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• Case | HBS Case Collection | March 2018 (Revised June 2018)

  City Year at 30: Toward Long-Term Impact

  Rosabeth Moss Kanter and James Weber

  In 2018, City Year was a 30 year old nonprofit that recruited and organized teams of young-adult “volunteers” (corps teams) to provide a year of citizen service. It had 3,100 corps members serving in 327 schools located in 28 U.S. cities. In its early decades, City Year provided a variety of services to a variety of organizations in need. Over its most recent decade, City Year had pivoted to having all corps members serve in low-income public schools to keep students on track to graduation in an effort to reduce the nation’s high school dropout rate. City Year also worked with partners to help schools transform themselves to better meet the needs of low-income students, and worked with policy makers and elected officials to promote the value of national citizen service. In 2012, City Year launched a Long Term Impact strategy (LTI) aimed at making a substantial improvement in high school graduation rates. The LTI required City Year to transform itself over time to create an organization capable of delivering its ambitious impact strategy. The case explores City Year’s history and its efforts to align its organization with its strategy. In March 2018, City Year CEO Michael Brown must examine the state of his organization and its strategy to determine next steps to achieving its LTI goals.

  Keywords: Education; Service Operations; Nonprofit Organizations; Growth and Development Strategy; Performance Efficiency; Resource Allocation; Change Management; Social Entrepreneurship; Middle School Education; Secondary Education; Philanthropy and Charitable Giving; Human Capital; Growth Management; Service Delivery; Organizational Design; Social Enterprise; Poverty; United States;

  Citation:

  Kanter, Rosabeth Moss, and James Weber. "City Year at 30: Toward Long-Term Impact." Harvard Business School Case 318-089, March 2018. (Revised June 2018.)  View Details

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• Case | HBS Case Collection | March 2018 (Revised June 2018)

  Whole Foods under Amazon

  Dennis Campbell, Tatiana Sandino, James Barnett and Christine Snively

  In August 2017, Amazon acquired Whole Foods Market for $13.7 billion. Whole Foods was struggling with high costs and faced growing competition from traditional supermarkets offering more organic products. Prior to the acquisition, Whole Foods began rolling out a new order-to-shelf (OTS) inventory management system that many observers believed had led to shortages. For years, store team leaders at Whole Foods were empowered to make inventory decisions and tailor their stores to meet local needs, but the OTS system, and an increasing number of strict rules for purchasing and displaying goods upset many employees. Should Amazon push Whole Foods to improve performance by emphasizing efficiency and standardization? Or should it aim to maintain a sense of empowerment among employees?

  Keywords: Performance Efficiency; Performance Improvement; Employee Relationship Management; Acquisition; Change Management; Food and Beverage Industry; Retail Industry;

  Citation:

  Campbell, Dennis, Tatiana Sandino, James Barnett, and Christine Snively. "Whole Foods under Amazon." Harvard Business School Case 118-074, March 2018. (Revised June 2018.)  View Details

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• Case | HBS Case Collection | April 2018

  The Whistleblower at International Game Technology

  Aiyesha Dey, Jonas Heese and James Weber

  Robert Mayhem, a senior manager at International Game Technology, had filed a whistleblower report with the U.S. Securities and Exchange Commission alleging that the company had misstatements in its financial reports. Mayhem’s report involved IGT’s practice of refurbishing used parts in one of its reporting segments and then transferring those parts to another reporting segment. Mayhem indicated that IGT’s method of determining the costs of the refurbished parts was inaccurate and resulted in profits being shifted from one segment to another. Prior to his report to the SEC, Mayhem had reported his concerns to his managers and to the company’s internal compliance hotline. At about the same time, IGT announced that it had accepted an offer to be acquired by another large player in the industry, which would soon move its incorporation out of the U.S. and into the UK. What should IGT do regarding the whistleblower and his report?

  Keywords: whistleblower; Financial Reporting; Governance Compliance; Ethics;

  Citation:

  Dey, Aiyesha, Jonas Heese, and James Weber. "The Whistleblower at International Game Technology." Harvard Business School Case 118-061, April 2018.  View Details

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