IESE (España)
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Quirky: A Business Based on Making Invention Accessible
Marks M; Hoyt DCase SGSB-GS84-EService and Operations ManagementBen Kaufman founded Quirky in 2009 to enable anyone with a product idea to access an online network of people to help evaluate and improve the idea, and potentially bring it to market. By the end of 2012, Quirky was shipping 74 products, and had many more in development. Its products were sold in 35,000 stores worldwide. Each week, the company took three products into the research and development process, out of more than 1,000 submitted onlin...Starting at €8.20
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Ross Walker's Path to Power
Jeffrey PfefferCase SGSB-OB79-ELeadership and People ManagementRoss Walker had come a long way. A child of modest upbringing in Marin County just north of San Francisco, Walker had earned both undergraduate and MBA degrees from Stanford. He had been chosen to serve a five-year term as the youngest alumni representative on the Stanford University Board of Trustees and had a great job at Wolff Urban Development in the industries he loved, hospitality and real estate. Most importantly, Walker was well-known ...Starting at €8.20
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Amir Dan Rubin: Success from the Beginning
Pfeffer, JCase SGSB-OB90-ECorporate Governance, StrategyIn November of 2010, the board of Stanford Hospital and Clinics announced that Amir Dan Rubin, at the time chief operating officer of the UCLA Hospital System, would become the next CEO at Stanford Hospital and Clinics. Although by 2010 Stanford hospital had largely recovered from a failed merger with the hospital of the University of California, San Francisco, and was financially stable, Rubin would lead an organization that still faced signifi...Starting at €8.20
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Massachusetts Eye and Ear: Deciding Whether to Join Partners Healthcare
Bundorf, Mary, K; Pathipati, ACase SGSB-P92-EEconomicsThis case follows John Fernandez, CEO of Massachusetts Eye and Ear, as he evaluates whether or not his organization should join Partners HealthCare, the state’s largest healthcare provider. Starting in the mid-2000s, there was a growing trend towards provider consolidation in health care. Many physician practices joined larger groups or hospitals, while independent hospitals integrated into larger health systems. The case explores the causes an...Starting at €8.20
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Landlocked Homes: Catching a Falling Knife
Abbey, D; Mahowald, C; Lamont, MCase SGSB-RE137-EStrategyWhen Jacob Harold became head of the Hewlett Foundation’s Philanthropy Program, he began to see GuideStar as much more than just a website. GuideStar was the result of founder Arthur “Buzz” Schmidt’s vision of bringing transparency and accountability to the world of nonprofits. At its core, the organization compiled information that U.S. nonprofits submitted on their IRS filings into an easy to use database. It supplemented that information wi...Starting at €8.20
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Tipping Point Community
Meehan, W; McNichols, M; Foroughi, JCase SGSB-SI116-EInnovation and ChangeIn early 2016, Thomas Laffont, then-chairman of the board at Tipping Point Community, a nonprofit organization fighting poverty in the San Francisco Bay Area, gathered with over two dozen fellow board members for a retreat to discuss, among other things, the future of the fast-growing organization. In the 11 years since its founding, Tipping Point had raised nearly $120 million and impacted the lives of more than 600,000 people in need. In 2016...Starting at €8.20
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GuideStar
Meehan, W; Drabkin, DCase SGSB-SI121-EInnovation and ChangeWhen Jacob Harold became head of the Hewlett Foundation’s Philanthropy Program, he began to see GuideStar as much more than just a website. GuideStar was the result of founder Arthur “Buzz” Schmidt’s vision of bringing transparency and accountability to the world of nonprofits. At its core, the organization compiled information that U.S. nonprofits submitted on their IRS filings into an easy to use database. It supplemented that information wi...Starting at €8.20
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Reach Capital: Porformance in Education Technology
McNichols, M; Foroughi, JCase SGSB-SI136-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn January 2015, Jennifer Carolan, who had served as the managing director of the NewSchools Venture Fund Seed Fund (“Seed Fund”), spun off from the nonprofit venture philanthropy firm to create a for-profit social impact fund focused on education technology (edtech). Through a unique joint venture with NewSchools Venture Fund (“NewSchools”) called NewSchools Capital, the new venture fund, Reach Capital, would allow Carolan to not only raise mor...Starting at €8.20
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Reach Capital: Porformance in Education Technology - Teaching note
McNichols, M; Foroughi, JTeaching Note SGSB-SI136TN-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn January 2015, Jennifer Carolan, who had served as the managing director of the NewSchools Venture Fund Seed Fund (“Seed Fund”), spun off from the nonprofit venture philanthropy firm to create a for-profit social impact fund focused on education technology (edtech). Through a unique joint venture with NewSchools Venture Fund (“NewSchools”) called NewSchools Capital, the new venture fund, Reach Capital, would allow Carolan to not only raise mor...Starting at €0.00
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Impact America Fund: Challenges of New Fund Formation
Krauel, Patel, H; Ewald, C; Foroughi, JCase SGSB-SI139-EBusiness Ethics and Corporate Social Responsibility, Innovation and ChangeIn July 2013, Kesha Cash transitioned out of her stable role as co-founder of and fund manager for Jalia Ventures (“Jalia”), an initiative investing in early-stage mission driven “businesses operated by entrepreneurs of color,” to launch her own impact venture fund focused on underserved communities. Because Jalia had been funded and supported by Serious Change, L.P., a global impact investment fund, Cash was new to the process of fund formation...Starting at €8.20