Stretch the Mission? A Nonprofit That Supports Emerging-market Entrepreneurs Considers Expanding to the U.S.

William A. Sahlman; Ramana  Nanda

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Article | Harvard Business Review

Stretch the Mission? A Nonprofit That Supports Emerging-market Entrepreneurs Considers Expanding to the U.S.

by William A. Sahlman and Ramana Nanda

Abstract

A case study is presented concerning a nonprofit organization that helps entrepreneurs in emerging-markets countries in regions including Latin America and Asia, focusing on the decision over whether to expand its services into the Miami, Florida, area, a question on which the two co-founders of the organization disagree. It presents perspectives on the case from nonprofit executive Linda Rottenberg and entrepreneur Gururaj "Desh" Deshpande.

Format: Print

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Citation:

Sahlman, William A., and Ramana Nanda. "Stretch the Mission? A Nonprofit That Supports Emerging-market Entrepreneurs Considers Expanding to the U.S." Harvard Business Review 93, no. 5 (May 2015): 113–117.

About the Authors

William A. Sahlman

Baker Foundation Professor, Dimitri V. D'Arbeloff - MBA Class of 1955 Professor of Business Administration, Emeritus

Entrepreneurial Management

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Ramana Nanda

Sarofim-Rock Professor of Business Administration (Leave of Absence)

Entrepreneurial Management

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View Publications »

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Working Paper | HBS Working Paper Series | 2019

Infrastructure and Finance: Evidence from India's GQ Highway Network

Abhiman Das, Ejaz Ghani, Arti Grover, William R. Kerr and Ramana Nanda

We use the construction of India's Golden Quadrangle (GQ) central highway network, together with comprehensive loan data drawn from the Reserve Bank of India, to investigate the interaction between infrastructure development and financial sector depth. We identify a disproportionate increase in loan count and average loan size in districts along the GQ highway network using stringent specifications with industry and district fixed effects. Our results hold in straight-line IV frameworks and are not present in “placebo tests” with another highway that was planned to be upgraded at the same time as GQ but subsequently delayed. Importantly, however, results are concentrated in districts with stronger initial financial development, suggesting that while financing does respond to large infrastructure investments and help spur real economic outcomes, initial financial sector development might play an important role in determining where real activity will grow.

Keywords: Infrastructure; Financing and Loans; India;

Citation:
Das, Abhiman, Ejaz Ghani, Arti Grover, William R. Kerr, and Ramana Nanda. "Infrastructure and Finance: Evidence from India's GQ Highway Network." Harvard Business School Working Paper, No. 19-121, June 2019. View Details

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Case | HBS Case Collection | November 2018 (Revised June 2019)

CleanWater, Inc.: Running Dry & Out of Time

Ramana Nanda, Robert F. White, Shai Bernstein and James Barnett

Citation:
Nanda, Ramana, Robert F. White, Shai Bernstein, and James Barnett. "CleanWater, Inc.: Running Dry & Out of Time." Harvard Business School Case 819-016, November 2018. (Revised June 2019.) View Details

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Case | HBS Case Collection | October 2018 (Revised May 2019)

Khan Academy 2018

William Sahlman and Nicole Tempest Keller

Founded in 2008, Khan Academy was a global educational nonprofit with a mission to provide a free, world-class education for anyone anywhere in the world. By 2018, the organization had expanded into numerous content areas, product areas, and geographic markets. However, a newly minted 3-year strategic plan called for greater focus and prioritization to enable the young organization to maximize its impact. It also called for increased fundraising efforts to ensure long-term sustainability. The case poses several questions: How can the organization balance its far-reaching aspirational vision for transforming education globally with the short-term need for greater focus? Would the priorities set in the strategic plan enable Khan Academy to create systemic global change? How should donors evaluate the attractiveness and impact of a potential investment in Khan Academy relative to other organizations in the educational market? Was Khan Academy on the right path to ensuring long-term sustainability? What should Khan Academy’s management team do?

Keywords: entrepreneur; sustainability; scaling; Social Entrepreneurship; Nonprofit Organizations; Strategy; Education; Entrepreneurship; Teaching; Education Industry; California;

Citation:
Sahlman, William, and Nicole Tempest Keller. "Khan Academy 2018." Harvard Business School Case 819-064, October 2018. (Revised May 2019.) View Details

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Stretch the Mission? A Nonprofit That Supports Emerging-market Entrepreneurs Considers Expanding to the U.S.

Abstract

Citation:

About the Authors

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