In February 2009, the extra director in the Child In Need Institute (CINI) received the most challenging assignment that CINI's board of governors had ever given him - to prepare a comprehensive proposal recommending whether the organization should continue as a non-government organization (NGO) driven primarily by donations and grants, or should venture into societal business. He had a month to give his recommendations.
CINI was a reputable 37-year old NGO from Kolkata (Calcutta), India, with a mission of "sustainable development in education, protection, health and nutrition of child, youth and girl in need." Over time, CINI had fought child malnutrition through health clinics and training mothers, and had supplied shelters and a trail to betterment for street children. Despite acknowledgement at CINI that donor funding was becoming tight, any proposed social company was contentious because it ran the risk of alienating present donors and replacing CINI's present goal with a profit motive. As the challenges that CINI met in 2009 are faced by thousands of societal enterprises across the planet this instance has international relevance.
PUBLICATION DATE: June 11, 2013 PRODUCT #: W13228-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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