Harvard Case - LIVESTRONG: Cycling Around Lance Armstrong
"LIVESTRONG: Cycling Around Lance Armstrong" Harvard business case study is written by Erika H. James, Jenny Mead. It deals with the challenges in the field of Organizational Behavior. The case study is 6 page(s) long and it was first published on : Mar 22, 2013
At Fern Fort University, we recommend that LIVESTRONG Foundation implement a multifaceted strategy to address the challenges posed by the Lance Armstrong scandal. This strategy will focus on rebuilding trust, strengthening organizational culture, and ensuring the long-term sustainability of the foundation's mission.
2. Background
The LIVESTRONG Foundation was founded in 1997 by Lance Armstrong, a renowned cyclist who overcame testicular cancer. The foundation aimed to provide support and resources to cancer patients and survivors. However, in 2012, Armstrong confessed to doping throughout his cycling career, leading to a public outcry and a significant loss of trust in the foundation.
The case study focuses on the challenges faced by the foundation in the aftermath of the scandal. It highlights the impact on the organization's reputation, fundraising efforts, and internal morale.
The main protagonists are:
- Lance Armstrong: The founder of the foundation and the central figure in the doping scandal.
- The LIVESTRONG Foundation Board: Responsible for overseeing the foundation's operations and navigating the crisis.
- The LIVESTRONG Foundation Staff: Impacted by the scandal and tasked with rebuilding trust and continuing the foundation's mission.
3. Analysis of the Case Study
The case study presents a complex situation requiring careful analysis. We can apply several frameworks to understand the challenges and develop effective solutions:
Organizational Behavior: The scandal significantly impacted the foundation's organizational culture, leading to decreased employee morale, trust, and commitment. This requires a focus on rebuilding a positive and ethical work environment.
Leadership: The foundation's leadership faced the challenge of leading through crisis, managing conflict, and rebuilding trust with stakeholders. This requires strong leadership qualities like transparency, empathy, and strategic vision.
Change Management: The foundation needed to implement significant changes to its organizational structure, communication strategies, and fundraising practices. This requires a well-defined change management process to minimize resistance and ensure successful implementation.
Corporate Social Responsibility: The scandal raised questions about the foundation's commitment to ethical practices and its ability to fulfill its mission. Rebuilding trust requires a renewed focus on ethical behavior and transparency.
Marketing and Communication: The foundation needed to develop a comprehensive communication strategy to address the scandal, rebuild trust, and re-engage with stakeholders. This strategy should focus on transparency, authenticity, and demonstrating the foundation's positive impact.
Fundraising: The scandal significantly impacted the foundation's fundraising efforts. Rebuilding donor confidence requires a clear strategy that emphasizes transparency, accountability, and the impact of the foundation's programs.
4. Recommendations
To address the challenges and ensure the long-term success of the LIVESTRONG Foundation, we recommend the following:
1. Rebuilding Trust and Transparency:
- Conduct a thorough internal investigation: To address any remaining concerns and demonstrate transparency.
- Publish the findings publicly: To ensure accountability and rebuild trust with stakeholders.
- Establish a new leadership team: With a proven track record of ethical leadership and commitment to the foundation's mission.
- Implement a robust ethics program: To ensure ethical behavior and prevent future scandals.
- Develop a clear and transparent communication strategy: To proactively engage with stakeholders and address concerns.
2. Strengthening Organizational Culture:
- Focus on employee engagement and empowerment: To foster a sense of ownership and commitment to the foundation's mission.
- Promote a culture of open communication and feedback: To encourage dialogue and address concerns.
- Develop a robust training program: To educate employees on ethical behavior, conflict resolution, and diversity and inclusion.
- Recognize and reward employees: For their commitment to the foundation's mission and ethical values.
3. Re-engaging Stakeholders:
- Develop a targeted outreach strategy: To reconnect with donors, partners, and beneficiaries.
- Highlight the impact of the foundation's programs: To demonstrate the positive impact of the foundation's work.
- Engage with influencers and advocates: To spread the word about the foundation's mission and rebuild trust.
- Develop a comprehensive communication plan: To address the scandal and communicate the foundation's commitment to ethical practices.
4. Diversifying Funding Sources:
- Explore new fundraising avenues: To reduce reliance on individual donors and diversify the foundation's funding portfolio.
- Develop partnerships with corporations and foundations: To secure long-term funding and support.
- Increase public awareness of the foundation's mission: To attract new donors and supporters.
5. Redefining the Foundation's Mission:
- Refocus the foundation's mission: To ensure it aligns with the current needs of cancer patients and survivors.
- Develop new programs and initiatives: To address emerging challenges and opportunities in the cancer community.
- Expand the foundation's reach: To serve a wider range of individuals and communities.
5. Basis of Recommendations
These recommendations consider the following factors:
- Core competencies and consistency with mission: The recommendations focus on rebuilding trust, strengthening organizational culture, and ensuring the foundation's long-term sustainability.
- External customers and internal clients: The recommendations address the needs of donors, beneficiaries, partners, and employees.
- Competitors: The recommendations focus on differentiating the foundation from other cancer charities and highlighting its unique value proposition.
- Attractiveness: The recommendations are designed to be cost-effective and provide a high return on investment.
6. Conclusion
The LIVESTRONG Foundation faces significant challenges in the aftermath of the Lance Armstrong scandal. By implementing these recommendations, the foundation can rebuild trust, strengthen its organizational culture, and ensure the long-term sustainability of its mission.
7. Discussion
Other alternatives not selected include:
- Shutting down the foundation: This would be a drastic measure and would not address the needs of cancer patients and survivors.
- Ignoring the scandal: This would damage the foundation's reputation further and erode trust with stakeholders.
The key assumptions underlying these recommendations include:
- The foundation is committed to ethical practices and transparency.
- The foundation has the resources and commitment to implement these recommendations.
- Stakeholders are willing to give the foundation a second chance.
8. Next Steps
To implement these recommendations, the foundation should:
- Establish a task force: To oversee the implementation of the recommendations.
- Develop a timeline and budget: For each recommendation.
- Communicate regularly with stakeholders: To keep them informed of progress.
- Monitor and evaluate the impact: Of the recommendations on the foundation's performance.
By taking these steps, the LIVESTRONG Foundation can overcome the challenges of the Lance Armstrong scandal and continue to make a positive impact on the lives of cancer patients and survivors.
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Case Description
In early 2013, the ongoing controversy involving cyclist Lance Armstrong's use of performance-enhancing drugs was taking its toll on the nonprofit LIVESTRONG Foundation, which Armstrong himself had founded years before after being diagnosed with cancer. Armstrong had already been stripped of his titles, including six Tour de France medals, and was about to appear on a television interview where he presumably would admit to doping. LIVESTRONG CEO Doug Ulman and his leadership team had to figure out how to meet the various challenges that now confronted the organization: a continued drain on the organization's time and energy, bad publicity, media scrutiny, and the erosion of financial support. The organization had helped hundreds of thousands of cancer survivors over the years and Ulman and the others wanted to make sure that LIVESTRONG remained strong and viable.
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