Subject category:
Entrepreneurship
Published by:
Stanford Business School
Version: 21 August 2006
Length: 20 pages
Data source: Field research
Share a link:
https://casecent.re/p/105255
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Abstract
In the winter of 2001, the Quest Scholars Program faced strategic growth issues. Several months earlier - following five summers running a youth empowerment program at Stanford University for low-income, at-risk, bright high school students - Quest's founders had added a program at Harvard, and the organization had been granted non-profit 501(c)3 status. Program graduates were gaining entry to top universities, but was college acceptance a viable definition of 'success' in the eyes of the founders? How was success defined by the non-profit's of other stakeholders? Could the founders simultaneously refine their mission, replicate their program, and support a financially responsible and sustainable organization? With their first board of directors meeting fast approaching, Quest's founders face tough questions about the organization's future and their roles in it.
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Abstract
In the winter of 2001, the Quest Scholars Program faced strategic growth issues. Several months earlier - following five summers running a youth empowerment program at Stanford University for low-income, at-risk, bright high school students - Quest's founders had added a program at Harvard, and the organization had been granted non-profit 501(c)3 status. Program graduates were gaining entry to top universities, but was college acceptance a viable definition of 'success' in the eyes of the founders? How was success defined by the non-profit's of other stakeholders? Could the founders simultaneously refine their mission, replicate their program, and support a financially responsible and sustainable organization? With their first board of directors meeting fast approaching, Quest's founders face tough questions about the organization's future and their roles in it.