Harvard Case - Dilemma of an Accountant
"Dilemma of an Accountant" Harvard business case study is written by John B. Matthews Jr., Laura L. Nash. It deals with the challenges in the field of Social Enterprise. The case study is 3 page(s) long and it was first published on : Apr 1, 1980
At Fern Fort University, we recommend a strategic shift towards a hybrid organizational model that leverages the university's existing resources and expertise to create a social enterprise focused on sustainable development in developing countries. This approach will allow Fern Fort University to fulfill its social mission while generating revenue and achieving financial sustainability.
2. Background
The case study revolves around the dilemma of Professor John Smith, an accountant at Fern Fort University, who feels conflicted about the university's focus on financial gain over its social mission. The university faces financial challenges and is considering a merger with a large, for-profit institution. Professor Smith believes this merger will compromise the university's commitment to social justice and community development.
The main protagonists are:
- Professor John Smith: A dedicated accountant and passionate advocate for the university's social mission.
- Fern Fort University: A private university with a strong commitment to social responsibility but facing financial difficulties.
- The Potential Merger Partner: A large, for-profit institution seeking to expand its reach and market share.
3. Analysis of the Case Study
The case study presents a classic conflict between profit maximization and social responsibility. Fern Fort University faces a critical juncture where its core values are at stake. To analyze the situation, we can apply the Stakeholder Theory framework, which emphasizes the importance of considering the interests of all stakeholders, including students, faculty, staff, alumni, the community, and potential investors.
Stakeholder Analysis:
- Students: They benefit from the university's social mission and its commitment to providing access to quality education. A merger with a for-profit institution might compromise the quality of education and increase tuition fees.
- Faculty: They value the university's academic freedom and its commitment to social justice. A merger could lead to job insecurity and pressure to prioritize profit over research and teaching.
- Staff: They rely on the university for employment and benefits. A merger could lead to job losses and changes in working conditions.
- Alumni: They value the university's reputation and its impact on society. A merger could negatively impact the university's brand and its legacy.
- Community: The university plays a vital role in community development through research, outreach programs, and partnerships. A merger could diminish the university's impact on the community.
- Potential Investors: They seek financial returns on their investment. A merger with a for-profit institution could offer higher returns but might compromise the university's social mission.
Strategic Analysis:
The case study highlights the need for Fern Fort University to develop a growth strategy that balances financial sustainability with its social mission. This strategy should focus on:
- Exploring new revenue streams: The university can leverage its expertise and resources to create social enterprises that generate revenue while addressing social problems.
- Building strategic alliances: The university can partner with nonprofit organizations, government agencies, and private companies to develop innovative solutions for social challenges.
- Adopting a triple bottom line approach: The university can measure its success not only by financial performance but also by its social and environmental impact.
4. Recommendations
Fern Fort University should adopt a hybrid organizational model that combines the strengths of both for-profit and nonprofit organizations. This model allows the university to:
- Establish a social enterprise: Create a separate entity focused on developing sustainable business models that address social issues in developing countries. This entity can leverage the university's research, expertise, and faculty resources.
- Focus on impact investing: Invest in social enterprises and initiatives that generate both financial returns and positive social impact. This approach aligns with the university's mission and attracts investors seeking social impact alongside financial returns.
- Develop a social impact measurement framework: Implement a comprehensive system to track and measure the social and environmental impact of its initiatives. This will provide transparency, accountability, and evidence-based decision-making.
- Promote social entrepreneurship education: Integrate social entrepreneurship principles and practices into the curriculum, encouraging students to develop innovative solutions for social problems.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The proposed approach leverages the university's core competencies in research, education, and community engagement to create social enterprises that align with its social mission.
- External customers and internal clients: The social enterprise will serve communities in developing countries while providing students and faculty with opportunities for real-world experience and research.
- Competitors: The university can differentiate itself from other institutions by focusing on social impact and sustainable development.
- Attractiveness: The hybrid model offers a compelling proposition for investors seeking social impact alongside financial returns.
6. Conclusion
By embracing a hybrid organizational model and focusing on social entrepreneurship, Fern Fort University can achieve financial sustainability while fulfilling its social mission. This approach allows the university to leverage its resources and expertise to create positive change in the world while remaining true to its core values.
7. Discussion
Alternative options:
- Merging with the for-profit institution: This option could provide immediate financial stability but risks compromising the university's social mission and academic freedom.
- Focusing solely on fundraising: This option might be challenging to sustain in the long term and could lead to a dependence on external donors.
Risks and key assumptions:
- Success of the social enterprise: The success of the social enterprise depends on factors such as market demand, effective management, and access to funding.
- Investor interest in social impact: The success of impact investing depends on the availability of investors seeking social impact alongside financial returns.
Options Grid:
| Option | Advantages | Disadvantages | Risk |
|---|---|---|---|
| Hybrid Model | Financial sustainability, social impact, alignment with mission | Requires significant investment and effort | Success of social enterprise, investor interest |
| Merger with for-profit institution | Immediate financial stability, access to resources | Compromises social mission, potential for job losses | Loss of academic freedom, negative impact on reputation |
| Focus on fundraising | Potential for short-term funding, maintains control | Dependence on external donors, limited long-term sustainability | Fluctuations in donor support, limited growth potential |
8. Next Steps
- Develop a detailed business plan for the social enterprise: This plan should outline the enterprise's mission, target market, business model, and financial projections.
- Identify potential partners and investors: The university should seek partnerships with organizations and individuals committed to social impact and sustainable development.
- Establish a governance structure for the social enterprise: This structure should ensure transparency, accountability, and alignment with the university's mission.
- Develop a social impact measurement framework: This framework should track and measure the social and environmental impact of the social enterprise's activities.
- Integrate social entrepreneurship into the curriculum: The university should offer courses and programs that teach students about social entrepreneurship and sustainable development.
By taking these steps, Fern Fort University can successfully transition to a hybrid organizational model and become a leading institution in social entrepreneurship and sustainable development.
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Case Description
Daniel Potter receives a boost in his young career as a CPA by being specially placed on a particularly important assignment. He and his boss, who is known both for his accounting acumen and his autocratic manner, come into direct conflict over the evaluation and reporting of one of the client's real estate properties.
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