In May 2014, Julie Hallman was considering assuming the presidency of the struggling nonprofit arts organization, which was the Falaise Foundation, which offered a home for small groups of artists and scholars from around the globe in order to work up on the creative endeavors at its extensive property in the South of France. It was suffering financially due to less fundraising, an ineffective board of trustees, high operating costs, and a murky relationship between the founding family and the foundation.
Complicating matters was Hallman's private circumstances: she was the daughter of the foundation's creator, who wouldrun the organization his own way for decades until he resigned. As a documentary filmmaker with a degree in Fine Arts, Julie Hallman had no business background, therefore it was required that she developed an understanding of the root causes of the foundation's issues and identify a set of strategies and actions to effect a successful turnaround.
PUBLICATION DATE: May 11, 2016 PRODUCT #: W16266-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Julia Stasch (A)
Acquisition of Liston Mechanics Corporation
Ashmark Corporation: Dealing with a Supply Disruption
All Aboard: Making Board Effectiveness a Reality
Portrait of a Leader: Sheryl Sandberg
The Thoughtful Leader: A Model of Integrative Leadership
What Monetary Rewards Can and Cannot do: How to Show Employees the Money
A Telemedicine Opportunity or a Distraction?
Taking Charge: Rose Washington and Spofford Juvenile Detention Center
Why Project Networks Beat Project Teams
