Case | HBS Case Collection | April 2009

Young Presidents' Organization

by Mikolaj Jan Piskorski, John D. Macomber and David Chen

Abstract

The board of Young Presidents' Organization needs to decide on the future of its Networks Initiative, designed to connect its geographically dispersed membership base through 60 different interest-based networks. So far, one half of these networks have been considered successful, and now the board needs to decide what to do to make the remainder successful. Two options were considered. The first option, called "broad networks," focused on developing weaker ties and entailed keeping the initiative intact but funding it better, by allowing outside sponsors to provide the funds. The second option, called "deep networks," focused on developing strong ties and entailed scaling down the number of networks and providing them with support to encourage deep network formation, all funded internally.

Keywords: Decision Choices and Conditions; Governing and Advisory Boards; Leadership Development; Growth and Development Strategy; Organizations; Social and Collaborative Networks;

Citation:

Piskorski, Mikolaj Jan, John D. Macomber, and David Chen. "Young Presidents' Organization." Harvard Business School Case 709-444, April 2009.