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- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
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- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
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- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Garrett Moran and Scaling Year Up to Close the Opportunity Divide
內容大綱
Garrett Moran joined Year Up (a workforce development program) in late 2013. Tasked with systematizing and scaling operations, Moran spearheaded a number of changes that allowed Year Up to serve 3,000 youth in 2016 up from 1,800 youth annually when he started. While preparing for the future, he expected that Year Up would soon have the ability to serve 10,000 students annually by 2021. This goal would demand a pace of growth that YU had not yet experienced - increasing annual growth from an already accelerated 400 students per year over the past three years to an average of 1,000 students per year through 2021. The path forward was complicated and this case covers the challenges and opportunities of reaching scale by expanding their direct service program and exploring other ways to close the opportunity gap.