IMD-3-2006 © 2008
Weeks, John; Lief, Colleen
The organization wove jointly a system of offices in countries where the majority of conservation work was done and in both capital nations. The organization had, at first, operated as a market of ideas, programs and financial support. A conservation endeavor that was worthy would be conceived in one nation and advertised to those offices with the wherewithal to fund it. Funds was got by jobs with the most powerful proposals.
WWF To Be Truly Local And Truly Global Case Solution
This system resulted both in inefficiencies and organizational efficiencies. Despite best efforts and their important achievements, the state of the world was deteriorating. Coalesce robustly around them, focus on a number of international priorities and wWF needed to efficiently organize. The fate of the world was at stake. Failure was not an option. Learning objectives: Handling centralization and decentralization, preserving local and global relevance, transmitting urgency of mission, Focusing priorities, capitalizing on organizational strengths and establishing stretch goals.
Subjects: Change; Corporate culture; Consensus-building; Strategic reorganization; Goal setting; Tapping organizational potential; Managing transition
Settings: Switzerland; Worldwide; Conservation; Not-for-profit organization; NGO; US$663 million in revenues in 2007;1961- 2008
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