More from the Author

• 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

  CiteView DetailsEducators

  Related

• Case | HBS Case Collection | July 2019

  Peabody Essex Museum: What Next?

  V. Kasturi Rangan and Jeffrey F. Rayport

  • The case describes the 25-year transformation of Peabody Essex Museum, which was created in 1993 by the merger of two sub-scale predecessor cultural institutions, operating since 1799, in Salem, Massachusetts. Dan Monroe, its founding CEO, began a process of building the institution, which, when he arrived, had a budget of $3 million and an endowment of $23 million in 1993, as compared to a budget of $33 million and an endowment of $650 million in 2018. Monroe made changes in practically every aspect of the museum’s operations as PEM broke into the ranks of the top 15 museums in the U.S. All of this was happening at a time when museums in general had lost some 20% in visitation as a result of significant shifts in population demographics and what they understood by “cultural experience.” As Dan Monroe handed off the reins of an institution that had successfully run counter to trend to his successor in 2019, the trustees of the museum and its new CEO faced the challenge of how to keep the positive momentum going – and how potentially to reinvent PEM again for a rapidly changing world.

  Keywords: museums; Strategy; Leadership; Transformation; Innovation Leadership; Strategic Planning;

  Citation:

  Rangan, V. Kasturi, and Jeffrey F. Rayport. "Peabody Essex Museum: What Next?" Harvard Business School Case 520-009, July 2019.  View Details

  CiteView DetailsEducators

  Related

• 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

  CiteView Details

  Related