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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;

  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 | March 2005 (Revised June 2019)

  Cisco Systems: Managing the Go-to-Market Evolution

  V. Kasturi Rangan

  With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new business strategy. Describes those changes and poses new channel management challenges in light of Cisco's entry into new markets and technologies.

  Keywords: Change Management; Design; Business Cycles; Growth and Development Strategy; Marketing Channels; Marketing Strategy; Market Entry and Exit; Business Strategy; Manufacturing Industry;

  Citation:

  Rangan, V. Kasturi. "Cisco Systems: Managing the Go-to-Market Evolution." Harvard Business School Case 505-006, March 2005. (Revised June 2019.)  View Details

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