Harvard Case - Sagrada Familia: Managing a Masterpiece
"Sagrada Familia: Managing a Masterpiece" Harvard business case study is written by Ning Su, Esther Chew, Cindy Lu. It deals with the challenges in the field of Economics. The case study is 11 page(s) long and it was first published on : Jul 26, 2021
At Fern Fort University, we recommend that the Sagrada Familia board adopt a multi-pronged strategy to ensure the project's completion while preserving its cultural and financial integrity. This strategy involves a combination of financial diversification, strategic partnerships, and enhanced transparency to attract global support and address the project's unique challenges.
2. Background
The Sagrada Familia, a masterpiece of Catalan Modernism designed by Antoni Gaud', is one of the world's most iconic and visited landmarks. Construction began in 1882 and continues to this day, facing significant challenges related to funding, project management, and environmental sustainability.
The case study focuses on the Sagrada Familia's unique position as a privately funded project reliant on donations and tourism revenue. The board faces the challenge of balancing the need for financial stability with the preservation of the project's artistic integrity and cultural significance.
The main protagonists are the Sagrada Familia board, responsible for overseeing the project's completion, and the various stakeholders, including donors, tourists, local government, and the broader international community.
3. Analysis of the Case Study
The Sagrada Familia's situation can be analyzed through the lens of several frameworks:
Financial Framework: The project's financial model relies heavily on donations and tourism revenue. This creates vulnerability to economic fluctuations and external factors such as pandemics and global recessions. The board needs to diversify revenue streams and develop a more robust financial strategy.
Strategic Planning Framework: The project's long-term vision needs to be aligned with the broader social and environmental context. The Sagrada Familia must address concerns regarding environmental sustainability, community engagement, and responsible tourism.
Operations Strategy Framework: The project's complex construction process requires efficient management and technological advancements. The board needs to leverage technology and analytics to optimize resource allocation, manage costs, and ensure timely completion.
International Business Framework: The Sagrada Familia's global appeal necessitates a strategic approach to international marketing, partnerships, and fundraising. The board needs to engage with international organizations, governments, and private investors to secure funding and promote the project's cultural significance.
Government Policy and Regulation Framework: The project's relationship with the local government requires careful navigation. The board needs to engage in constructive dialogue with local authorities to address concerns regarding infrastructure, urban development, and environmental impact.
4. Recommendations
Financial Diversification:
- Establish an Endowment Fund: Create a dedicated endowment fund to provide long-term financial stability and reduce reliance on annual donations.
- Explore Private Equity and Investment Partnerships: Partner with private equity firms and investment funds to secure long-term capital and expertise in project management and financial planning.
- Develop a Sustainable Tourism Model: Implement measures to optimize tourism revenue while minimizing environmental impact and promoting responsible tourism practices.
- Expand Global Fundraising Efforts: Leverage the project's global appeal to attract donations from international organizations, foundations, and individual donors.
Strategic Partnerships:
- Collaborate with International Organizations: Partner with UNESCO, the World Heritage Committee, and other international organizations to promote the project's cultural significance and secure funding.
- Engage with Private Sector Companies: Seek partnerships with technology companies, construction firms, and hospitality businesses to leverage their expertise and resources.
- Develop Educational Programs and Cultural Exchange Initiatives: Partner with universities and research institutions to promote cultural exchange and educational programs related to the Sagrada Familia and Catalan Modernism.
Enhanced Transparency and Communication:
- Develop a Comprehensive Communication Strategy: Establish a transparent and accessible platform to communicate project updates, financial performance, and sustainability initiatives to stakeholders.
- Engage with Local Communities: Foster dialogue with local residents and businesses to address concerns and build support for the project.
- Utilize Digital Platforms: Leverage social media, websites, and digital marketing tools to reach a global audience and promote the project's mission.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations focus on leveraging the Sagrada Familia's unique cultural and artistic value to attract global support and secure long-term funding.
- External Customers and Internal Clients: The recommendations address the needs of various stakeholders, including donors, tourists, local communities, and the international community.
- Competitors: The recommendations emphasize the Sagrada Familia's unique position as a global cultural landmark and seek to differentiate it from other tourist destinations.
- Attractiveness - Quantitative Measures: The recommendations aim to improve the project's financial sustainability through diversified revenue streams, long-term investments, and efficient resource allocation.
6. Conclusion
The Sagrada Familia presents a unique challenge in balancing artistic integrity with financial sustainability. By adopting a multi-pronged strategy of financial diversification, strategic partnerships, and enhanced transparency, the board can ensure the project's completion while preserving its cultural and financial integrity. This approach will attract global support, address the project's unique challenges, and secure its legacy as a masterpiece of architecture and a symbol of cultural heritage.
7. Discussion
Alternatives:
- Government Funding: Seeking government funding could provide a stable source of income but may compromise the project's autonomy and artistic vision.
- Privatization: Selling the project to a private entity could secure funding but may raise concerns about commercialization and accessibility.
Risks and Key Assumptions:
- Economic Fluctuations: The project's success depends on continued economic growth and stable tourism revenue.
- Political Instability: Political changes and unrest could impact funding and project implementation.
- Environmental Sustainability: Balancing construction progress with environmental concerns requires careful planning and execution.
8. Next Steps
- Establish a Task Force: Form a task force to develop and implement the recommended strategy.
- Develop a Financial Plan: Create a detailed financial plan outlining revenue streams, investment opportunities, and expenditure projections.
- Engage with Stakeholders: Initiate dialogue with donors, local government, and international organizations to secure support and build consensus.
- Implement Communication Strategy: Launch a comprehensive communication strategy to engage with stakeholders and promote the project's mission.
- Monitor Progress: Regularly assess the strategy's effectiveness and make necessary adjustments to ensure the project's success.
By taking these steps, the Sagrada Familia can secure its future and continue to inspire generations to come.
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Case Description
The Sagrada Família was one of Barcelona's most popular tourist attractions. Designed by famed architect Antoni Gaudí, the as-yet unfinished basilica was set to be completed in 2026. Initiated in 1882, the basilica was one of the longest-running architectural projects ever undertaken, and its construction had faced both opportunities and challenges over the years, with obstacles such as inadequate funding, a change in leading architects, and no firm deadline in place. The most recent obstacle to the completion of the basilica's construction was the COVID-19 pandemic, which had cast uncertainty over when construction would resume. Despite the focus on the Sagrada Família's completion, there was potential for tension between the artistic process and traditional project management practices. The current construction team had to determine how to proceed with the project to ensure its long-term recognition while also honouring Gaudí's legacy.
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