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Harvard Case - Glass-Shattering Leaders: Ilene H. Lang

"Glass-Shattering Leaders: Ilene H. Lang" Harvard business case study is written by Boris Groysberg, Colleen Ammerman. It deals with the challenges in the field of Organizational Behavior. The case study is 5 page(s) long and it was first published on : Apr 16, 2021

At Fern Fort University, we recommend a strategic approach to address the challenges Ilene H. Lang faces as CEO of the National Organization on Disability (NOD). This approach focuses on enhancing organizational effectiveness through a combination of leadership development, organizational culture transformation, and strategic partnerships.

2. Background

Ilene H. Lang, a highly accomplished leader, faces a complex situation at NOD. The organization, dedicated to empowering people with disabilities, is struggling to maintain its relevance and impact. The case highlights issues like:

  • Declining membership: NOD is losing members and facing financial challenges.
  • Internal conflicts: The organization suffers from internal disagreements and a lack of clear direction.
  • Outdated image: NOD's image is perceived as outdated and not reflective of the evolving needs of the disability community.
  • Limited resources: The organization faces limited resources and struggles to compete with larger, more established organizations.

The main protagonists are Ilene H. Lang, the CEO, and the various stakeholders within NOD, including board members, staff, and members of the disability community.

3. Analysis of the Case Study

This case study can be analyzed through the lens of organizational behavior, leadership, and change management.

Organizational Behavior:

  • Organizational Culture: NOD's culture appears to be characterized by a lack of clarity, internal conflicts, and a resistance to change. This hinders collaboration, innovation, and employee engagement.
  • Leadership Styles: The case suggests a lack of strong, transformational leadership within NOD. This has led to a lack of clear vision, strategic direction, and effective communication.
  • Team Dynamics: The internal conflicts and lack of cohesion within NOD's leadership team are detrimental to its effectiveness. This highlights the importance of fostering a collaborative and supportive team environment.
  • Motivation Theories: The case suggests a lack of motivation among NOD's staff, potentially due to a lack of clear purpose, limited opportunities for growth, and a perception of the organization's declining relevance.

Leadership:

  • Leadership Qualities: Ilene H. Lang possesses strong leadership qualities, including her commitment to the mission, her ability to build relationships, and her experience in navigating complex situations. However, she needs to leverage these qualities to effectively lead the organizational transformation.
  • Leading Change: Ilene H. Lang faces the challenge of leading a significant organizational change. This requires a clear vision, effective communication, and the ability to manage resistance and build buy-in from stakeholders.
  • Leadership Development: The case highlights the need for leadership development within NOD. Developing a pipeline of future leaders with the skills and vision to lead the organization into the future is crucial.

Change Management:

  • Resistance to Change: The case suggests that there will be resistance to change within NOD. This is common in organizations facing challenges and requires a strategic approach to address concerns, build trust, and ensure buy-in.
  • Communication Strategies: Effective communication is vital for successful change management. Ilene H. Lang needs to develop a clear communication strategy to engage stakeholders, address concerns, and build support for the proposed changes.
  • Organizational Learning: The case emphasizes the need for NOD to learn from its past experiences and adapt to the evolving needs of the disability community. This requires a culture of continuous learning, feedback, and improvement.

4. Recommendations

  1. Develop a Clear Vision and Strategic Plan: Ilene H. Lang should lead the development of a clear, compelling vision for NOD's future, outlining its core values, strategic goals, and target audience. This vision should be communicated effectively to all stakeholders.
  2. Transform the Organizational Culture: Implement initiatives to foster a culture of collaboration, innovation, and inclusivity. This can be achieved through leadership development programs, team-building activities, and open communication channels.
  3. Enhance Leadership Capabilities: Invest in leadership development programs for current and future leaders within NOD. This should focus on developing skills in strategic thinking, change management, communication, and team building.
  4. Re-evaluate Organizational Structure: Consider restructuring NOD to streamline operations, improve efficiency, and enhance collaboration across departments. This may involve creating cross-functional teams and empowering employees to take on greater responsibility.
  5. Embrace Technology and Analytics: Leverage technology and data analytics to gain insights into the needs of the disability community, improve program effectiveness, and enhance communication with stakeholders.
  6. Build Strategic Partnerships: Develop partnerships with businesses, government agencies, and other organizations to expand NOD's reach, increase resources, and leverage expertise.
  7. Strengthen Communication and Engagement: Implement a comprehensive communication strategy to engage stakeholders, including members, donors, and the disability community. This should involve utilizing various channels, such as social media, newsletters, and events.
  8. Focus on Diversity and Inclusion: Ensure that NOD's leadership and staff reflect the diversity of the disability community. This will enhance the organization's credibility and ensure that its programs are responsive to the needs of all individuals with disabilities.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The recommendations align with NOD's core mission of empowering people with disabilities by focusing on enhancing the organization's effectiveness, relevance, and impact.
  2. External Customers and Internal Clients: The recommendations consider the needs of both external stakeholders, such as members of the disability community and donors, as well as internal stakeholders, including staff and board members.
  3. Competitors: The recommendations acknowledge the competitive landscape and aim to position NOD as a leading organization in the field of disability advocacy.
  4. Attractiveness: The recommendations are expected to lead to increased membership, improved financial performance, and a stronger organizational reputation, making NOD more attractive to stakeholders.

6. Conclusion

Ilene H. Lang faces a significant challenge in leading NOD through a period of transformation. By implementing the recommended strategies, she can create a more effective, relevant, and impactful organization that better serves the needs of the disability community. This will require a commitment to leadership development, cultural change, and strategic partnerships.

7. Discussion

Alternative approaches include focusing solely on fundraising efforts to address financial challenges or implementing a more drastic restructuring of the organization. However, these approaches may not address the underlying issues of organizational culture, leadership, and strategic direction.

Key assumptions include the willingness of stakeholders to embrace change, the availability of resources for implementation, and the effectiveness of the proposed strategies in achieving desired outcomes.

8. Next Steps

  1. Develop a detailed implementation plan: Outline specific actions, timelines, and responsible parties for each recommendation.
  2. Secure buy-in from stakeholders: Engage with board members, staff, and members of the disability community to build consensus and support for the proposed changes.
  3. Pilot test initiatives: Implement pilot programs to test the effectiveness of new strategies before rolling them out organization-wide.
  4. Monitor progress and make adjustments: Regularly assess the impact of the implemented changes and make adjustments as needed to ensure ongoing success.

By implementing these recommendations and taking a strategic approach to change management, Ilene H. Lang can position NOD for a successful future, fulfilling its mission of empowering people with disabilities and making a lasting impact on society.

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Case Description

Ilene Lang started her career in technology at a time when the tech sector was new and women had only recently entered the workplace in large numbers. Over the next thirty years, she built a career spanning large and small tech companies, leading global teams and overseeing products such as AltaVista, an early search engine. After leading three dot-coms in the late 1990s, she was ready for a new chapter and joined Catalyst, a global nonprofit focused on women in the workplace, as CEO. Lang led Catalyst through the aftermath of September 11 and the Great Recession, all while expanding the organization's portfolio and reach, before retiring in 2014 and continuing her advocacy as a corporate director and advisor to organizations focused on increasing women's economic power and leadership.

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