Harvard Case - WWF and Greenpeace: Two Strategies to Save the Arctic Ocean
"WWF and Greenpeace: Two Strategies to Save the Arctic Ocean" Harvard business case study is written by Jordan Mitchell, Isaac Sastre Boquet, Govert Vroom, Ramon Casadesus-Masanell. It deals with the challenges in the field of Strategy. The case study is 16 page(s) long and it was first published on : Jul 1, 2019
At Fern Fort University, we recommend a collaborative approach for WWF and Greenpeace, focusing on a shared strategic intent to protect the Arctic Ocean. This involves leveraging their core competencies in advocacy, research, and international partnerships to create a sustainable competitive advantage through disruptive innovation in conservation strategies.
2. Background
This case study examines the contrasting approaches of WWF and Greenpeace in their efforts to protect the Arctic Ocean. WWF, with its focus on strategic alliances and collaboration with governments and corporations, aims to achieve conservation through sustainable development. Greenpeace, on the other hand, employs a more activist approach, relying on public pressure and disruptive tactics to force change.
The main protagonists of this case are:
- WWF: A global conservation organization with a long history of working with governments and businesses to protect the environment.
- Greenpeace: An international environmental organization known for its direct-action campaigns and advocacy against environmental destruction.
3. Analysis of the Case Study
Porter's Five Forces analysis reveals the following:
- Threat of new entrants: Low, as the Arctic Ocean conservation field is dominated by established organizations.
- Bargaining power of buyers: Moderate, as governments and corporations are key stakeholders but are also subject to public pressure.
- Bargaining power of suppliers: Low, as research and expertise are readily available.
- Threat of substitutes: Low, as there are few alternatives to protecting the Arctic Ocean.
- Rivalry among existing competitors: Moderate, as organizations compete for funding, resources, and public attention.
SWOT Analysis:
WWF:
- Strengths: Strong international network, expertise in conservation, focus on sustainable development.
- Weaknesses: Can be perceived as too accommodating to industry, less visible in public campaigns.
- Opportunities: Growing public concern about climate change, increased corporate interest in sustainability.
- Threats: Funding challenges, competition from other organizations, potential backlash from industry.
Greenpeace:
- Strengths: Strong public profile, effective direct-action campaigns, commitment to environmental protection.
- Weaknesses: Can be perceived as too radical, less effective in long-term policy change.
- Opportunities: Growing public support for environmental activism, increased media attention.
- Threats: Legal challenges, reputational damage, potential loss of funding.
Value Chain Analysis:
Both organizations have a similar value chain, including research, advocacy, fundraising, and communication. However, their core competencies differ:
- WWF: Strong in building partnerships, policy influencing, and capacity building.
- Greenpeace: Strong in public mobilization, direct action, and media outreach.
Business Model Innovation:
Both organizations need to adapt their business models to address the evolving challenges of Arctic Ocean conservation. This includes:
- WWF: Exploring new funding models, leveraging technology for data collection and analysis, and developing innovative partnerships with indigenous communities.
- Greenpeace: Expanding its digital presence, engaging in strategic collaborations with other organizations, and developing more targeted campaigns.
4. Recommendations
Form a Joint Task Force: Create a joint task force composed of representatives from both organizations to develop a unified strategy for Arctic Ocean conservation. This task force will leverage the core competencies of both organizations and foster a collaborative culture.
Develop a Shared Value Proposition: Define a clear and compelling value proposition that resonates with stakeholders, including governments, corporations, and the public. This value proposition should emphasize the shared goals of both organizations and the tangible benefits of a healthy Arctic Ocean.
Embrace Disruptive Innovation: Implement disruptive innovation in conservation strategies, such as utilizing AI and machine learning for data analysis, developing innovative technologies for monitoring and enforcement, and engaging in citizen science initiatives.
Leverage Technology and Analytics: Utilize technology and analytics to enhance data collection, analysis, and communication efforts. This includes developing interactive platforms for public engagement, utilizing social media for advocacy, and employing digital storytelling to raise awareness.
Embrace a Global Strategy: Expand the scope of their efforts to include a global perspective, recognizing the interconnectedness of the Arctic Ocean with other ecosystems and the need for international cooperation. This includes engaging in strategic alliances with organizations in other regions and advocating for global policy change.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations leverage the strengths of both organizations while aligning with their shared mission of protecting the Arctic Ocean.
- External customers and internal clients: The recommendations address the needs of diverse stakeholders, including governments, corporations, and the public, while fostering a collaborative culture within both organizations.
- Competitors: The recommendations consider the competitive landscape and aim to create a sustainable competitive advantage through collaboration and innovation.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to lead to increased impact, enhanced efficiency, and greater public support, ultimately contributing to a healthier Arctic Ocean.
6. Conclusion
By embracing a collaborative approach, leveraging their combined strengths, and embracing disruptive innovation, WWF and Greenpeace can create a more effective and sustainable strategy for protecting the Arctic Ocean. This approach will not only enhance their individual impact but also demonstrate the power of strategic alliances in addressing complex environmental challenges.
7. Discussion
Alternative approaches include:
- Maintaining separate strategies: This would limit the potential for synergy and collaboration, potentially leading to duplication of efforts and missed opportunities.
- Merging the organizations: This would be a significant undertaking with potential challenges in integrating cultures and operations.
Key risks include:
- Lack of trust and communication: This could hinder collaboration and lead to conflicts.
- Resistance to change: Both organizations may face internal resistance to adopting a new approach.
- Funding challenges: Securing sufficient funding for a joint initiative could be difficult.
8. Next Steps
- Establish the Joint Task Force: Within 3 months, establish a joint task force with representatives from both organizations.
- Develop the Shared Value Proposition: Within 6 months, develop a clear and compelling value proposition that resonates with stakeholders.
- Implement Disruptive Innovation: Within 12 months, implement disruptive innovation in conservation strategies, utilizing technology and analytics.
- Expand Global Strategy: Within 24 months, expand the scope of their efforts to include a global perspective, engaging in strategic alliances and advocating for global policy change.
By following these steps, WWF and Greenpeace can create a powerful and impactful force for protecting the Arctic Ocean, setting a precedent for collaboration in addressing global environmental challenges.
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Case Description
This case describes the two leading environmental NGOs: WWF and Greenpeace. It discusses these organizations' different approaches to the preservation of the Arctic Ocean. It asks to what extent these two organizations, with very similar goals but very different strategies, should collaborate. First, the case allows for analysis and debate of the workings of the nonprofit sector by placing its focus on two very large nonprofit organizations that operate in the same area (environmental protection). Concepts like value, customer and many others-even what is considered "success in business"-are understood very differently in this sector. Moreover, the charitable character of those organizations informs how they conduct their operations and how they behave in their "market." Thus, the case presents an excellent opportunity for exploring to what degree conventional market concepts and business wisdom can be applied to nonprofits.
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