Ensina!

John J-H Kim; Alejandra  Meraz Velasco; Christine  An

Case | HBS Case Collection | June 2013 (Revised June 2016)

Ensina!

by John J-H Kim, Alejandra Meraz Velasco and Christine An

Abstract

In 2011, a group of passionate social entrepreneurs in Rio de Janeiro, with the support and encouragement of several prominent philanthropists and members of government, launch Ensina!, seizing Brazil's unprecedented economic growth and national commitment to education. The new independent educational non-profit is to be part of Teach For All, a global network of organizations inspired by Teach For America. While Ensina! is quickly able to raise the initial capital, recruit graduates from top colleges, garner positive press, and demonstrate early success in increasing student performance, the organization runs into a number of operational challenges in implementing its programs in schools. After pursuing various avenues to address obstacles for Ensina!'s execution found in navigating national education policy and funding, forging partnerships with municipal and state governments, confronting widespread cultural perspectives on teaching as a profession, and managing relationships with local school administrators and staff, Ensina!'s staff and board, despite some success and demonstrated impact, decide to suspend the program in January. Following this decision, Fabio Campos, the most recent CEO of Ensina!, contemplates the possibility of relauching a restructured Ensina! to help bring about enduring, transformative reform to Brazil's public education system, which he believes to be crucial to the future success of Brazil as a nation. The case presents students the opportunity to explore conditions necessary for successful collaborations between non-profit organizations and the government, grapple with the challenges of long-term large-scale performance improvement in public education, and examine Ensina!'s goals in public education reform and different operational strategies for organizations like Ensina! to consider implementing in the future.

Keywords: Social Entrepreneurship; Teaching; Business and Government Relations; Education Industry; Brazil;

Language: English

Format: Print

27 pages

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Citation:

Kim, John J-H, Alejandra Meraz Velasco, and Christine An. "Ensina!" Harvard Business School Case 413-121, June 2013. (Revised June 2016.)

Related Work

Case | HBS Case Collection | June 2013 (Revised June 2016)

Ensina!

John J-H Kim, Alejandra Meraz Velasco, Christine An, John J-H Kim, Alejandra Meraz Velasco, Christine An, John J-H Kim, Alejandra Meraz Velasco and Christine An

In 2011, a group of passionate social entrepreneurs in Rio de Janeiro, with the support and encouragement of several prominent philanthropists and members of government, launch Ensina!, seizing Brazil's unprecedented economic growth and national commitment to education. The new independent educational non-profit is to be part of Teach For All, a global network of organizations inspired by Teach For America. While Ensina! is quickly able to raise the initial capital, recruit graduates from top colleges, garner positive press, and demonstrate early success in increasing student performance, the organization runs into a number of operational challenges in implementing its programs in schools. After pursuing various avenues to address obstacles for Ensina!'s execution found in navigating national education policy and funding, forging partnerships with municipal and state governments, confronting widespread cultural perspectives on teaching as a profession, and managing relationships with local school administrators and staff, Ensina!'s staff and board, despite some success and demonstrated impact, decide to suspend the program in January. Following this decision, Fabio Campos, the most recent CEO of Ensina!, contemplates the possibility of relauching a restructured Ensina! to help bring about enduring, transformative reform to Brazil's public education system, which he believes to be crucial to the future success of Brazil as a nation. The case presents students the opportunity to explore conditions necessary for successful collaborations between non-profit organizations and the government, grapple with the challenges of long-term large-scale performance improvement in public education, and examine Ensina!'s goals in public education reform and different operational strategies for organizations like Ensina! to consider implementing in the future.

Keywords: Social Entrepreneurship; Teaching; Business and Government Relations; Education Industry; Brazil;

Citation:
Kim, John J-H, Alejandra Meraz Velasco, and Christine An. "Ensina!" Harvard Business School Case 413-121, June 2013. (Revised June 2016.) View Details

Cite View Details Educators Purchase Related
Case | HBS Case Collection | June 2013 (Revised June 2016)

Ensina!

