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  • June 2021
  • Case
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Acelero Learning

By: Mario Small, Kathleen L. McGinn, Amy Klopfenstein and Katherine Chen
  • Format:Print
  • | Language:English
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Abstract

In November 2020, Henry Wilde, co-founder and CEO of Acelero, Inc., must decide whether to change his company’s program model for delivering early childhood education to low-income children. One of the only for-profit Head Start providers in the United States, Acelero provided direct services through neighborhood childcare centers and operated a consulting arm to improve the services of other Head Start centers. The company had developed a reputation for excellence and was profitable, pleasing its investors. However, Senior Vice President of Family Engagement Lori Levine urged Wilde to change the company’s process for interacting with parents. While Levine’s preferred model had the potential to drive deeper social impact, it was not yet a proven success and did not have the potential to make Acelero’s business more profitable. Further, if the new model failed, Wilde risked losing the credibility that he and his team had built in the early childhood education field over the company’s 19-year history. Wilde and Levine had piloted the model at a single Acelero center, and the early results were promising. At the conclusion of the case, the CEO must decide whether to scale the program model to other centers, or whether to stay the course with his company’s existing operations.

Keywords

Early Childhood Education; Organizational Change and Adaptation; Growth and Development Strategy; Adoption; Customer Focus and Relationships; Operations; Education Industry; North and Central America; United States

Citation

Small, Mario, Kathleen L. McGinn, Amy Klopfenstein, and Katherine Chen. "Acelero Learning." Harvard Business School Case 921-029, June 2021.
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About The Author

Kathleen L. McGinn

Negotiation, Organizations & Markets
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