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Harvard Case - Colombia and FARC-EP Struggle for Peace: FARC-EP Delegation: Role 2. General Instructions + Confidential Instructions For Carla Fernandez, Rebel For FARC Delegation

"Colombia and FARC-EP Struggle for Peace: FARC-EP Delegation: Role 2. General Instructions + Confidential Instructions For Carla Fernandez, Rebel For FARC Delegation" Harvard business case study is written by Peter Kesting, Margarita Canal, Thomas Stevenson. It deals with the challenges in the field of Strategy. The case study is 10 page(s) long and it was first published on : Aug 25, 2023

At Fern Fort University, we recommend that the FARC-EP delegation focus on a multi-pronged strategy to navigate the complex peace process and transition into a post-conflict society. This strategy emphasizes strategic planning, stakeholder engagement, and organizational transformation to ensure the FARC-EP's long-term success and contribute to a sustainable peace in Colombia.

2. Background

This case study focuses on the FARC-EP, a former guerrilla group in Colombia, as they transition from armed conflict to a political party. The case follows Carla Fernandez, a FARC-EP member tasked with navigating the complex political landscape and establishing the organization's role in the new Colombia. The case highlights the challenges of building trust, navigating political negotiations, and adapting to a new organizational structure.

The main protagonists are Carla Fernandez, representing the FARC-EP, and the Colombian government, represented by the various political actors involved in the peace process.

3. Analysis of the Case Study

This case study can be analyzed through the lens of several strategic frameworks:

1. SWOT Analysis:

  • Strengths: FARC-EP possesses strong organizational structure, deep knowledge of rural areas, and a dedicated base of supporters.
  • Weaknesses: The FARC-EP faces a lack of political experience, a tarnished reputation, and potential internal divisions.
  • Opportunities: The peace process offers the FARC-EP a chance to participate in democratic processes, build political legitimacy, and contribute to social development.
  • Threats: The FARC-EP faces opposition from right-wing groups, potential violence from former combatants, and public distrust.

2. Porter's Five Forces:

  • Threat of New Entrants: The political landscape in Colombia is highly competitive, making it difficult for new entrants to gain a foothold.
  • Bargaining Power of Buyers: The FARC-EP's success depends on securing support from various stakeholders, including voters, political parties, and international actors.
  • Bargaining Power of Suppliers: The FARC-EP relies on external support for resources and expertise, making them vulnerable to external pressures.
  • Threat of Substitutes: The FARC-EP faces competition from existing political parties with established platforms and support.
  • Rivalry Among Existing Competitors: The political landscape in Colombia is characterized by intense rivalry among existing political parties, making it challenging for the FARC-EP to gain traction.

3. Value Chain Analysis:

The FARC-EP's value chain can be analyzed through the following stages:

  • Primary Activities: Political advocacy, social engagement, community development, and economic development.
  • Support Activities: Internal organizational development, communication and outreach, resource mobilization, and legal and political expertise.

4. Business Model Innovation:

The FARC-EP needs to develop a new business model that is aligned with its political goals and the changing context. This model should focus on:

  • Value Proposition: Providing a platform for marginalized communities, promoting social justice, and contributing to a more equitable society.
  • Customer Segments: Targeting rural communities, victims of the conflict, and potential allies in the political system.
  • Channels: Utilizing social media, community outreach, and political alliances to reach target audiences.
  • Customer Relationships: Building trust and engagement through transparency, dialogue, and community participation.
  • Revenue Streams: Exploring options for sustainable funding through grants, donations, and potential political participation.

4. Recommendations

1. Strategic Planning:

  • Develop a comprehensive strategic plan: This plan should outline the FARC-EP's long-term vision, goals, and strategies for achieving them. It should include a detailed analysis of the political landscape, potential threats and opportunities, and a clear roadmap for transitioning from an armed group to a political party.
  • Establish a clear organizational structure: This structure should reflect the FARC-EP's new political role and ensure effective decision-making, communication, and resource allocation.
  • Implement a robust communication strategy: This strategy should focus on building trust with the public, engaging with stakeholders, and effectively communicating the FARC-EP's message and vision.

2. Stakeholder Engagement:

  • Build trust with the Colombian government: This requires open and transparent communication, addressing past grievances, and demonstrating commitment to peace and reconciliation.
  • Engage with civil society organizations: This includes working with NGOs, human rights groups, and community organizations to address the needs of victims of the conflict and promote social development.
  • Reach out to international actors: This includes seeking support from international organizations, governments, and NGOs to help with the peace process and the FARC-EP's transition.

3. Organizational Transformation:

  • Promote leadership development: This includes training FARC-EP members in political skills, negotiation, and public speaking to prepare them for a new political role.
  • Embrace transparency and accountability: This requires establishing clear governance structures, implementing financial transparency measures, and promoting internal accountability.
  • Develop a strong organizational culture: This culture should emphasize peace, reconciliation, and democratic values, ensuring that the FARC-EP's actions align with its stated goals.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations focus on leveraging the FARC-EP's existing strengths, such as its organizational structure and knowledge of rural areas, while adapting to the new political context.
  • External Customers and Internal Clients: The recommendations emphasize building trust with key stakeholders, including the Colombian government, civil society organizations, and the public, while also promoting internal cohesion and leadership development within the FARC-EP.
  • Competitors: The recommendations acknowledge the competitive political landscape and highlight the need for strategic planning, effective communication, and a clear value proposition to differentiate the FARC-EP from other political actors.
  • Attractiveness: The recommendations are designed to enhance the FARC-EP's long-term sustainability and contribute to a more peaceful and just Colombia.

6. Conclusion

The FARC-EP's transition from an armed group to a political party presents a unique opportunity for Colombia to achieve lasting peace and reconciliation. By embracing a multi-pronged strategy that emphasizes strategic planning, stakeholder engagement, and organizational transformation, the FARC-EP can contribute to a more just and equitable society while ensuring its own long-term success.

7. Discussion

Alternative approaches could include focusing solely on political negotiations with the government, prioritizing economic development over social justice, or relying on external support without engaging in internal reforms. However, these approaches carry significant risks, including potential for political deadlock, lack of public support, and internal divisions.

Key assumptions include the willingness of the Colombian government to engage in good faith, the FARC-EP's commitment to democratic values, and the support of international actors.

8. Next Steps

  • Short-term: Within the next six months, the FARC-EP should develop a comprehensive strategic plan, establish a clear organizational structure, and initiate a robust communication strategy.
  • Mid-term: Within the next year, the FARC-EP should build trust with the Colombian government, engage with civil society organizations, and implement leadership development programs.
  • Long-term: Over the next five years, the FARC-EP should continue to build its political legitimacy, participate in democratic processes, and contribute to social and economic development in Colombia.

This timeline will require careful planning, effective communication, and a commitment to continuous adaptation and learning. The FARC-EP's success in this transition will depend on its ability to navigate the complex political landscape, build trust with key stakeholders, and transform itself into a credible and effective political force.

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Case Description

This case is a roleplay simulation of the negotiations between the Colombian government of President Juan Manuel Santos and FARC-EP, the Revolutionary Armed Forces of Colombia-People's Army (henceforth FARC), leading up to and after the peace agreement of 2016. The peace agreement put an end to an armed conflict that lasted for more than 50 years and cost more than 200,000 lives. The negotiations cover six Negotiation Topics: i. laying down arms & safety guarantees; ii. social integration of FARC; iii. justice & trial of war crimes; iv. political participation of FARC; v. rural reform; and vi. drug production. Students assume the roles of six participants in the negotiation, forming two delegations. One represents the Colombian Government and the other represents FARC.

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