Harvard Case - Making the Most of the Chicago Benchmarking Collaborative
"Making the Most of the Chicago Benchmarking Collaborative" Harvard business case study is written by Liz Livingston Howard, Michelle Shumate. It deals with the challenges in the field of Social Enterprise. The case study is 16 page(s) long and it was first published on : May 10, 2018
At Fern Fort University, we recommend the Chicago Benchmarking Collaborative (CBC) adopt a hybrid organizational model that leverages the strengths of both nonprofit and for-profit structures to maximize its impact and sustainability. This model will enable the CBC to attract diverse stakeholders, including corporations, foundations, and government agencies, while fostering a culture of social innovation and impact investing.
2. Background
The Chicago Benchmarking Collaborative (CBC) is a non-profit organization dedicated to promoting sustainability and environmental responsibility within the Chicago business community. Founded by a group of concerned business leaders, the CBC aims to provide a platform for companies to share best practices, benchmark their performance, and collaborate on innovative solutions. The case study highlights the CBC's struggle to attract new members, secure funding, and expand its reach beyond its initial core group of founding members.
The main protagonists in this case are:
- The CBC Board of Directors: They are tasked with guiding the organization's strategic direction and ensuring its financial stability.
- The CBC Executive Director: Responsible for operational management and day-to-day activities.
- The CBC Members: Businesses and organizations that participate in the collaborative and contribute to its efforts.
3. Analysis of the Case Study
The CBC faces several challenges, which can be analyzed through the lens of stakeholder theory and social enterprise frameworks:
- Limited Funding: The CBC relies heavily on membership fees and grants, limiting its ability to scale its operations and attract a wider range of stakeholders.
- Lack of Diversity: The CBC's membership is primarily composed of large corporations, leaving smaller businesses and non-profit organizations underrepresented.
- Limited Impact Measurement: The CBC struggles to quantify the impact of its initiatives, making it difficult to demonstrate value to potential funders and partners.
- Competition: The CBC faces competition from other organizations promoting sustainability and corporate social responsibility, requiring it to differentiate itself and offer unique value propositions.
To overcome these challenges, the CBC needs to adopt a hybrid organizational model that combines the strengths of both non-profit and for-profit structures. This approach can be further analyzed through the following frameworks:
- Triple Bottom Line: The CBC can measure its success not just by financial performance but also by its social and environmental impact. This can be achieved by developing a robust Social Return on Investment (SROI) framework.
- Shared Value Creation: The CBC can foster partnerships with businesses that are committed to sustainable business models and inclusive business models. This can lead to mutually beneficial collaborations that drive both social and economic progress.
- Impact Investing: The CBC can attract investors who are interested in generating both financial returns and positive social impact. This can be facilitated by developing a clear impact measurement framework and showcasing the organization's commitment to social value creation.
4. Recommendations
The CBC should adopt a hybrid organizational model that includes the following key elements:
- Establish a For-Profit Subsidiary: Create a for-profit subsidiary that offers consulting services, training programs, and technology solutions related to sustainability. This subsidiary can generate revenue, attract a broader range of stakeholders, and provide a more sustainable funding stream for the CBC.
- Develop a Social Impact Measurement Framework: Implement a robust SROI framework to quantify the impact of the CBC's initiatives. This will allow the organization to demonstrate its value to potential funders, partners, and investors.
- Expand Membership Base: Target smaller businesses, non-profit organizations, and government agencies through targeted outreach and marketing campaigns. Offer tailored membership packages and programs to meet the specific needs of these groups.
- Embrace Innovation: Develop a dedicated innovation lab or incubator to foster the development of new technologies and solutions that address environmental challenges. This can attract entrepreneurs, researchers, and investors who are passionate about sustainability.
- Build Strategic Partnerships: Collaborate with other organizations, including universities, research institutions, and government agencies, to leverage complementary expertise and resources. This can create a more comprehensive and impactful ecosystem for promoting sustainability.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with the CBC's mission to promote sustainability and environmental responsibility. The hybrid model will allow the CBC to leverage its expertise in benchmarking and best practice sharing while expanding its reach and impact.
- External Customers and Internal Clients: The recommendations address the needs of both the CBC's existing members and potential new stakeholders. The for-profit subsidiary will offer valuable services to businesses, while the expanded membership base will provide a platform for collaboration and knowledge sharing.
- Competitors: The recommendations differentiate the CBC from its competitors by offering a unique blend of non-profit and for-profit elements. This hybrid model will allow the CBC to attract a wider range of stakeholders and offer a more comprehensive set of services.
- Attractiveness: The recommendations are attractive to potential funders and investors because they demonstrate a commitment to impact measurement, financial sustainability, and innovation. The SROI framework and the for-profit subsidiary will provide concrete evidence of the CBC's value proposition.
6. Conclusion
By adopting a hybrid organizational model, the CBC can overcome its current challenges, expand its reach, and significantly increase its impact on the Chicago business community. This approach will allow the CBC to attract diverse stakeholders, generate sustainable funding, and foster a culture of social innovation.
7. Discussion
Other alternatives not selected include:
- Remaining solely a non-profit: This would limit the CBC's ability to generate revenue and attract a broader range of stakeholders.
- Becoming a fully for-profit organization: This could compromise the CBC's mission and focus on social impact.
The key risks and assumptions associated with the recommended approach include:
- The for-profit subsidiary may not be successful in generating sufficient revenue. This risk can be mitigated by conducting thorough market research and developing a robust business plan.
- The CBC may struggle to maintain its non-profit identity while operating a for-profit subsidiary. This risk can be mitigated by establishing clear governance structures and ensuring that the for-profit subsidiary remains aligned with the CBC's mission.
8. Next Steps
The CBC should implement the following steps to transition to a hybrid organizational model:
- Phase 1 (Year 1): Conduct a feasibility study to assess the viability of the for-profit subsidiary. Develop a business plan and identify potential investors.
- Phase 2 (Year 2): Establish the for-profit subsidiary and begin offering consulting services and training programs. Expand membership outreach to target new stakeholders.
- Phase 3 (Year 3): Develop a comprehensive SROI framework and begin measuring the impact of the CBC's initiatives. Continue to expand membership and partnerships.
By taking these steps, the CBC can position itself for long-term success and become a leading force in promoting sustainability and environmental responsibility in Chicago.
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Case Description
In this case, lessons from the Chicago Benchmarking Collaborative illustrate key principles of collaborative action and the importance of using data to achieve SMART goals. In 2015, the Chicago Benchmarking Collaborative (CBC) was a network of seven agencies in Chicago, Illinois, serving 12,000 low-income residents. Each of the agencies had early childhood, school-age children, and adult education programs. At the prompting of the Chicago Community Trust, they came together to (1) benchmark their education programs outputs and outcomes; (2) learn and share best practices through developing a common set of metrics and measurements and implementing these measurements into a case management software system; and (3) share the costs of the case management software system to be used for program evaluation and continuous quality improvement. Three aspects of CBC are particularly noteworthy. First, there are no joint program activities or clients among these agencies. Their exchange is limited to sharing data and other information. This makes CBC distinct from collaborations formed to begin a program or to advocate for a policy. Second, the group requires each agency to enter data on a timely basis and to set SMART goals based on the data reports. The agencies are held mutually accountable for their work to achieve their own SMART goals during the year and report on progress. Third, CBC used monetary incentives to ensure that data entry and SMART goal action remained a priority for each agency.
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