The case study presents facts pertaining to the Community Preservation and Development Corporation (CPDC), among the best-known non-profit housing development companies in the U.S., at a time of fundamental transition–a fresh chief executive officer has been installed after numerous months of the board of directors running the business.
Working with the creator, Eugene Ford, the first chief executive had made a specialty of using a number of complicated financial arrangements to restore assisted low-income housing projects that had become or were at danger of turning into decaying, crime-ridden catastrophes. The organization had become renowned for blazing new trails in supplying services for the low income residents of its housing projects, especially related to technology. Federal, state, and local government agencies, private corporations, foundations, and universities and CPDC had joined in its development and resident service endeavors.
But regardless of the worthy redevelopment jobs and dazzling plans, CPDC was a house. Concerned about CPDC’s difficulties in accounting and reporting its sales and expenditures, members of the board of directors became more involved in running the organization and contributed to the departure of the founding CEO of the organization.
Fundamentally, CPDC was afflicted with what may be called organizational schizophrenia, with each with its own organizational structure, financing mechanism, two different lines of business, and supporters on the board of directors. The case presents the reader with all the issue of what strategies and finally business model the incoming CEO should adopt to maintain the organization viable and fulfill its mission. HKS Instance Number 1924.0
The Test of Transition The Case of the Community Preservation and Development Corporation Case Study SolutionPUBLICATION DATE: June 09, 2011 PRODUCT #: HKS123-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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