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Harvard Case - Board Crisis Simulation (BCS)(A)

"Board Crisis Simulation (BCS)(A)" Harvard business case study is written by Stanislav Shekshnia. It deals with the challenges in the field of Strategy. The case study is 8 page(s) long and it was first published on : Mar 24, 2014

At Fern Fort University, we recommend a multi-pronged approach to address the current crisis, focusing on restoring investor confidence, stabilizing the company, and implementing a long-term strategic plan for sustainable growth. This plan involves a combination of short-term actions to address immediate concerns and long-term initiatives to reposition Fern Fort University for future success.

2. Background

Fern Fort University (FFU) is a private university facing a significant financial crisis following a period of rapid expansion. The university's aggressive growth strategy, fueled by debt, has led to a decline in enrollment, increased operating costs, and a negative impact on its financial performance. This has resulted in a loss of investor confidence, leading to a plummeting stock price and a potential takeover threat from a rival institution, Northland University.

The main protagonists in this case are:

  • The Board of Trustees: Responsible for overseeing the university's strategic direction and financial stability.
  • The President: Leading the university's day-to-day operations and responsible for implementing the board's decisions.
  • The Chief Financial Officer (CFO): Responsible for managing the university's finances and reporting to the board.
  • The Investors: Holding significant stakes in the university and seeking a return on their investment.
  • The Faculty and Staff: Concerned about the university's future and their own job security.
  • The Students: Seeking a quality education and concerned about the university's stability.

3. Analysis of the Case Study

This case study highlights the importance of a robust strategic planning process, corporate governance, and financial management for a successful organization. FFU's rapid expansion without a clear strategic plan and adequate financial controls led to a series of problems, including:

  • Over-expansion: The university's rapid growth strategy, fueled by debt, led to an unsustainable financial burden.
  • Lack of Market Research: The university failed to adequately assess the market demand for its programs and the potential competition from other institutions.
  • Inefficient Operations: The university's rapid expansion resulted in inefficiencies in its operations, leading to higher costs and lower productivity.
  • Poor Financial Management: The university's financial reporting and controls were inadequate, leading to a lack of transparency and accountability.
  • Weak Corporate Governance: The board of trustees failed to provide adequate oversight of the university's management, allowing the president to pursue an unsustainable growth strategy.

To understand the root cause of the crisis, we can use a SWOT analysis:

Strengths:

  • Strong brand reputation
  • Experienced faculty
  • Strong alumni network
  • Location in a growing region

Weaknesses:

  • High debt levels
  • Declining enrollment
  • Inefficient operations
  • Lack of strategic direction

Opportunities:

  • Growing demand for online education
  • Increasing need for STEM professionals
  • Potential for partnerships with industry

Threats:

  • Competition from other universities
  • Economic downturn
  • Potential takeover by Northland University

Furthermore, we can apply Porter's Five Forces to analyze the competitive landscape:

  • Threat of new entrants: High, due to the increasing availability of online education and the ease of establishing new institutions.
  • Bargaining power of buyers (students): Moderate, as students have limited choices in some regions but can also choose online education.
  • Bargaining power of suppliers (faculty): Moderate, as universities compete for qualified faculty but also face pressure from unions.
  • Threat of substitute products: High, due to the availability of online education and other alternative learning methods.
  • Rivalry among existing competitors: High, due to the increasing competition from both traditional and online universities.

4. Recommendations

Short-Term Actions:

  1. Immediate Cost Reduction: Implement a comprehensive cost reduction program, focusing on non-essential expenses, streamlining operations, and negotiating better contracts with suppliers.
  2. Financial Restructuring: Secure a short-term loan to stabilize the university's finances and renegotiate existing debt to reduce interest payments.
  3. Investor Relations: Engage with investors to restore confidence and communicate the university's turnaround plan.
  4. Public Relations Campaign: Launch a public relations campaign to address concerns about the university's financial stability and highlight its strengths.
  5. Explore Strategic Partnerships: Explore potential partnerships with other institutions or businesses to share resources and reduce costs.

Long-Term Initiatives:

  1. Develop a Clear Strategic Plan: Develop a long-term strategic plan that defines the university's mission, vision, and goals, including a clear growth strategy and a plan for sustainable financial management.
  2. Focus on Core Competencies: Identify the university's core competencies and focus on developing programs in those areas.
  3. Enhance Enrollment Management: Implement a comprehensive enrollment management plan to attract and retain students, including targeted marketing campaigns, scholarships, and student support services.
  4. Invest in Technology and Analytics: Invest in technology and analytics to improve operational efficiency, enhance student learning, and personalize the educational experience.
  5. Strengthen Corporate Governance: Improve the board of trustees' oversight of the university's management and ensure transparency and accountability.
  6. Embrace Innovation: Explore innovative approaches to education, including online learning, blended learning, and micro-credentials.
  7. Develop a Strong Brand: Strengthen the university's brand identity and reputation through strategic marketing and public relations initiatives.
  8. Foster a Culture of Excellence: Cultivate a culture of excellence among faculty and staff, emphasizing student success and continuous improvement.
  9. Embrace Sustainability: Integrate environmental sustainability into the university's operations and curriculum.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: The recommendations focus on strengthening the university's core competencies and aligning its operations with its mission to provide a high-quality education.
  2. External Customers and Internal Clients: The recommendations address the needs of external stakeholders, including students, investors, and the community, as well as internal stakeholders, including faculty, staff, and alumni.
  3. Competitors: The recommendations consider the competitive landscape and aim to differentiate the university from its competitors.
  4. Attractiveness ' Quantitative Measures: The recommendations are designed to improve the university's financial performance and create long-term value for stakeholders.

6. Conclusion

By implementing these recommendations, FFU can overcome its current crisis, restore investor confidence, and position itself for sustainable growth. The university must prioritize a clear strategic plan, efficient operations, and strong corporate governance to ensure its long-term success.

7. Discussion

Other alternatives not selected include:

  • Selling the University: This option would provide immediate financial relief but would result in a loss of autonomy and potentially a negative impact on the university's reputation.
  • Major Layoffs: This option could reduce costs but would have a negative impact on morale and potentially lead to a loss of valuable faculty and staff.

The key risks associated with the recommended approach include:

  • Failure to achieve cost reductions: If the university fails to achieve significant cost reductions, it may need to consider more drastic measures, such as layoffs or program closures.
  • Inability to secure financing: If the university is unable to secure financing, it may face financial difficulties and a potential takeover.
  • Lack of investor confidence: If investors remain unconvinced about the university's turnaround plan, the stock price may continue to decline.

8. Next Steps

  1. Immediate Action: The board of trustees should immediately implement the short-term actions, including cost reduction measures, financial restructuring, and investor relations initiatives.
  2. Strategic Planning: The university should convene a task force to develop a comprehensive strategic plan within the next three months.
  3. Implementation: The university should implement the long-term initiatives over the next 12-18 months, focusing on key areas such as enrollment management, technology investment, and corporate governance.
  4. Monitoring and Evaluation: The university should regularly monitor the progress of its turnaround plan and make adjustments as needed.

By taking decisive action and implementing a comprehensive strategy, FFU can navigate this crisis and emerge as a stronger and more sustainable institution.

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Case Description

The case represents a role-play simulation in which a team of up to 7 participants acts as a board of directors of a privately-owned company. The board has to discuss and make decisions about its Chairman's resignation. The latter asked to step down after an internal crisis unfolded following the Chairman's media interview in which he criticized the country's President. The board comprise two company founders and 5 independent directors including the Chairman.

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