To maximize their effectiveness, shade instances should be printed in color. In January 2010, John Fahey, president, CEO, and chairman of the board of trustees' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must decide how best to arrange the 121-year old mission-driven association for a world of accelerating digital convergence and falling publication sales. Historically a supporter of evolutionary transformation, he is contemplating a radical move: creating a senior management position responsible for ecommerce to organize internet-based offerings and outreach across the Society's various sections, transition NGS from its numerous unequal and sovereign direct mail efforts to a more incorporated and strategic e-commerce strategy, and leverage the NGS relationship with its members-now defined as magazine subscribers, since a subscription comes with Society membership. Getting the last touches on the location and its particular reporting organizations has caused critical debate within the organization, and Fahey is ripped about the best way to carry on.
The National Geographic Society (A) case study solution
PUBLICATION DATE: January 03, 2011 PRODUCT #: 311002-HCC-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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