The Tipping Point and Green Dot Public Schools Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Green Dot was a charter management organization (CMO) in Los Angeles, California (Los Angeles), the city, which is the second largest school district in the country. The Los Angeles Unified School District (LAUSD) was known for his mostly ethnic students (75 percent of Hispanics and 11 percent of African Americans), and numerous problems, ranging from poor performance to violence to low grades. High school graduation rates in the area was only 45 percent (compared to 68 percent nationally), with Hispanic students graduating at a rate of only 39 percent. Gary Orfield of the Harvard Civil Rights Project called the city's schools "dropout factories." By 2008, Green Dot opened 12 charter schools in some of the fields need to LA, hoping to demonstrate "that the public schools can do a far better job of educating students if schools operate more efficiently." The founder, Steve Barr and his team had their idea of a tipping point and the metrics that are both quantitative (eg, 10 percent of the market share in schools LAUSD) and quality, in terms of success in political influence. Barry and his team of Green Dot worked on the opening of the new school, Locke fall of 2008, Barr was both nervous and optimistic. He knew that the future of Los Angeles students, parents, and their communities depended on the success of his team. He thought that his new strategy is the optimal strategy changes. He also wondered if his thoughts about the tipping point would give him and his team the best chance of success. "Hide
by Victoria Chan, Debra Meyerson Source: Stanford Graduate School of Business 33 pages. Publication Date: December 8, 2008. Prod. #: SI109-PDF-ENG