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• Case | HBS Case Collection | July 2019

  Jai Vakeel Foundation: Addressing Disability

  V. Kasturi Rangan and Kairavi Dey

  Jai Vakeel, a nonprofit organization in India, serves individuals with Intellectual Disability (IQ below 70). The organization was founded by the parents of a child with Down Syndrome, and they (and their next generation) steadily built the organization over 60 years to the become the largest such organization in India. Yet the organization served only some 1000 children annually when there were millions more needing the healthcare, education and skills to lead a decent life with ID. This case describes the evolution of the organization from the founder’s family (six decades) to the first CEO from outside. As Archana Chandra appointed in 2013 brings about several changes to the organization she wonders how to scale the organization from the current 1,000 people it serves annually to at least 10,000 and then to the many millions who are in need.

  Keywords: Social Enterprise; Nonprofit Organizations; Transition; Growth and Development Strategy; Organizational Change and Adaptation; India;

  Citation:

  Rangan, V. Kasturi, and Kairavi Dey. "Jai Vakeel Foundation: Addressing Disability." Harvard Business School Case 520-010, July 2019.  View Details

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• Supplement | HBS Case Collection | June 2019

  KaBOOM!: Play at Scale (B)

  V. Kasturi Rangan and Tricia Gregg

  This (B) case describes the changes in the organization’s strategy from one of Building Playgrounds to Influencing Play. It describes the implementation of the strategy and the challenges it faced internally and externally. It goes on to describe how the organization under its new leader, James Siegal, further adjusted the strategy and its implementation, to navigate through the initial difficulties. The case closes with the question, what else should the organization do to help the new strategy take off?

  Keywords: scaling social enterprise; scaling social impact; nonprofit organizations; nonprofit scaling; social enterprise; Social Enterprise; Social Entrepreneurship; Growth and Development Strategy; Organizational Change and Adaptation; United States;

  Citation:

  Rangan, V. Kasturi, and Tricia Gregg. "KaBOOM!: Play at Scale (B)." Harvard Business School Supplement 519-106, June 2019.  View Details

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• Case | HBS Case Collection | November 2017 (Revised June 2019)

  Measuring True Value at Ambuja Cement

  V. Kasturi Rangan, Suraj Srinivasan and Namrata Arora

  The case discusses the measurement of social and environmental impact at Ambuja Cements, one of India’s leading cement companies. Ambuja is a leader in CSR activities and is attempting to quantify its impact, both positive and negative, using the “True Value” framework developed by the global accounting firm KPMG. True Value is an innovation in this area and tries to measure the financial cost and benefits of social and environmental impact and provide a standardized comparison across different kinds of social and environmental activities and their impact. The case allows students to discuss the challenges in measuring social and environmental impact and the pros and cons of quantifying the same in financial terms. The case elicits discussion surrounding the following questions: How do we develop a framework to measure the financial cost and benefits of social and environmental externalities? What are the challenges of doing so? What do we need to do to improve our ability to measure social and environmental impact in financial terms? How will such measurement be useful? Who will it be useful to? The case concludes with the CEO of Ambuja deciding whether or not to publicly release the “True Value” of the company.

  Keywords: Corporate Social Responsibility and Impact; Environmental Sustainability; Value; Measurement and Metrics; Framework; Cost vs Benefits;

  Citation:

  Rangan, V. Kasturi, Suraj Srinivasan, and Namrata Arora. "Measuring True Value at Ambuja Cement." Harvard Business School Case 518-063, November 2017. (Revised June 2019.)  View Details

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