Harvard Case - Girls Who Code
"Girls Who Code" Harvard business case study is written by Brian Trelstad, Amy Klopfenstein, Olivia Hull. It deals with the challenges in the field of General Management. The case study is 23 page(s) long and it was first published on : Mar 26, 2020
At Fern Fort University, we recommend Girls Who Code adopt a multi-pronged strategy focused on scaling impact, enhancing program quality, and building a sustainable organization. This strategy will involve leveraging technology and analytics to personalize learning, expanding program reach through strategic partnerships and international business initiatives, and fostering a culture of innovation to continuously improve program effectiveness.
2. Background
Girls Who Code is a non-profit organization dedicated to closing the gender gap in technology by empowering young women to pursue careers in computer science. Founded in 2012, the organization has grown rapidly, offering after-school programs, summer immersion programs, and workshops to girls in middle and high school across the United States. The case study highlights the organization's challenges in scaling its impact while maintaining program quality and ensuring financial sustainability.
The main protagonists of the case study are Reshma Saujani, the founder and CEO of Girls Who Code, and the organization's leadership team, who are grappling with the challenges of rapid growth and the need to adapt their model to meet the evolving needs of their target audience.
3. Analysis of the Case Study
Strategic Framework: We will analyze the case using a combination of frameworks including Porter's Five Forces, SWOT Analysis, and the Balanced Scorecard.
Porter's Five Forces:
- Threat of New Entrants: High. The non-profit sector is relatively easy to enter, and there are numerous organizations offering similar programs.
- Bargaining Power of Buyers: Low. Girls Who Code's target audience (young women) has limited bargaining power as they are dependent on the organization for access to programming education.
- Bargaining Power of Suppliers: Low. Girls Who Code relies on volunteers and educators, who are generally not in a position to exert significant bargaining power.
- Threat of Substitutes: Moderate. There are other organizations offering STEM education programs, but Girls Who Code's focus on girls and its unique program design provides a competitive advantage.
- Competitive Rivalry: High. The non-profit sector is highly competitive, with numerous organizations vying for funding and attention.
SWOT Analysis:
Strengths:
- Strong brand recognition and positive reputation.
- Proven track record of success in empowering young women in technology.
- Dedicated and passionate team.
- Strong network of partners and supporters.
Weaknesses:
- Challenges in scaling operations to meet growing demand.
- Limited resources and funding.
- Dependence on volunteers and educators.
- Potential for program quality to decline with rapid growth.
Opportunities:
- Expanding into new markets, including emerging markets.
- Leveraging technology to personalize learning experiences.
- Building strategic partnerships with corporations and educational institutions.
- Increasing fundraising efforts to secure long-term financial stability.
Threats:
- Competition from other non-profit organizations.
- Funding cuts or economic downturn.
- Changes in educational policy or funding priorities.
- Negative publicity or reputational damage.
Balanced Scorecard:
- Financial Perspective: Increase revenue through fundraising, partnerships, and program fees.
- Customer Perspective: Enhance program quality and satisfaction through personalized learning experiences and effective curriculum development.
- Internal Processes Perspective: Streamline operations, improve efficiency, and leverage technology for automation.
- Learning and Growth Perspective: Invest in employee development, foster a culture of innovation, and attract and retain top talent.
4. Recommendations
1. Scale Impact through Strategic Partnerships and International Expansion:
- Strategic Partnerships: Partner with corporations, educational institutions, and other non-profit organizations to expand program reach and access to resources.
- International Expansion: Explore opportunities to launch programs in emerging markets with high demand for STEM education and a growing tech sector.
2. Enhance Program Quality through Technology and Analytics:
- Personalized Learning: Leverage technology and analytics to personalize learning experiences based on individual student needs and learning styles.
- Data-Driven Decision Making: Utilize data and analytics to monitor program effectiveness, identify areas for improvement, and inform curriculum development.
3. Build a Sustainable Organization through Operational Efficiency and Fundraising:
- Operational Efficiency: Implement lean management principles to streamline operations and improve efficiency.
- Fundraising: Diversify fundraising efforts to secure long-term financial stability, including corporate sponsorships, individual donations, and government grants.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of Girls Who Code's strengths, weaknesses, opportunities, and threats. They also align with the organization's mission to empower young women in technology and its core values of innovation, inclusivity, and impact.
Core Competencies and Mission: The recommendations focus on leveraging Girls Who Code's existing strengths, such as its brand recognition and its proven track record of success, to achieve its mission of closing the gender gap in technology.
External Customers and Internal Clients: The recommendations prioritize the needs of both external customers (girls and their families) and internal clients (volunteers, educators, and staff).
Competitors: The recommendations acknowledge the competitive landscape and aim to differentiate Girls Who Code through its focus on personalized learning, its commitment to diversity and inclusion, and its strategic partnerships.
Attractiveness: The recommendations are designed to enhance the organization's financial sustainability and its ability to scale its impact.
Assumptions:
- There is a continued demand for STEM education programs for girls.
- Technology and analytics can be effectively used to personalize learning experiences.
- Strategic partnerships can provide access to resources and expand program reach.
- Emerging markets present opportunities for growth and impact.
6. Conclusion
By implementing these recommendations, Girls Who Code can achieve its ambitious goals of scaling its impact, enhancing program quality, and building a sustainable organization. This will require a commitment to continuous improvement, a willingness to embrace innovation, and a focus on building strong relationships with key stakeholders.
7. Discussion
Alternatives:
- Focusing solely on organic growth through increased fundraising efforts.
- Partnering with a larger non-profit organization to leverage their resources and expertise.
- Adopting a franchise model to expand into new markets.
Risks:
- Failure to secure sufficient funding to support growth.
- Difficulty in finding qualified volunteers and educators.
- Negative publicity or reputational damage.
- Inability to adapt to changing technology and educational trends.
Key Assumptions:
- The recommendations assume that Girls Who Code can successfully implement its strategic partnerships, international expansion, and technology initiatives.
- The recommendations also assume that the organization can maintain its commitment to quality and inclusivity while scaling its operations.
8. Next Steps
- Develop a detailed strategic plan outlining the implementation of each recommendation.
- Identify and secure funding for key initiatives.
- Build a team of experienced professionals with expertise in program management, technology, and international business.
- Establish clear performance metrics and track progress towards achieving goals.
- Continuously evaluate and adapt the strategy based on changing market conditions and organizational needs.
By taking these steps, Girls Who Code can position itself for continued success and achieve its mission of empowering young women to pursue careers in computer science.
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Case Description
In 2012, Reshma Saujani founded Girls Who Code (GWC) with the mission of closing the technology (tech) industry's gender gap. While GWC offered coding education programs to middle- and high-school-aged girls, the organization also sought to alter cultural stereotypes surrounding women in tech through books, advertisements, and social media campaigns. Saujani remained active in promoting her organization's message through a TED Talk, a best-selling book, and frequent media appearances and interviews. By 2019, GWC had served approximately 185,000 girls, expanded its programs to all 50 U.S. states, and reached hundreds of millions of individuals through its advertising and media campaigns. However, the tech gender gap was still significant. Saujani claimed that the organization was on track to close the gender gap among entry level tech roles by 2027. Would GWC reach its goal? If not, were there new initiatives that it should consider to increase its effectiveness?
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