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This case set follows Eric and Holly Nelson, founders of Special Hope Network, a nonprofit organization providing holistic therapy services for children with intellectual disabilities and their families in Lusaka, Zambia. Eric, a pastor, and Holly, a special needs teacher, had previously adopted three children with Down syndrome and moved to Zambia to form this enterprise. They worked hard to overcome systemic obstacles to their mission, including a cultural bias against bringing children with intellectual disabilities out in public; a feeling that the family was to blame for the child's disabilities; a scarcity of qualified therapists; and a variety of economic and regulatory factors. Having originally relied on donations from US-based friends and family, they needed to finance their therapy centers, which were targeted to low-income Zambian families, and were highly subsidized. Options they explored included fundraising with local businesses, "child sponsoring" on their website, grant writing, teaching other educators and nonprofits, and tourism fundraising. In the B and C cases, which take place between 2018 and 2019, it is revealed that while the for-profit resource center did provide a number of valuable intangible benefits, it was ultimately not profitable. This case is suitable for an undergraduate, graduate, or executive education class on nonprofit management or strategy. The focus is the alignment of a firm's activities, and whether they support its core mission-which can sometimes have a different answer depending on whether the firm is for profit or nonprofit.

This case set follows Eric and Holly Nelson, founders of Special Hope Network, a nonprofit organization providing holistic therapy services for children with intellectual disabilities and their families in Lusaka, Zambia. Eric, a pastor, and Holly, a special needs teacher, had previously adopted three children with Down syndrome and moved to Zambia to form this enterprise. They worked hard to overcome systemic obstacles to their mission, including a cultural bias against bringing children with intellectual disabilities out in public; a feeling that the family was to blame for the child's disabilities; a scarcity of qualified therapists; and a variety of economic and regulatory factors. Having originally relied on donations from US-based friends and family, they needed to finance their therapy centers, which were targeted to low-income Zambian families, and were highly subsidized. Options they explored included fundraising with local businesses, "child sponsoring" on their website, grant writing, teaching other educators and nonprofits, and tourism fundraising. In the B and C cases, which take place between 2018 and 2019, it is revealed that while the for-profit resource center did provide a number of valuable intangible benefits, it was ultimately not profitable. This case is suitable for an undergraduate, graduate, or executive education class on nonprofit management or strategy. The focus is the alignment of a firm's activities, and whether they support its core mission-which can sometimes have a different answer depending on whether the firm is for profit or nonprofit.

Supplement for product W18559.

Supplement for product 9B18M132.

Supplement for product 9B20C037.

Supplement for product 9B20C037.

This is a supplement to the People Analytics at Teach For America (A) case. In this supplement, situated one year after the A case, Managing Director Michael Metzger must decide how to apply his team's predictive models generated from the previous year's data.

Witnessing numerous lawsuits alleging that online platform companies misclassified workers as contractors when they were actually employees, Handy's founders faced a series of decisions. Handy was an online platform business that enabled customers to book appointments with cleaners at a convenient time and check the cleaner's ratings. Started in 2012 after the founders struggled to find trustworthy, affordable cleaning services while MBA students, by 2015, Handy enjoyed considerable success. Handy was one of the emerging platform companies in the gig economy that connected customers to service providers and sought to disrupt everything from transportation to grocery shopping to deliveries. Like many of these companies, Handy classified service providers as 1099 independent contractors, rather than hiring them as W-2 employees. Doing so often meant lower labor costs for companies and greater flexibility for workers. The companies' reliance on contractors was controversial. Workers, some argued, displayed all the marks of employees - they performed work that was integral to the companies' business and companies exercised control by telling them which jobs to accept and where and by using ratings systems to influence behavior. Facing two misclassification lawsuits of their own while still pushing toward profitability, Handy's founders must decide how to respond.

Supplement to case W20139

B case to case UV8005 This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. After joining an international environmental consultancy firm, Ma Jun, a journalist in the People's Republic of China, was increasingly interested in environmental issues. Wanting to do more than report on these issues, he started to consider founding a nongovernmental organization (NGO) focusing on environmental protection and relying on public participation to keep companies accountable. This idea became the Institute of Public and Environmental Affairs (IPE). In the course of establishing the IPE, Ma encountered so many crucial problems and challenges that he wondered if he could still go on, and how he could do so effectively.

C case to case UV8005 This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. After joining an international environmental consultancy firm, Ma Jun, a journalist in the People's Republic of China, was increasingly interested in environmental issues. Wanting to do more than report on these issues, he started to consider founding a nongovernmental organization (NGO) focusing on environmental protection and relying on public participation to keep companies accountable. This idea became the Institute of Public and Environmental Affairs (IPE). In the course of establishing the IPE, Ma encountered so many crucial problems and challenges that he wondered if he could still go on, and how he could do so effectively.

Just four months after entering the U.S. market, Pro-G Sports Management, a small U.K.-based agency representing professional golfers, faced a major crisis caused in part by the recent hiring of a U.S. agent. Some of the conditions the U.S. agent had unilaterally agreed upon with prospective clients could have had disastrous consequences for the agency, but reneging on those agreements could have damaged the agency's reputation and put its U.S. venture at risk. Pro-G's partners, who did not yet fully understand the U.S. market, had conflicting views on how to resolve this problem. To complicate matters, Pro-G then began to lose some of its best European Tour clients, who felt the agency had begun to focus too heavily on the U.S. market at the expense of its European interests. How should Pro-G manage this tricky situation to the satisfaction of both its U.S. and its European clients?

The case opens in 2017 as Tim Murray, CEO of Aluminum Bahrain (Alba), the largest single-site aluminum smelter in the world outside China and a major contributor to the Bahraini economy, was contemplating the recovery options as the company was facing the most severe crisis in its history. The case provides background on Alba and chronicles a transformation process implemented by Murray. The company had historically underperformed expectations. It developed a hierarchical, engineering oriented culture. The large workforce, made up of multiple nationalities, exhibited uneven levels of process compliance and personal accountability. Those deficiencies manifested themselves in many ways. Most damaging was a consistently poor record of workplace safety. Alba suffered from a high rate of on-the-job injuries and fatalities. Murray undertook to change the company culture, using safety as the linchpin of a campaign to instill a greater sense of discipline and personal responsibility across all levels of the organization. The case occurs against the backdrop of Alba's largest expansion project to date, which was planned to increase its production capacity by 50%. Just as Alba was reaping the benefits of Murray's campaign, a total blackout at Alba's facilities leads to an explosion that severely damaged its largest production line while Murray is on home leave. As the extent of the damage becomes apparent, the management team begins reverting to old behaviors. The case follows the subsequent series of events as Murray seeks to get control of the situation. Murray has to choose between two options for restoring production: outsourcing the recovery efforts to a credible third party at a very high cost or letting his team take on the task. As he contemplated his options, he dwelled on an overarching question-what was the best mechanism for restoring the damaged production line without undermining the culture he had invested so much in trying to create at Alba?

This 2-page case describes the decision Jan took to try to change the way he led IG&H, having been made aware of the harm his leadership was inflicting on the people he managed. He described this realization as "an emotional breakthrough." The case ends with his decision to attend an executive program on Leadership, raising the following questions for class discussion: Can a program change a career-long leadership behaviour? Why or why not? And what is possible and likely to change in Jan's case and what is not?