Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 7 Feburary 2007
Length: 35 pages
Data source: Field research
Share a link:
https://casecent.re/p/72574
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
After a 'first career' in business, HBS graduate Christopher Crane becomes Chief Executive Officer (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.
Location:
Industry:
Size:
5,401 employees
Other setting(s):
2002-2005
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 7 September 2007
Length: 7 pages
Data source: Field research
About
Abstract
After a 'first career' in business, HBS graduate Christopher Crane becomes Chief Executive Officer (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.
Settings
Location:
Industry:
Size:
5,401 employees
Other setting(s):
2002-2005
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 7 September 2007
Length: 7 pages
Data source: Field research