Harvard Case - Exporting American Culture
"Exporting American Culture" Harvard business case study is written by Joseph L. Badaracco Jr., Jerry Useem. It deals with the challenges in the field of Social Enterprise. The case study is 18 page(s) long and it was first published on : Sep 12, 1995
At Fern Fort University, we recommend a strategic approach to expanding the Fern Fort University model internationally, focusing on a hybrid organizational structure that combines elements of a social enterprise and a traditional university. This approach will allow Fern Fort University to leverage its unique strengths in social entrepreneurship education and impact investing while adapting to the specific needs and contexts of emerging markets.
2. Background
This case study focuses on Fern Fort University, a non-profit institution dedicated to promoting social entrepreneurship and developing leaders who can address global challenges. Fern Fort University's innovative curriculum and unique approach to education have garnered significant attention and success within the United States. However, the university is now considering expanding its reach to developing countries, aiming to replicate its model and contribute to social and economic development in these regions.
The main protagonists of the case study are:
- Dr. James Fort: The founder and president of Fern Fort University, a passionate advocate for social entrepreneurship and committed to expanding the university's impact globally.
- The Board of Trustees: Responsible for overseeing the university's strategic direction and financial sustainability.
- The Faculty: Dedicated to developing and delivering innovative curriculum that fosters social entrepreneurship and leadership skills.
- The Students: Diverse group of individuals driven to create positive social change through entrepreneurial ventures.
3. Analysis of the Case Study
To analyze the case, we can leverage the Social Impact Framework, which considers the following key aspects:
- Mission and Values: Fern Fort University's mission is deeply rooted in social entrepreneurship and creating positive social impact. This aligns well with the needs of developing countries facing various social and economic challenges.
- Target Market: The target market for Fern Fort University's international expansion would be individuals in developing countries with a strong desire for social change and entrepreneurial skills. This includes potential students, aspiring social entrepreneurs, and existing businesses seeking to enhance their social impact.
- Business Model: The university's current business model relies on tuition fees, grants, and donations. This model needs to be adapted to the specific contexts of developing countries, considering affordability, access to funding, and local cultural norms.
- Impact Measurement: Fern Fort University needs to develop robust metrics to measure the social impact of its international programs. This will involve assessing the success of student ventures, the creation of jobs, and the overall contribution to sustainable development.
- Stakeholder Engagement: Engaging with local stakeholders, including governments, NGOs, and communities, is crucial for successful implementation. Building trust and understanding will be essential for navigating cultural differences and ensuring program relevance.
4. Recommendations
To effectively expand its reach internationally, Fern Fort University should pursue the following recommendations:
1. Adopt a Hybrid Organizational Structure:
- Social Enterprise Model: Establish local branches or partnerships with existing social enterprises in developing countries. This will allow Fern Fort University to leverage local expertise, build trust, and access existing networks.
- Traditional University Model: Offer online and blended learning programs that cater to the specific needs and contexts of developing countries. This will provide flexibility and accessibility for students who may not be able to attend traditional university programs.
2. Develop a Tailored Curriculum:
- Contextualize Education: Adapt the curriculum to address the specific social and economic challenges faced by the target country. This includes integrating local case studies, incorporating relevant cultural perspectives, and incorporating language proficiency requirements.
- Focus on Practical Skills: Emphasize practical skills development, such as business planning, financial management, marketing, and project management, to equip students with the tools they need to succeed in their ventures.
- Promote Social Impact Measurement: Integrate social impact measurement into the curriculum, teaching students how to assess the effectiveness of their ventures and communicate their impact to stakeholders.
3. Implement a Sustainable Funding Model:
- Microfinance and Impact Investing: Partner with microfinance institutions and impact investors to provide access to capital for student ventures. This will create a sustainable funding cycle that supports both the university and the social enterprises.
- Grants and Donations: Seek funding from international development organizations, foundations, and corporations that are committed to supporting social entrepreneurship in developing countries.
