Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 11 March 2004
Length: 29 pages
Data source: Field research
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Abstract
Geoffrey Canada, CEO of the Harlem Children's Zone, wanted his organization to grow dramatically to reach thousands of poor and underserved children in Harlem. The agency ran a variety of successful social service programs throughout New York City that were separately funded and ran independently of each other. In 2000, Canada led the organization through an ambitious planning process, promising that within 10 years, its new integrated program would reach USD46 million in revenues, serve 24,000 people, and expand to an area three times the size of its current zone. But the plan required the agency to change its management structure, measurement systems, and program goals drastically. How would the organization measure the impact of its work? Could such a system be measured? And how did the changes challenge the passionate directors who first established the component programs?
About
Abstract
Geoffrey Canada, CEO of the Harlem Children's Zone, wanted his organization to grow dramatically to reach thousands of poor and underserved children in Harlem. The agency ran a variety of successful social service programs throughout New York City that were separately funded and ran independently of each other. In 2000, Canada led the organization through an ambitious planning process, promising that within 10 years, its new integrated program would reach USD46 million in revenues, serve 24,000 people, and expand to an area three times the size of its current zone. But the plan required the agency to change its management structure, measurement systems, and program goals drastically. How would the organization measure the impact of its work? Could such a system be measured? And how did the changes challenge the passionate directors who first established the component programs?