattern-breaking social change in our public schools-in particular, by creating high-quality educational opportunities for low-income and minority students who are dramatically underserved by the current public education system. Students are invited to explore four overarching questions: Why are there opportunities for entrepreneurs in a sector that is funded with public dollars and delivered by public agencies? Why is entrepreneurial activity aggregating around certain opportunities? What are the possibilities and constraints faced by entrepreneurs in each opportunity area? How can we evaluate the impact of these entrepreneurs' efforts?

Leading for Equity tells the compelling story of the Montgomery County (Maryland) Public Schools and its transformation—in less than a decade—into a system committed to breaking the links between race and class and academic achievement. In chapters organized around six core themes, the authors lay out the essential elements of MCPS’s success. They identify key lessons other districts can draw from MCPS’s experience and offer a framework for applying them. A dramatic departure from “business as usual,” MCPS has won nationwide attention as a compelling model for tackling the achievement and opportunity issues that confront our nation as a whole.

Managing School Districts for High Performance brings together more than twenty case studies and other readings that offer a powerful and transformative approach to advancing and sustaining the work of school improvement. At the center of this work is the concept of organizational coherence: aligning organizational design, human capital management, resource allocation, and accountability and performance improvement systems to support an overarching strategy. This central idea provides a valuable conceptual framework for current and future school leaders. The case studies presented in Managing School Districts for High Performance grow out of the Public Education Leadership Project (PELP), a unique partnership between the Harvard Business School, the Harvard Graduate School of Education, and a network of urban school districts. This rich array of cases explores the managerial challenges districts face as they seek to ensure rich learning opportunities and high achievement for all students across a system of schools.

Leading for Equity tells the compelling story of the Montgomery County (Maryland) Public Schools and its transformation-in less than a decade-into a system committed to breaking the links between race and class and academic achievement. In chapters organized around six core themes, the authors lay out the essential elements of MCPS's success. They identify key lessons other districts can draw from MCPS's experience and offer a framework for applying them. A dramatic departure from "business as usual," MCPS has won nationwide attention as a compelling model for tackling the achievement and opportunity issues that confront our nation as a whole.

For nearly two decades, education entrepreneurs have been working to transform the K-12 public education system in the United States. "Social entrepreneurship" has become part of the language of a new generation of idealists, many of whom are focused on education. The nineteen cases in this book profile entrepreneurs who are pursuing opportunities to create pattern-breaking social change in our public schools-in particular, by creating high-quality educational opportunities for low-income and minority students who are dramatically underserved by the current public education system. Students are invited to explore four overarching questions: Why are there opportunities for entrepreneurs in a sector that is funded with public dollars and delivered by public agencies? Why is entrepreneurial activity aggregating around certain opportunities? What are the possibilities and constraints faced by entrepreneurs in each opportunity area? How can we evaluate the impact of these entrepreneurs' efforts?

Managing School Districts for High Performance brings together more than twenty case studies and other readings that offer a powerful and transformative approach to advancing and sustaining the work of school improvement. At the center of this work is the concept of organizational coherence: aligning organizational design, human capital management, resource allocation, and accountability and performance improvement systems to support an overarching strategy. This central idea provides a valuable conceptual framework for current and future school leaders. The case studies presented in Managing School Districts for High Performance grow out of the Public Education Leadership Project (PELP), a unique partnership between the Harvard Business School, the Harvard Graduate School of Education, and a network of urban school districts. This rich array of cases explores the managerial challenges districts face as they seek to ensure rich learning opportunities and high achievement for all students across a system of schools.

Teaching by the case method has the potential to affect profoundly the way that teachers, students, and professionals approach the learning process. This companion volume includes detailed teaching notes on each case in the coursebook, with an emphasis on making cases drawn from other disciplines relevant to education administrators. It also includes C. Roland Christensen's classic essay on teaching by the case method, ""The Premises and Practices of Discussion Teaching."" Both experienced instructors and those new to the case method will find this instructor's guide an invaluable resource.