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Harvard Case - Nature Conservancy

"Nature Conservancy" Harvard business case study is written by Allen S. Grossman, Jane Wei-Skillern, Kristin J. Lieb. It deals with the challenges in the field of Social Enterprise. The case study is 25 page(s) long and it was first published on : Feb 20, 2003

At Fern Fort University, we recommend that The Nature Conservancy (TNC) adopt a hybrid organizational model that leverages its core strengths in conservation while embracing social entrepreneurship to achieve greater impact and sustainability. This approach involves strategically integrating social innovation into its existing operations, developing new sustainable business models, and actively engaging in impact investing and venture philanthropy.

2. Background

The Nature Conservancy is a global conservation organization dedicated to protecting ecologically important lands and waters around the world. The case study focuses on TNC's efforts to expand its reach and impact in developing countries, particularly in Latin America. The organization faces challenges in securing adequate funding, scaling its operations, and engaging with local communities in a meaningful way. The case study highlights TNC's exploration of new approaches, including social entrepreneurship, to address these challenges.

3. Analysis of the Case Study

The case study reveals a tension between TNC's traditional conservation approach and the need for a more sustainable and scalable model. TNC has a strong track record of protecting natural resources but relies heavily on philanthropic donations, which can be unpredictable and insufficient to meet the growing demands of conservation. This situation necessitates a shift towards more sustainable business models that generate revenue while upholding TNC's core values.

Applying the Stakeholder Theory framework, we can identify key stakeholders for TNC:

  • Internal Stakeholders: Staff, volunteers, donors, and board members.
  • External Stakeholders: Local communities, governments, businesses, and other NGOs.

TNC must balance the interests of these stakeholders while pursuing its mission. This requires a triple bottom line approach that considers environmental sustainability, social impact, and financial viability.

Key Challenges:

  • Funding: Securing consistent and long-term funding sources to support conservation efforts.
  • Scaling: Expanding operations to reach more communities and protect larger areas of land and water.
  • Local Engagement: Building trust and partnerships with local communities to ensure sustainable conservation initiatives.
  • Innovation: Developing new and innovative approaches to conservation that address emerging challenges.

Opportunities:

  • Social Entrepreneurship: Leveraging business principles to create sustainable conservation solutions.
  • Impact Investing: Attracting investors who seek both financial returns and social impact.
  • Partnerships: Collaborating with businesses, governments, and other NGOs to achieve shared goals.
  • Technology: Utilizing technology to improve conservation practices and enhance outreach.

4. Recommendations

1. Develop Sustainable Business Models:

  • Ecotourism: Create sustainable ecotourism ventures that generate revenue while promoting conservation and local economic development.
  • Carbon Sequestration: Develop carbon offset projects that generate revenue by sequestering carbon from the atmosphere.
  • Conservation Banking: Establish conservation banking programs that allow businesses to offset their environmental impacts by investing in conservation projects.
  • Sustainable Forestry: Promote sustainable forestry practices that generate income for local communities while preserving biodiversity.

2. Embrace Impact Investing and Venture Philanthropy:

  • Impact Bonds: Issue social impact bonds to attract investors who are willing to provide upfront capital in exchange for social impact outcomes.
  • Venture Philanthropy: Partner with venture philanthropists who are willing to invest in innovative conservation solutions with high potential for social impact.
  • B Corporations: Consider becoming a B Corporation to demonstrate commitment to social and environmental responsibility and attract investors who prioritize these values.

3. Foster Local Engagement and Partnerships:

  • Community-Based Conservation: Empower local communities to participate in conservation efforts through community-based conservation programs.
  • Cross-Sector Partnerships: Build partnerships with businesses, governments, and other NGOs to leverage resources and expertise.
  • Social Franchising: Utilize social franchising models to replicate successful conservation initiatives in different regions.