John J-H Kim, Alejandra Meraz Velasco, Christine An, John J-H Kim, Alejandra Meraz Velasco, Christine An, John J-H Kim, Alejandra Meraz Velasco and Christine An

In 2011, a group of passionate social entrepreneurs in Rio de Janeiro, with the support and encouragement of several prominent philanthropists and members of government, launch Ensina!, seizing Brazil's unprecedented economic growth and national commitment to education. The new independent educational non-profit is to be part of Teach For All, a global network of organizations inspired by Teach For America. While Ensina! is quickly able to raise the initial capital, recruit graduates from top colleges, garner positive press, and demonstrate early success in increasing student performance, the organization runs into a number of operational challenges in implementing its programs in schools. After pursuing various avenues to address obstacles for Ensina!'s execution found in navigating national education policy and funding, forging partnerships with municipal and state governments, confronting widespread cultural perspectives on teaching as a profession, and managing relationships with local school administrators and staff, Ensina!'s staff and board, despite some success and demonstrated impact, decide to suspend the program in January. Following this decision, Fabio Campos, the most recent CEO of Ensina!, contemplates the possibility of relauching a restructured Ensina! to help bring about enduring, transformative reform to Brazil's public education system, which he believes to be crucial to the future success of Brazil as a nation. The case presents students the opportunity to explore conditions necessary for successful collaborations between non-profit organizations and the government, grapple with the challenges of long-term large-scale performance improvement in public education, and examine Ensina!'s goals in public education reform and different operational strategies for organizations like Ensina! to consider implementing in the future.

Keywords: Social Entrepreneurship; Teaching; Business and Government Relations; Education Industry; Brazil;

Citation:
Kim, John J-H, Alejandra Meraz Velasco, and Christine An. "Ensina!" Harvard Business School Case 413-121, June 2013. (Revised June 2016.) View Details

Cite View Details Educators Purchase Related
Case | HBS Case Collection | June 2013 (Revised June 2016)

Ensina!

John J-H Kim, Alejandra Meraz Velasco, Christine An, John J-H Kim, Alejandra Meraz Velasco, Christine An, John J-H Kim, Alejandra Meraz Velasco and Christine An

In 2011, a group of passionate social entrepreneurs in Rio de Janeiro, with the support and encouragement of several prominent philanthropists and members of government, launch Ensina!, seizing Brazil's unprecedented economic growth and national commitment to education. The new independent educational non-profit is to be part of Teach For All, a global network of organizations inspired by Teach For America. While Ensina! is quickly able to raise the initial capital, recruit graduates from top colleges, garner positive press, and demonstrate early success in increasing student performance, the organization runs into a number of operational challenges in implementing its programs in schools. After pursuing various avenues to address obstacles for Ensina!'s execution found in navigating national education policy and funding, forging partnerships with municipal and state governments, confronting widespread cultural perspectives on teaching as a profession, and managing relationships with local school administrators and staff, Ensina!'s staff and board, despite some success and demonstrated impact, decide to suspend the program in January. Following this decision, Fabio Campos, the most recent CEO of Ensina!, contemplates the possibility of relauching a restructured Ensina! to help bring about enduring, transformative reform to Brazil's public education system, which he believes to be crucial to the future success of Brazil as a nation. The case presents students the opportunity to explore conditions necessary for successful collaborations between non-profit organizations and the government, grapple with the challenges of long-term large-scale performance improvement in public education, and examine Ensina!'s goals in public education reform and different operational strategies for organizations like Ensina! to consider implementing in the future.

Keywords: Social Entrepreneurship; Teaching; Business and Government Relations; Education Industry; Brazil;

Citation:
Kim, John J-H, Alejandra Meraz Velasco, and Christine An. "Ensina!" Harvard Business School Case 413-121, June 2013. (Revised June 2016.) View Details

Cite View Details Educators Purchase Related

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