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• Teaching Plan | HBS Case Collection | September 2019

  Financial Inclusion at Omidyar Network

  Vikram S. Gandhi and James Barnett

  Citation:

  Gandhi, Vikram S., and James Barnett. "Financial Inclusion at Omidyar Network." Harvard Business School Teaching Plan 320-018, September 2019.  View Details

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• Case | HBS Case Collection | February 2018 (Revised August 2019)

  The Rise Fund: TPG Bets Big on Impact

  Vikram S. Gandhi, Caitlin Reimers Brumme and Sarah Mehta

  It is March 2017, and TPG, a global alternative investment firm with $74 billion assets under management, has recently launched its inaugural impact-investing fund—the $2 billion Rise Fund. In an effort to “take the religion out of impact investing,” Bill McGlashan, founder and managing partner of TPG Growth, an arm of TPG focused on growth equity investments and middle-market buyouts and co-founder and CEO of the Rise Fund, has partnered with The Bridgespan Group, a nonprofit consultancy, to develop an evidence-based methodology for quantifying the impact of prospective Rise investments. Together, they have come up with a framework that ultimately generates an impact multiple of money (IMM), a measure of the social value created by a company per equity dollar invested. If a company fails to meet the IMM threshold, Rise will not invest in it. The case finds McGlashan and Maya Chorengel (HBS MBA ’97), Rise’s senior partner for impact, debating whether to make Rise’s first investment in EverFi, an educational technology company that offers a range of online educational programming to its K-12 school, university, and corporate clients.

  Keywords: impact investing; impact measurement; Equity; Investment; Measurement and Metrics; Financial Services Industry; California; San Francisco;

  Citation:

  Gandhi, Vikram S., Caitlin Reimers Brumme, and Sarah Mehta. "The Rise Fund: TPG Bets Big on Impact." Harvard Business School Case 318-041, February 2018. (Revised August 2019.)  View Details

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• Case | HBS Case Collection | March 2005 (Revised August 2019)

  Cisco Systems: Managing the Go-to-Market Evolution

  V. Kasturi Rangan

  With the collapse of the dot-com market and related shrinkage in the high-tech industry, Cisco took a dip in its sales and profits in 2001. Coming back from the recession, Cisco had to manage and evolve its go-to-market strategy and design in keeping with its new business strategy. Describes those changes and poses new channel management challenges in light of Cisco's entry into new markets and technologies.

  Keywords: Change Management; Design; Business Cycles; Growth and Development Strategy; Marketing Channels; Marketing Strategy; Market Entry and Exit; Business Strategy;

  Citation:

  Rangan, V. Kasturi. "Cisco Systems: Managing the Go-to-Market Evolution." Harvard Business School Case 505-006, March 2005. (Revised August 2019.)  View Details

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