4. Leverage Technology and Innovation:

  • Remote Sensing: Utilize remote sensing technologies to monitor and assess conservation efforts and identify areas of concern.
  • Mobile Technology: Develop mobile applications to engage local communities, collect data, and facilitate communication.
  • Social Media: Utilize social media platforms to raise awareness, mobilize supporters, and promote conservation initiatives.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with TNC's core competencies in conservation and its mission to protect ecologically important lands and waters.
  • External Customers and Internal Clients: The recommendations aim to engage with local communities, businesses, and governments while also empowering TNC staff and volunteers.
  • Competitors: The recommendations differentiate TNC from other conservation organizations by embracing social entrepreneurship and impact investing.
  • Attractiveness ' Quantitative Measures: The recommendations are expected to generate positive financial returns while also delivering significant social impact.

Assumptions:

  • TNC has the capacity and resources to implement these recommendations.
  • There is a growing demand for impact investing and sustainable business models.
  • Local communities are willing to participate in conservation efforts.

6. Conclusion

By embracing social entrepreneurship, impact investing, and innovative partnerships, TNC can achieve greater impact and sustainability while upholding its core values. This hybrid organizational model will allow TNC to address the challenges of funding, scaling, and local engagement while creating a more resilient and sustainable future for conservation.

7. Discussion

Alternatives not selected:

  • Traditional Philanthropic Model: Continuing to rely solely on philanthropic donations would limit TNC's ability to scale and achieve its goals.
  • Merging with Another Organization: Merging with another organization could create synergies but could also compromise TNC's independence and mission.

Risks and Key Assumptions:

  • Financial Risk: The success of sustainable business models and impact investing initiatives depends on market conditions and investor confidence.
  • Operational Risk: Implementing new business models and partnerships requires careful planning and execution.
  • Social Impact Risk: Measuring and demonstrating social impact can be challenging.

Options Grid:

OptionAdvantagesDisadvantages
Hybrid Organizational ModelIncreased impact, sustainability, and financial viabilityRequires significant change management and risk assessment
Traditional Philanthropic ModelProven track record, strong brand reputationLimited scalability, reliance on unpredictable funding
Merging with Another OrganizationSynergies, shared resourcesPotential loss of independence, cultural clashes

8. Next Steps

Timeline:

  • Year 1: Develop a strategic plan for social entrepreneurship and impact investing.
  • Year 2: Pilot sustainable business models and impact investment initiatives.
  • Year 3: Scale successful initiatives and build partnerships.
  • Year 4: Evaluate the impact of the hybrid model and adjust strategies as needed.

Key Milestones:

  • Develop a clear social mission statement for TNC's social entrepreneurship activities.
  • Create a dedicated team for social entrepreneurship and impact investing.
  • Identify and evaluate potential sustainable business models and impact investment opportunities.
  • Establish partnerships with businesses, governments, and other NGOs.
  • Develop robust social impact measurement frameworks.

By implementing these recommendations and milestones, The Nature Conservancy can become a leading example of a conservation organization that successfully leverages social entrepreneurship to achieve greater impact and sustainability. This approach will enable TNC to protect the planet's biodiversity while also contributing to economic development and social justice.

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Case Description

Almost immediately upon being appointed CEO of The Nature Conservancy (TNC), Steve McCormick undertakes a radical reorganization of this global institution. TNC is the largest and, by most measures, the most successful environment organization in the world, with revenues in excess of $650 million and a strong balance sheet. Nevertheless, after an in-depth analysis using the McKinsey-developed 7-S model, McCormick contends that the current structure, a U.S. organization with overseas offices, must be transformed to a truly global entity to fulfill its mission. Most of the staff and volunteers at TNC agree with the proposed change but protest its speed and scope. With the plan half implemented, McCormick must decide whether to slow down or forge ahead, knowing there are significant potential consequences to either decision. This case explores how a nonprofit measures success, how the content and process components of change must intersect in a carefully planned fashion, the tensions between the benefits of local autonomy, and the need for organization-wide standards and oversight.

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