Geoffrey Canada, CEO of Harlem Children Zone, wanted his organization to grow dramatically to reach the thousands of poor and underserved children in Harlem. The agency ran various successful social service programs throughout New York City, which are funded separately and ran independently of each other. In 2000, Canada led the organization through an ambitious planning process, promising that for 10 years, its new comprehensive program will reach $ 46 million in revenue, serve 24,000 people, and expand the area in three times its current zone. But the plan required the agency to change its management structure, measurement systems, and program goals dramatically. How would an organization measure the impact of its work? Can such a system be measured? And change challenge passionate directors who first installed components? "Hide
by Allen Grossman, Daniel F. Curran Source: Harvard Business School 29 pages. Publication Date: May 19, 2003. Prod. #: 303109-PDF-ENG
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