. >> susie: throughout the crisis, faust met regularly with michael porter. she even attended a workshop he holds for new c.e.o.s of multibillion dollar companies. >> she was just fascinated by learning about the role of c.e.o., and she did great.

the crisis though worked in faust's favor, at least according to michael porter, harvard business school professor and one of the world's leading experts on corporate strategy. >> first of all, she'd had a past-- a predecessor who had been very divisive. and the institution was in turmoil. and the crisis was a way, "a" first of bringing the-- university together, around

the crisis though worked in faust's favor, at least according to michael porter, harvard business schoolfessor and one of the world's leading experts on corporate strategy. >> first of all, she'd had a past-- a predecessor who had been very divisive. and the institution was in turmoil. and the crisis was a way, "a" first of bringing the-- university together, around survival. and... and then secondly, allowing her to make some tough decisions without actually getting branded with, you know, "oh, that's just another larry summers." it was very helpful to her. and in universities, it's particularly hard to make change in any case. and so the crisis was unusually helpful to her, and i think she took good advantage of it. >> susie: she did so in a big way. faust pushed through an unprecedented change in harvard's governing board. she decided that more members with key expertise would better meet harvard's needs in the 21st century. so she doubled the number of trustees, something none of her 27 predecessors ever dared to try. >> if you think about the fact that the corporation was organized

things that propelled mark to go start fsg a decade ago with harvard business school professor michael porter. now, it was started as foundations strategy group to help foundations do just that, develop better strategies, more effective approaches to solving social problems. and, of course, fsg has grown to much more than that in that time. now, for john kenya, my other co-author, he came from a different perspective. john had spent more than two decades in the private sector. he had risen to become a partner at not one, but two premier strategy consulting firms. and while it was amazing experience to be able to help these global fortune 500 companies gain more market share and develop his strategy skills, it wasn't meeting john's deep-held desire to make a meaningful difference in the world. so he left all that to join fsg just a year after it was founded and helped grow the firm to where it is today. and for me to this book i bring my own experience, quite different. i've spent my whole career in the nonprofit sector launching and leading nonprofits for the first decade. and for the second