Harvard Case - Unifying Divisions: Joro's Mission to Preserve the Planet
"Unifying Divisions: Joro's Mission to Preserve the Planet" Harvard business case study is written by Shikhar Ghosh, Marilyn Morgan Westner. It deals with the challenges in the field of Entrepreneurship. The case study is 21 page(s) long and it was first published on : Aug 27, 2019
At Fern Fort University, we recommend Joro implement a strategic partnership model to unify its divisions and achieve its ambitious goal of preserving the planet. This approach involves fostering collaboration between Joro?s existing divisions, leveraging their unique strengths to create a cohesive and impactful force for environmental sustainability. The partnership model will be driven by a shared vision, clear communication channels, and a focus on creating value for both Joro and its stakeholders.
2. Background
Joro is a rapidly growing startup operating in the environmental sustainability space. Founded by a passionate team of entrepreneurs, Joro aims to empower individuals to make informed decisions about their environmental impact through its innovative technology platform. The company operates three distinct divisions:
- Joro App: A user-friendly mobile application that tracks and analyzes users? environmental footprint.
- Joro Insights: A data analytics division that provides insights and recommendations to businesses and organizations on their environmental impact.
- Joro Labs: A research and development division focused on creating new technologies and solutions for environmental sustainability.
While each division operates independently, their individual goals align with Joro?s overarching mission. However, the lack of a unified strategy and communication silos hinder the company?s potential to achieve its full impact.
3. Analysis of the Case Study
Joro?s current situation presents both opportunities and challenges:
Opportunities:
- Strong market demand: Growing consumer awareness of environmental issues creates a significant market for Joro?s products and services.
- Innovative technology: Joro?s technology platform has the potential to disrupt the environmental sustainability market and drive positive change.
- Passionate team: Joro?s employees are driven by a shared commitment to environmental sustainability, creating a strong foundation for collaboration.
Challenges:
- Lack of integration: The independent operations of each division limit cross-divisional collaboration and knowledge sharing.
- Siloed communication: Poor communication channels hinder effective collaboration and decision-making.
- Limited resources: As a startup, Joro faces resource constraints that can hinder its growth and expansion.
Framework:
To analyze Joro?s situation, we can utilize the Porter?s Five Forces framework:
- Threat of new entrants: The environmental sustainability market is attracting new players, increasing competition.
- Bargaining power of buyers: Consumers have a wide range of choices, potentially limiting Joro?s pricing power.
- Bargaining power of suppliers: Joro relies on various technology providers, potentially impacting its cost structure.
- Threat of substitute products: Alternative solutions for environmental tracking and analysis exist, posing a threat to Joro?s market share.
- Competitive rivalry: The environmental sustainability market is becoming increasingly competitive, requiring Joro to differentiate itself.
4. Recommendations
To address Joro?s challenges and capitalize on its opportunities, we recommend the following:
1. Implement a Strategic Partnership Model:
- Establish a cross-functional team: Create a dedicated team with representatives from each division to facilitate communication, collaboration, and knowledge sharing.
- Define shared goals and metrics: Develop a clear set of shared goals and key performance indicators (KPIs) that align with Joro?s overall mission and measure the success of the partnership.
- Develop joint projects: Encourage collaboration between divisions by developing joint projects that leverage their unique strengths and create synergistic value.
- Promote cross-divisional knowledge sharing: Foster a culture of knowledge sharing by organizing workshops, webinars, and internal communication channels.
2. Leverage Technology and Analytics:
- Integrate data across divisions: Develop a centralized data platform that integrates data from all divisions, enabling comprehensive analysis and insights.
- Develop advanced analytics capabilities: Invest in advanced analytics tools and techniques to extract valuable insights from data and inform decision-making.
- Enhance user experience: Utilize data and analytics to personalize the user experience within the Joro App, providing targeted recommendations and engaging users.
3. Foster a Culture of Collaboration:
- Promote open communication: Encourage open and transparent communication channels across divisions, fostering trust and understanding.
- Develop a shared vision: Articulate a clear and compelling vision for Joro?s future, inspiring employees to work together towards a common goal.
- Recognize and reward collaboration: Implement recognition programs and incentives that reward cross-divisional collaboration and teamwork.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The strategic partnership model aligns with Joro?s mission by leveraging the strengths of each division to create a unified force for environmental sustainability.
- External customers and internal clients: The recommendations aim to improve the user experience for Joro?s customers and enhance collaboration among internal teams.
- Competitors: By leveraging technology and analytics, Joro can differentiate itself from competitors and gain a competitive advantage.
- Attractiveness ? quantitative measures: The strategic partnership model has the potential to increase revenue, reduce costs, and improve efficiency, ultimately contributing to Joro?s long-term success.
6. Conclusion
By implementing a strategic partnership model, Joro can overcome its current challenges and unlock its full potential to drive positive environmental change. This model will foster collaboration, leverage technology and analytics, and create a culture of innovation and shared purpose.
7. Discussion
Alternatives:
- Merging divisions: While merging divisions could create a more unified structure, it could also lead to loss of individual division strengths and stifle innovation.
- Acquiring complementary businesses: This approach could provide access to new technologies and markets but requires significant investment and integration challenges.
Risks:
- Resistance to change: Employees may resist changes to the organizational structure and culture.
- Integration challenges: Integrating different systems and processes across divisions can be complex and time-consuming.
- Resource constraints: Joro may face resource constraints in implementing the recommended changes.
Key Assumptions:
- Joro?s management team is committed to implementing the strategic partnership model.
- Employees are willing to embrace collaboration and knowledge sharing.
- Joro has access to the necessary resources and expertise to implement the recommendations.
8. Next Steps
- Form a cross-functional team: Within the next quarter, Joro should assemble a cross-functional team to oversee the implementation of the strategic partnership model.
- Develop a shared vision and goals: Within the next six months, the team should develop a clear shared vision and set of goals for the partnership.
- Pilot joint projects: Within the next year, Joro should pilot joint projects between divisions to test the effectiveness of the partnership model.
- Evaluate and adjust: Joro should continuously evaluate the progress of the partnership model and make adjustments as needed.
By taking these steps, Joro can effectively unify its divisions, leverage its strengths, and achieve its mission of preserving the planet.
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Case Description
The case focuses on the initial startup team and Founders' agreements. In March 2018, Sanchali Pal proposed renegotiating the informal founders' agreement and equity split she and her co-founders had drafted the previous spring. They had been working together for over a year to solve one of the most complex and urgent problems of our time-global warming. Their company-a technology platform that enabled users to track and improve their carbon footprints on their smartphones in real time-had grown from their individual passion to combat the looming climate crisis. In the past year, their approach had been validated multiple times at different national clean energy competitions. But beneath external success, internal frictions threatened the team. Differing expectations and overlapping roles and responsibilities sparked frustrations between the co-founders and Pal began spending a considerable amount of time mediating their disagreements instead of focusing on the business. The case ends as the co-founders are meeting to discuss 3 core issues: 1) How to re-divide equity-what changes should they make to their original agreement? 2) How to establish clear roles, titles, and decision-making rights so that they could function effectively as a team. 3) How to allocate spending cash. Each grappled with key questions: Did they still trust one another? Did they feel respected? Could they renegotiate an agreement in a way that everyone could accept?
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