Harvard Case - LOOP @ Digital Green: Journey of a Nonprofit
"LOOP @ Digital Green: Journey of a Nonprofit" Harvard business case study is written by Lokesh Garg, K. V. Gopakumar. It deals with the challenges in the field of Organizational Behavior. The case study is 13 page(s) long and it was first published on : Jan 18, 2022
At Fern Fort University, we recommend that LOOP @ Digital Green implement a comprehensive strategic plan to address the challenges of scaling its operations while maintaining its core values and impact. This plan should focus on enhancing organizational capacity, strengthening leadership, fostering innovation, and building a sustainable business model.
2. Background
LOOP @ Digital Green is a non-profit organization that utilizes technology to improve the livelihoods of smallholder farmers in India. The organization has successfully developed and implemented a mobile-based platform that delivers agricultural information, connects farmers to markets, and provides access to financial services. However, LOOP faces challenges in scaling its operations due to limited resources, a rapidly growing user base, and the need to adapt to changing market conditions.The case study focuses on the organization's journey from a small pilot project to a national-level initiative. It highlights the leadership challenges faced by the founder, Anupam, as LOOP expands its reach and seeks to build a sustainable model.
3. Analysis of the Case Study
The case study can be analyzed through the lens of organizational behavior, leadership, and change management frameworks.
Organizational Behavior:
- Leadership Styles: Anupam's leadership style has evolved from a visionary and charismatic leader to a more strategic and collaborative leader. He has recognized the need for a more distributed leadership model to manage the growing organization.
- Organizational Culture: LOOP's culture is characterized by a strong commitment to its mission, a willingness to experiment, and a collaborative work environment. However, as the organization scales, maintaining this culture while adapting to new challenges will be crucial.
- Team Dynamics: LOOP's success has been driven by a dedicated and passionate team. However, the organization needs to develop formal structures and processes to manage team performance, communication, and conflict resolution.
Leadership:
- Leading Change: Anupam has successfully led LOOP through significant changes, including expanding its geographical reach, developing new products, and building partnerships. However, managing future change will require a more structured approach involving clear communication, stakeholder engagement, and effective change management strategies.
- Power and Influence: Anupam needs to effectively delegate authority and empower other leaders within the organization to ensure that decision-making is distributed and that the organization can respond quickly to changing circumstances.
- Leadership Development: Investing in leadership development programs for existing and potential leaders is crucial for ensuring that LOOP has a strong leadership pipeline to support its growth.
Change Management:
- Resistance to Change: As LOOP expands, it will encounter resistance to change from employees, partners, and stakeholders. The organization needs to develop strategies for managing this resistance, such as open communication, active listening, and addressing concerns.
- Organizational Learning: LOOP needs to create a culture of continuous learning and improvement to adapt to changing market conditions, technological advancements, and user needs.
- Innovation: LOOP's success depends on its ability to innovate and develop new products and services. The organization needs to foster a culture of innovation and provide resources for research and development.
4. Recommendaations
- Develop a Comprehensive Strategic Plan: This plan should outline LOOP's vision, mission, goals, and strategies for achieving sustainable growth. It should address key areas such as market expansion, product development, technology adoption, financial sustainability, and organizational capacity building.
- Strengthen Leadership and Management: Implement a leadership development program to build skills and competencies among existing and potential leaders. Create a clear organizational structure with defined roles and responsibilities. Establish formal processes for performance management, communication, and conflict resolution.
- Foster Innovation and Technology Adoption: Create a dedicated innovation team to explore new technologies, products, and services. Invest in research and development to enhance the LOOP platform and develop new solutions to address emerging farmer needs.
- Build a Sustainable Business Model: Explore revenue generation strategies that align with LOOP's mission and values. Consider partnerships with private sector companies, government agencies, and international organizations. Develop a robust fundraising strategy to secure long-term financial stability.
- Enhance Organizational Capacity: Invest in human resources, technology, and infrastructure to support the organization's growth. Implement a talent management strategy to attract, retain, and develop high-performing employees.
5. Basis of Recommendaations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations focus on strengthening LOOP's core competencies in technology, data analytics, and farmer outreach while staying true to its mission of improving the livelihoods of smallholder farmers.
- External customers and internal clients: The recommendations prioritize the needs of farmers, partners, and employees by focusing on user-centric product development, strong stakeholder relationships, and a supportive work environment.
- Competitors: The recommendations encourage LOOP to stay ahead of the competition by fostering innovation, building strategic partnerships, and developing a sustainable business model.
- Attractiveness - quantitative measures if applicable: While the case study does not provide specific financial data, the recommendations aim to improve LOOP's financial sustainability by exploring revenue generation strategies and securing long-term funding.
6. Conclusion
LOOP @ Digital Green has a significant opportunity to scale its operations and achieve greater impact. By implementing a comprehensive strategic plan that focuses on organizational capacity building, leadership development, innovation, and sustainable business model development, LOOP can address its challenges and continue to empower smallholder farmers in India.
7. Discussion
Other alternatives not selected include:
- Merging with another organization: This could provide LOOP with access to resources and expertise but may compromise its independence and mission.
- Focusing solely on a specific region: This could allow LOOP to achieve greater depth in a particular area but limit its potential for national impact.
Risks and key assumptions:
- Competition: The market for agricultural technology is becoming increasingly competitive, and LOOP needs to stay ahead of the curve to remain relevant.
- Technology adoption: Farmers' adoption of technology is influenced by factors such as literacy, access to mobile devices, and trust in digital platforms.
- Financial sustainability: Securing long-term funding is crucial for LOOP's survival and growth.
- Government regulations: Changes in government policies could impact LOOP's operations.
8. Next Steps
- Develop a strategic planning team: This team should include key stakeholders from LOOP, including leadership, staff, partners, and farmers.
- Conduct a comprehensive assessment: This assessment should analyze LOOP's current situation, identify key challenges and opportunities, and develop a clear vision for the future.
- Develop a detailed strategic plan: This plan should outline specific goals, strategies, and action plans for achieving sustainable growth.
- Implement the strategic plan: This will involve allocating resources, building capacity, and monitoring progress.
- Continuously evaluate and adapt: LOOP needs to regularly assess its progress, adjust its strategies, and learn from its experiences.
By taking these steps, LOOP can ensure that it is well-positioned to achieve its mission and make a lasting impact on the lives of smallholder farmers in India.
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Case Description
The case discusses the challenges faced by Rikin Gandhi, the chief executive officer (CEO) of a nonprofit organisation, Digital Green (DG), as he experimented with ideas that had vast commercial potential. DG produced videos of best farming practices and shared them with small and marginal farmers to help them increase their crop yield. As the organisation grew, it started a pilot project named LOOP. LOOP used technology to provide end-to-end shared logistic services to farmers. It aggregated farmer produce from a village, delivered that produce to the market, received payment from sales and transferred the payment to farmers. This entire chain of transactions could be tracked using a smartphone application at the farmer's end. As the LOOP project became successful and the various stakeholders came to terms with its tremendous financial potential, Rikin needed to decide on an organisational model to tap into the potential of LOOP and, at the same time, to not disrupt the work at DG. The case focuses on the organisational model options available to DG, as a nonprofit, to pursue and scale a project with commercial potential. Nonprofit organisations in India have various limitations regarding their engagement in commercial, revenue-generating activities. The main questions the case tries to focus on are as follows: What are the various options available to the CEO of DG to pursue a project with commercial potential such as LOOP? What are the limitations and challenges of each of these options that the leader needs to know while making their decision?
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