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Following dozens of failed expeditions to "discover" the NW passage, a Norwegian adventurer employs a new approach that emphasizes rigorous preparation, a lighter, quicker style, and a willingness to adapt to the inhospitable Arctic environment and its people. The case summarizes the bleak history of the exploration of the Northwest passage over several centuries, examining expeditions that employed a broad spectrum of strategies, leadership styles and objectives. The case then focuses on Roald Amundsen who attempted to complete the passage in the early 20th century using a number of novel techniques, an encyclopedic knowledge of Arctic exploration and an appreciation of and willingness to adapt to local Inuit customs.

Supplement to 309067

Absolute Return for Kids [ARK] is a charity with strong financial support--what are the constraints on its growth and impact? ARK seeks to transform the lives of children who are victims of abuse, disability, illness and poverty. As one of the 50 largest fundraising charities in the United Kingdom, the organization's trustees wrestle with how to meet the needs of this vast and most vulnerable population through program expansion and delivery in Eastern Europe, South Africa, and the United Kingdom. How can the organization replicate its existing successful programs faster, both within and existing new countries? How can it best identify new areas into which ARK should expand over the near term and further down the road--and to recognize the ones that would overstretch ARK's organizational capacity and risk failing to maintain the highest quality of delivery?

Supplements the (A) case.

AARP Foundation--a leading non-profit corporation--must create a new "Dashboard" performance measurement tool to track the effectiveness of its new strategic plan.

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After a "first career" in business, HBS graduate Christopher Crane becomes CEO of a worldwide microfinance network. The organization's twin challenges are: 1) developing metrics to give it an accurate picture of its situation and impacts, and 2) generating rapid growth. Students learn how non-financial metrics are integral to Opportunity International's mission but are difficult to define and measure; tailored metrics are necessary for demonstrating success to donors and for strategic planning. Also, the organization is committed to helping as many people out of poverty as quickly as possible, but donations and repayments are not enough to fuel rapid growth; other financial tools are needed. Explores the challenges of measuring non-financial success and considers the trade-offs of continuing as a non-profit versus converting to a for-profit entity. Students will gain skills relevant to growing an organization that is mission-driven but financially constrained, and that has a complex array of international stakeholders.

Supplements the (A) case.

Supplements the (A) case.

As a child, Al Fuller had seen his working-class, African-American neighborhood disintegrate as factory jobs moved away. He resolved to help inner-city communities do better when he grew up. Some years later, as an accomplished university graduate with several years manufacturing experience, he embarked on a scheme to take over and revitalize first one, then another, corrugated box plant. These plants were plagued by inefficiency, poor quality control, and tense labor relations. Using his understanding of inner-city life, Fuller employed discipline-based strategies to empower his employees and turn the failing plants into engines of community revitalization.

Dana Hall is a private all-girls school in New England facing a crisis in its mission. As social norms shift away from single-sex education, the school's enrollment is falling and deficits are becoming the norm. At the same time, the modern vision for girls' education requires an even greater investment in science and sports--at a time when Dana Hall's resources are lower than ever before. Can the school stay true to its mission? How will it find the funding? Through the story of Blair Jenkins, head of school, this case examines the difficult mission and funding decisions facing many nonprofit organizations.

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Supplements the (A) case.

An abstract is not available for this product.

Supplements the (A) case.

KaBOOM!, a successful playground-building social enterprise funded through corporate partnerships, wants to develop a performance measurement system that will enable the organization to expand its impact substantially. The board of directors and management are trying to develop a performance-oriented approach that will inform their strategy and allow them to manage operations efficiently and effectively as they grow--and, possibly, shift their emphasis to growth. What operational and impact data should they collect? How should they design a system of measures that will inform them without either drowning them in data or constraining their opportunities for growth? Can they develop a single system that will be useful to the board of directors and management--and support strategy development without inviting micromanagement?

Supplements the (A) case.

Supplements the (A) case.

The prestigious Augusta National Golf Club's secret membership is widely believed to exclude women. When feminist advocate Martha Burk receives a mysterious list of "members," she must decide how best to use this information in her efforts to crack the glass ceiling. Burk, of the National Council of Women's Organizations (NCWO), battles Hootie Johnson, of the Augusta National Golf Club (ANGC). Both organizations make strategic use of the media to influence stakeholder groups, and each tries to put its own frame on the debate. The NCWO sees the issue as a statement by affiliated corporations of how (little) they value women, whereas the ANGC sees it as attack on a private club's right to freedom of association. The controversy brings up a host of issues that are important for corporations in dealing with NGOs, partnerships, and corporate values.

This social entrepreneurship case focuses on the start-up and first four years of Upwardly Global, a San Francisco-based nonprofit founded to help place immigrant professionals in jobs commensurate with their levels of skill and education. The case tells the story of "UpGlo" founder Jane Leu, describing how she reached the conclusion that both government-funded refugee aid programs, and private sector job placement firms, were failing immigrants with professional backgrounds. The case describes the business model developed by Leu and traces the organization's successful emergence as a free-standing entity, supported by a combination of philanthropic grants, and corporate and individual fees. (Leu was named a fellow in 2004 by Ashoka, the international organization that s and provides support for those it designates "changemakers," primarily those who have established successful new nonprofit service-provider organizations.) HKS Case Number 1803.0