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• Background Note | HBS Case Collection | 2013 (Revised from original 2008 version)

  Note on the Nonprofit Coherence Framework

  Allen S. Grossman and Stacey Childress

  This note presents the Nonprofit Coherence Framework. It helps nonprofit leaders identify the key elements that support an organizational strategy focused on attaining high performance, bring those elements into a coherent relationship with the strategy and each other, and help guide the actions of people throughout an organization in the pursuit of high levels of individual and organizational achievement. This note proposes that to attain high performance, a nonprofit organization must have all of its organizational elements—culture, structure, systems, resources, stakeholders, and the operating environment—working together to drive strategy.

  Keywords: Management Practices and Processes; Organizational Culture; Organizational Structure; Performance Improvement; Nonprofit Organizations; Corporate Strategy;

  Citation:

  Grossman, Allen S., and Stacey Childress. "Note on the Nonprofit Coherence Framework." Harvard Business School Background Note 309-035, June 2013. (Revised from original August 2008 version.)

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

  Equitas Microfinance (C): Advent of Regulation

  V.G. Narayanan, V. Kasturi Rangan and Vidhya Muthuram

  Keywords: business model; for-profit firms; Micro Finance; growth and development strategy; corporate social responsibility and impact; Social Enterprise; India;

  Citation:

  Narayanan, V.G., V. Kasturi Rangan, and Vidhya Muthuram. "Equitas Microfinance (C): Advent of Regulation." Harvard Business School Supplement 113-006, May 2013. (Revised from original March 2013 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2010 version)

  Bridge International Academies: A School in a Box

  V. Kasturi Rangan and Katharine Lee

  Bridge International was founded in 2007 as a for-profit social enterprise to address the educational needs of poor children in Africa. Ten schools were operational in Kenya by 2010. The plan was to franchise nearly 3,000 schools all over Africa. The case is meant to discuss the challenges of scaling.

  Keywords: Business Model; Education; Growth and Development; Franchise Ownership; Strategic Planning; Problems and Challenges; Social Enterprise; Segmentation; Education Industry; Africa; Kenya;

  Citation:

  Rangan, V. Kasturi, and Katharine Lee. "Bridge International Academies: A School in a Box." Harvard Business School Case 511-064, April 2013. (Revised from original October 2010 version.)

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