CDI (A): growth challenges of a social entrepreneur
Author: Santos, Filipe M. INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2009.Language: EnglishDescription: 12 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: Case A describes how Rodrigo Baggio in 1995 developed the first computer and citizen schools in Brazil to address the problem of digital exclusion. By 2005 the CDI network included almost 1,000 schools throughout Latin America. However, with the rapid growth came quality control problems and organisational complexities. In addition there was increasing competition from the government and from the private sector. Rodrigo and his team needed to re-assess the positioning of CDI while grappling with the complexities of managing a large network-based organisation.Pedagogical Objectives: The key goal is to help students understand how to apply the concept of strategy to a social sector organisation. The learning applies to any values-based organisation that needs to identify its distinctive assets and capabilities for the strategy-making process. The take-away is how to re-define the market positioning and adopt measures that reinforce the organisation's distinctive assets, and avoid erosion of its core values. Secondary goals are to: - discuss social entrepreneur challenges (business model innovation, scaling up strategy) - develop sensitivity to the need to use financial and accounting information for the strategy development process in social-oriented organisations - redefine mission to avoid overlap with government and private-sector programmes(see case B).| 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 | BC008716 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
The key goal is to help students understand how to apply the concept of strategy to a social sector organisation. The learning applies to any values-based organisation that needs to identify its distinctive assets and capabilities for the strategy-making process. The take-away is how to re-define the market positioning and adopt measures that reinforce the organisation's distinctive assets, and avoid erosion of its core values. Secondary goals are to: - discuss social entrepreneur challenges (business model innovation, scaling up strategy) - develop sensitivity to the need to use financial and accounting information for the strategy development process in social-oriented organisations - redefine mission to avoid overlap with government and private-sector programmes(see case B).
Case A describes how Rodrigo Baggio in 1995 developed the first computer and citizen schools in Brazil to address the problem of digital exclusion. By 2005 the CDI network included almost 1,000 schools throughout Latin America. However, with the rapid growth came quality control problems and organisational complexities. In addition there was increasing competition from the government and from the private sector. Rodrigo and his team needed to re-assess the positioning of CDI while grappling with the complexities of managing a large network-based organisation.
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