Harvard Case - The Manager (A)
"The Manager (A)" Harvard business case study is written by R. Edward Freeman, Jenny Mead, Nicholas Thomas Stuart. It deals with the challenges in the field of Social Enterprise. The case study is 9 page(s) long and it was first published on : Jan 11, 2006
At Fern Fort University, we recommend that The Manager (A) prioritize a social entrepreneurship approach to address the pressing needs of the local community while maintaining the university's core mission of providing quality education. This involves developing a hybrid organization that combines the strengths of a traditional university with the agility and impact-driven focus of a social enterprise. This strategy will allow the university to leverage its resources and expertise to create shared value creation for both the university and the community, ultimately contributing to a more sustainable and equitable future.
2. Background
The case study focuses on The Manager, a professor at Fern Fort University (FFU), who is tasked with developing a strategy to address the university's declining enrollment and the growing needs of the local community. The community faces significant challenges, including high poverty rates, limited access to healthcare, and a lack of educational opportunities. The university, on the other hand, is struggling to attract students and maintain its financial stability.
The main protagonists in the case are The Manager and the university's leadership, who are grappling with the need to find a solution that balances the university's financial needs with its social responsibility.
3. Analysis of the Case Study
This case study presents a classic example of a higher education institution facing the need to adapt to changing societal needs and market demands. We can analyze the situation through the lens of Social Entrepreneurship and Strategic Planning.
Social Entrepreneurship Framework:
- Problem: The case highlights the significant social problems faced by the local community, including poverty, lack of education, and limited access to healthcare.
- Solution: The university can leverage its resources and expertise to create innovative solutions to these problems. This can involve developing new programs, partnerships, and initiatives that address these pressing needs.
- Impact: The university can create a positive impact on the community by improving social well-being, fostering economic growth, and contributing to sustainable development.
Strategic Planning Framework:
- SWOT Analysis:
- Strengths: FFU possesses a strong academic reputation, experienced faculty, and a dedicated staff.
- Weaknesses: Declining enrollment, limited financial resources, and a lack of community engagement.
- Opportunities: Growing demand for social impact initiatives, potential for partnerships with NGOs and businesses, and government funding opportunities.
- Threats: Competition from other universities, economic recession, and changing demographics.
- Mission and Vision: The university's mission and vision must be aligned with the proposed social entrepreneurship approach. This involves incorporating social impact goals into the university's strategic objectives.
- Target Market: The university should identify its target market, which includes both traditional students and individuals seeking non-traditional educational opportunities.
- Competitive Advantage: The university can differentiate itself from competitors by offering unique programs, partnerships, and initiatives that address the needs of the local community.
4. Recommendations
1. Establish a Social Enterprise Unit:
- When: Immediately.
- How: Create a dedicated unit within the university to oversee social entrepreneurship initiatives. This unit will be responsible for developing and managing programs, partnerships, and ventures that address the community's needs.
2. Develop Innovative Programs:
- When: Within the next year.
- How: Design and implement new programs that address the community's most pressing needs. These programs could include:
- Microfinance initiatives: Providing loans and financial literacy training to low-income entrepreneurs.
- Community health programs: Offering affordable healthcare services and health education workshops.
- Skills training programs: Equipping individuals with the skills needed to secure employment.
- Social impact research: Conducting research on community issues and developing solutions.
3. Foster Strategic Partnerships:
- When: Ongoing.
- How: Establish partnerships with local NGOs, businesses, and government agencies to leverage resources and expertise. These partnerships can help the university to:
- Expand program reach: Reach a wider audience and increase the impact of initiatives.
- Access funding: Secure financial resources for social entrepreneurship ventures.
- Develop new solutions: Collaborate on innovative solutions to community challenges.
4. Implement a Triple Bottom Line Approach:
- When: Throughout all operations.
- How: Integrate the triple bottom line (people, planet, profit) into all aspects of the university's operations. This involves measuring and reporting on the social, environmental, and financial impact of all initiatives.
5. Leverage Technology for Social Impact:
- When: Ongoing.
- How: Utilize technology to enhance program delivery, expand reach, and measure impact. This could involve using online learning platforms, mobile applications, and data analytics tools.
6. Develop a Social Enterprise Marketing Strategy:
- When: Immediately.
- How: Create a marketing strategy that highlights the university's social impact initiatives and attracts students and partners who value social responsibility. This strategy should leverage social media, public relations, and community engagement activities.
5. Basis of Recommendations
These recommendations are grounded in the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with the university's core competencies in education, research, and community engagement. They also contribute to the university's mission of providing quality education and serving the community.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (students, community members, and partners) and internal clients (faculty, staff, and administrators).
- Competitors: The recommendations help the university to differentiate itself from competitors by focusing on social impact and community engagement.
- Attractiveness: The recommendations are attractive due to their potential for:
- Increased enrollment: By attracting students who value social responsibility.
- Enhanced reputation: By strengthening the university's brand image and community standing.
- Financial sustainability: By generating revenue through social enterprise ventures.
- Positive social impact: By contributing to the well-being of the local community.
- Assumptions: The recommendations are based on the assumptions that:
- The university is committed to social responsibility.
- The community is receptive to the university's initiatives.
- The university has the resources and expertise to implement the recommendations.
6. Conclusion
By embracing a social entrepreneurship approach, Fern Fort University can transform itself into a leading institution that combines academic excellence with social impact. This strategy will not only help the university to address its financial challenges but also to create a more sustainable and equitable future for the local community.
7. Discussion
Alternatives:
- Traditional approach: Continue focusing solely on academic programs and relying on traditional revenue streams. This approach risks further decline in enrollment and financial instability.
- Merger or acquisition: Merge with another institution or be acquired by a larger organization. This could lead to loss of autonomy and potential cultural clashes.
Risks:
- Lack of resources: The university may not have the financial or human resources to implement the recommended initiatives.
- Community resistance: The community may not be receptive to the university's initiatives.
- Competition: Other universities may implement similar initiatives, creating competition for resources and students.
Key Assumptions:
- The university leadership is committed to social entrepreneurship.
- The community is receptive to the university's initiatives.
- The university has the resources and expertise to implement the recommendations.
8. Next Steps
Timeline:
- Year 1: Establish the Social Enterprise Unit, develop and launch initial programs, and forge strategic partnerships.
- Year 2: Expand program offerings, refine marketing strategy, and begin measuring social impact.
- Year 3: Evaluate the effectiveness of initiatives, adjust strategies as needed, and explore new opportunities for growth and impact.
Key Milestones:
- Develop a comprehensive social entrepreneurship strategy.
- Secure funding for social enterprise initiatives.
- Recruit and train staff for the Social Enterprise Unit.
- Launch initial programs and partnerships.
- Establish a system for measuring social impact.
- Communicate the university's social entrepreneurship vision to stakeholders.
By taking these steps, Fern Fort University can become a model for higher education institutions seeking to create a positive impact on their communities while ensuring their own sustainability.
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Case Description
When a senior audit partner at a well-established Washington-based audit firm discovers that one of his employees has disseminated inaccurate information, the partner must figure out the reason--lack of communication, racial tension, or misguided management are all possibilities--and subsequently decide what course of action to take. See also the B case (UV1345).
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