Case Study An inside look at one organization

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Change Comes at a Cost

By Donald Haider & Franz Wohlgezogen 1

In 2008, a group of Chicago’s social service agencies formed the Back Office Cooperative, which has produced impressive financial savings. Yet greater efficiency has had a cultural cost.

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Too Good to Fail

By James E. Post & Fiona S. Wilson 9

In August 2010 the US government closed ShoreBank, one of the country’s leading social enterprises. Why did ShoreBank fail?

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Better Vision for the Poor

By Aneel Karnani, Bernard Garrette, Jordan Kassalow, & Moses Lee 11

Several social enterprises are attempting to provide eyeglasses to the 500 million to 1 billion poor people who need them. Why haven’t any of the organizations succeeded on a large scale?

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The Greening of Wal-Mart

By Erica L. Plambeck & Lyn Denend 5

For much of its history, Wal-Mart’s corporate management team toiled inside its “Bentonville Bubble,” narrowly focused on operational efficiency, growth, and profits. But now the world's largest retailer has widened its sights, building networks of employees, nonprofits, government agencies, and suppliers to “green” its supply chains. Here's how and why the world’s largest retailer is using a network approach to decrease its environmental footprint – and to increase its profitability.

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The Profit in Nonprofit

By Bethany Coates & Garth Saloner 14

Why Kiva chose to be a 501(c)(3), what this tax status buys the organization, and how being a nonprofit poses challenges.

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Do No Evil

By Suzie Boss 6

Google DotOrg launched in 2004 with bold ambitions and almost $1 billion in seed funding. But the results have been less than stellar.

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Too Good to Fail

By James E. Post & Fiona S. Wilson 9

In August 2010 the US government closed ShoreBank, one of the country’s leading social enterprises. Why did ShoreBank fail?