Global impact: managing corporate giving
Author: Hanson, Margaret ; Van Wassenhove, Luk N. ; Stapleton, OrlaINSEAD Area: Technology and Operations ManagementPublisher: Fontainebleau : INSEAD, 2008.Language: EnglishDescription: 29 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: Global Impact is a US registered non-profit organisation dedicated to "assuring help for the world's most vulnerable". Representing more than 50 of the most respected US-based global charities, including CARE, Doctors Without Borders/Médecins Sans Frontières, and World Vision, it raises funds for its charity members in workplaces across the US and overseas. Facing a decline in giving campaigns in the early 1990s, Global Impact increased its attention to private sector and corporate giving. The case examines how this non-profit organisation re-positioned itself between the corporate world and the global charity community, developing services to meet the needs of its new private sector-based donors, while continuing to serve its overall not-for-profit mission. Between 1995 and 2006 its charity revenues grew from $6 million to $141 million. The case begins in 1993 as a new CEO is hired and the governing Board transitions from one dominated by charity member representatives, to one with broader private sector representation. Pedagogical Objectives: The case supports a rich in-class comparative discussion of differences and similarities between business and the social sector, highlighting how social, political and business constraints vary across sectors. The case illustrates best practice in business/social sector collaboration, particularly in the humanitarian and disaster relief context. This case is also a strategy case, profiling the entrepreneurial spirit of a management team driven by a non-profit mission that responds to adverse market conditions (declining donations) by re-positioning the "business" (charity fund-raising) to capture emerging opportunities in the private and corporate sector.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | |||||
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Europe Campus INSEAD Publications Display | Consultation only | BC008188 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
The case supports a rich in-class comparative discussion of differences and similarities between business and the social sector, highlighting how social, political and business constraints vary across sectors. The case illustrates best practice in business/social sector collaboration, particularly in the humanitarian and disaster relief context. This case is also a strategy case, profiling the entrepreneurial spirit of a management team driven by a non-profit mission that responds to adverse market conditions (declining donations) by re-positioning the "business" (charity fund-raising) to capture emerging opportunities in the private and corporate sector.
Global Impact is a US registered non-profit organisation dedicated to "assuring help for the world's most vulnerable". Representing more than 50 of the most respected US-based global charities, including CARE, Doctors Without Borders/Médecins Sans Frontières, and World Vision, it raises funds for its charity members in workplaces across the US and overseas. Facing a decline in giving campaigns in the early 1990s, Global Impact increased its attention to private sector and corporate giving. The case examines how this non-profit organisation re-positioned itself between the corporate world and the global charity community, developing services to meet the needs of its new private sector-based donors, while continuing to serve its overall not-for-profit mission. Between 1995 and 2006 its charity revenues grew from $6 million to $141 million. The case begins in 1993 as a new CEO is hired and the governing Board transitions from one dominated by charity member representatives, to one with broader private sector representation.
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