Case | HBS Case Collection | March 2002 (Revised June 2002)

EMCF: A New Approach at an Old Foundation

by Allen S. Grossman and Daniel F. Curran

Abstract

Michael Bailin, president of the Edna McConnell Clark Foundation (EMCF), embarked on a three-year effort to transform the foundation's grant-making in theory and practice. This case details his efforts to move from an "initiatives-based" approach in philanthropy to a focus on "institution and field building." Bailin felt that instead of simply devising better services for people in poor and disadvantaged communities, the foundation could bring these services to more people through better-run, more efficient, and more durable organizations. Yet, questions remain on whether EMCF can find the capabilities needed for the new model to work. Also, can EMCF succeed independently, or does a shift in thinking of this magnitude require a major restructuring in philanthropy, which would be outside the foundation's control?

Keywords: Business Model; Giving and Philanthropy; Leadership; Management Practices and Processes; Performance Expectations; Non-Governmental Organizations; Cognition and Thinking; Customization and Personalization; Theory;

Citation:

Grossman, Allen S., and Daniel F. Curran. "EMCF: A New Approach at an Old Foundation." Harvard Business School Case 302-090, March 2002. (Revised June 2002.)