學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- 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
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Howard Industries: Is This Homelessness Social Enterprise Worth Continuing?
內容大綱
Barbara Levesque was preparing for her monthly board meeting on January 18, 2016. Five years ago John Howard Society of the North Okanagan (JHSNOK) made a strategic decision to pursue social enterprise. Its primary purpose was to better support the growth and development of their clients. A secondary driver was to find additional ways to diversify their funding sources to have more financial independence and stability. Social enterprise was identified as the vehicle to expand their impact, more fully meet their mission, and help contribute to long term operational funding. In 2010, Howard Industries was incorporated and two social-purpose ventures were created: "Uncle Howie's Kitchen" provided low cost catering and "Clean Sweep" offered minor renovations, painting and cleaning that mainly serviced the non-profit and public sector. By 2015, the investment in Howard Industries had started to pay off and to-date their social enterprises had contributed $4500 to its parent organization. The management team estimated that approximately 18 clients of JHSNOK worked full time in the two businesses throughout the four-year period from 2011 to 2015, and significant transformative change for some of these men had occurred. Howard Industries was at a pivotal point in development. The market showed an opportunity to maintain and expand current contracts, increase their profitability, and move their clients into leadership roles in the business. In order to grow, additional management time would have to be allocated to support it. Levesque had been asked by her Board to report on what Howard Industries achieved in 2015, and provide recommendations for its future direction. With the five-year social enterprise pilot coming to an end, Levesque needed to decide if Howard Industries was worth continuing and if so, how would she convince the Board to renew their commitment to this social venture.