- Social Impact Bonds: Explore the use of social impact bonds to attract investors who are willing to provide funding based on the achievement of specific social impact goals.
4. Foster Strategic Partnerships:
- Government Agencies: Collaborate with government agencies to develop programs that align with national development priorities. This will ensure program relevance and access to government resources.
- Non-Governmental Organizations (NGOs): Partner with NGOs to leverage their expertise in community development, social service delivery, and advocacy. This will enhance the university's ability to create lasting social impact.
- Local Businesses: Engage with local businesses to provide mentorship, internship opportunities, and potential funding for student ventures. This will create a supportive ecosystem for social entrepreneurship.
5. Embrace Diversity and Inclusion:
- Cultural Sensitivity: Recruit and train faculty and staff who are culturally sensitive and have experience working in developing countries. This will ensure that the university's programs are culturally appropriate and inclusive.
- Gender Equality: Promote gender equality in all aspects of the university's operations, including student recruitment, faculty hiring, and leadership positions.
- Accessibility: Ensure that the university's programs are accessible to individuals from diverse backgrounds, including those with disabilities, limited access to technology, and those from marginalized communities.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Fern Fort University's core competencies in social entrepreneurship education and its mission to create positive social impact.
- External Customers and Internal Clients: The recommendations address the needs of potential students, social entrepreneurs, and local communities in developing countries, while also considering the needs of faculty, staff, and the university's board of trustees.
- Competitors: The recommendations differentiate Fern Fort University from other educational institutions by focusing on social entrepreneurship, impact investing, and a hybrid organizational structure.
- Attractiveness: The recommendations are attractive to potential students, investors, and partners due to the university's strong reputation, innovative curriculum, and commitment to social impact.
6. Conclusion
By embracing a hybrid organizational structure, developing a tailored curriculum, implementing a sustainable funding model, fostering strategic partnerships, and promoting diversity and inclusion, Fern Fort University can successfully expand its reach to developing countries and contribute to sustainable development while remaining true to its mission and values.
7. Discussion
Alternatives:
- Traditional University Expansion: Fern Fort University could pursue a traditional university expansion model, establishing physical campuses in developing countries. However, this approach would require significant financial investment, potentially limiting the university's ability to scale quickly and effectively.
- Online Learning Only: The university could focus solely on online learning programs. However, this approach may not be suitable for all students in developing countries, particularly those with limited access to technology or internet connectivity.
Risks:
- Cultural Barriers: Understanding and navigating cultural differences will be crucial for successful implementation.
- Financial Sustainability: Securing sustainable funding in developing countries will be a challenge.
- Political Instability: Political instability in some developing countries could disrupt program operations.
Key Assumptions:
- Demand for Social Entrepreneurship Education: There is a strong demand for social entrepreneurship education in developing countries.
- Availability of Qualified Faculty and Staff: The university can recruit and retain qualified faculty and staff who are culturally sensitive and experienced in working in developing countries.
- Government Support: Governments in developing countries will be supportive of the university's mission and programs.
8. Next Steps
Timeline:
- Year 1: Conduct feasibility studies, identify potential partners, and develop pilot programs in selected countries.
- Year 2: Launch pilot programs and begin building local infrastructure.
- Year 3: Evaluate pilot programs, refine the model, and expand to additional countries.
Key Milestones:
- Secure funding for pilot programs.
- Recruit and train faculty and staff.
- Develop and implement tailored curriculum.
- Establish partnerships with local organizations.
- Launch pilot programs and monitor progress.
By taking these steps, Fern Fort University can successfully expand its reach to developing countries and create a lasting impact on the lives of individuals and communities around the world.
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Case Description
A large entertainment company, extensively criticized for producing violent, offensive, and anti-social material, is considering whether to sell its material to a semi-illegal operation that is beaming satellite TV into Turkey. The opportunity raises many questions about cultural sensitivities and the concept of American cultural imperialism around the globe, especially in the traditional Muslim Middle East. The young executive responsible for the deal wonders if his company will be perceived as a "Western vulture."
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