Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge

Rosabeth Moss Kanter; Tessa Natanay Hamilton; Ai-Ling Jamila Malone

Teaching Note | HBS Case Collection | February 2016

Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge

by Rosabeth Moss Kanter, Tessa Natanay Hamilton and Ai-Ling Jamila Malone

Abstract

Building on his successes as a politician and preacher in Baton Rouge, Louisiana, Rev. Raymond Jetson sought to empower Baton Rouge citizens to innovate solutions for their community challenges. After stepping down as the head of the Louisiana Family Recovery Corps, Jetson became interested in the Advanced Leadership Initiative (ALI) at Harvard University. When his ALI cohort expressed interest in visiting his hometown of Baton Rouge, Jetson arranged an innovation summit that allowed his cohort members to engage in discussions with Baton Rouge citizens about the challenges facing the community and develop innovative solutions to address them. These conversations led to the establishment of an initiative called Better Baton Rouge, which later became part of a nonprofit organization called MetroMorphosis. This case provides an overview of Jetson's personal and professional experiences, how the surrounding environment shaped these experiences, and how Jetson's convening power transformed a community. This case may be used for courses related to change management, social enterprise, leadership, and entrepreneurship.

Keywords: social entrepreneurship; leadership; health ＆ wellness; communities; community impact; farm; Agriculture; Leading Change; Change Management; Social Entrepreneurship; Business and Community Relations; Louisiana;

Language: English

Format: Print

17 pages

Citation:

Kanter, Rosabeth Moss, Tessa Natanay Hamilton, and Ai-Ling Jamila Malone. "Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge." Harvard Business School Teaching Note 316-033, February 2016.

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company, and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group. Teaching Note for HBS No. 319-044.

Chinese appliance company Haier's 2016 acquisition of iconic GE Appliances (GEA) ushered in strategic and structural changes to encourage innovation and entrepreneurship at the U.S. company and to help it grow. Haier, which had a model designed to bring the company closer to users of its products, wanted GEA to adopt a version of the model that suited the U.S. market, U.S. consumers, and GEA's employees. This case describes GEA's efforts to do that as a member of the Haier Group.

This teaching note assists in the classroom instruction of the HBS No. 318-089, “City Year at 30: Toward Long-Term Impact.” It offers to instructors a case summary and analysis, along with student preparation questions and a guide for classroom discussion of the case. The teaching note helps explain teaching objectives of the case, including lessons on how to manage the growth and evolution of not-for-profit social enterprises and how to pursue even bigger societal change.

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Advanced Leadership Pathways: Raymond Jetson's MetroMorphosis and the Effort to Transform Baton Rouge

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