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• Case | HBS Case Collection | 2013 (Revised from original 2011 version)

  Vehbi Koç and the Making of Turkey's Largest Business Group

  Asli M. Colpan and Geoffrey Jones

  The case describes the creation of Turkey's largest business group by Vehbi Koç. The foundation of this group in the interwar years, and its subsequent diversification into many industries, including automobiles, household goods, and services, is analysed. The case serves as a vehicle to explain why diversified business groups are so important in emerging markets such as Turkey. It explores the role of market imperfections, government policies and entrepreneurial ambition in their creation, as well as the organizational challenges posed by managing such diversified firms owned by a family. Much of the firm's growth came from licensing and joint venture agreements with multinational firms which were unable, or unwilling, to invest directly in Turkey because of political risk and government restrictions. The case ends in 1988, when the founder has received a report from the management consultancy Bain calling for the firm to reduce the range of activities it undertakes because of the competitive challenges resulting from the liberalization of the Turkish economy.

  Keywords: Emerging Markets; Entrepreneurship; Globalization; Organizational Structure; Diversification; Manufacturing Industry; Turkey;

  Citation:

  Colpan, Asli M., and Geoffrey Jones. "Vehbi Koç and the Making of Turkey's Largest Business Group." Harvard Business School Case 811-081, April 2013. (Revised from original June 2011 version.)

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• | 2013

  Harvard Business Review: Let's Be Realistic About Measuring Impact

  Alnoor Ebrahim

  "Measure impact" has become a mantra for creating social change. Claims about making a difference are no longer sufficient; evidence of how much difference you're making is now required. We should applaud this trend, because results are sometimes ambiguous and claims often go unsubstantiated. But does it really make sense for all mission-driven organizations to measure their long-term impact on society?

  Citation:

  Ebrahim, Alnoor. "Let's Be Realistic About Measuring Impact." Harvard Business Review (blog). March 13, 2013. http://blogs.hbr.org/hbsfaculty/2013/03/lets-be-realistic-about-measur.html.

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• Article | Nonprofit Management & Leadership | Fall 2012

  Enacting Our Field

  Alnoor Ebrahim

  This keynote address, delivered to the Nonprofit Academic Centers Council at its 25-year "benchmark" conference, examines the pedagogical challenges facing the field of nonprofit management in American higher education. It interrogates four binary distinctions commonly used in scholarship and teaching about the social sector, but which now show signs of eroding: for-profit versus nonprofit, funder versus grantee, local versus global, and secular versus faith-based. Each distinction is examined with the aim of answering two questions: What are the implications for new theorizing about this field? What are the implications for teaching and action? In closing, the essay explores innovations in structuring social sector management programs in order to educate cross-sector leaders capable of addressing critical societal problems.

  Keywords: Conferences; Higher Education; Teaching; Social Issues; Innovation and Invention; Programs; Management; Nonprofit Organizations;

  Citation:

  Ebrahim, Alnoor. "Enacting Our Field." Keynote Address. Nonprofit Management & Leadership 23, no. 1 (Fall 2012): 13–28. (Keynote Address to the Nonprofit Academic Centers Council, 25 Year Benchmark Conference.)

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