In March 2006, Larry English, Director of Design and Innovation program for Habitat for Humanity Africa and the Middle East, reflecting on a large development project in Durbin, which stalled. Despite the attention of the world, led by former President Jimmy Carter, the local capacity to undertake the project was limited. English asked whether the partnership with the private, non-profit real estate company is credible, and whether they can be made without prejudice to the Habitat mission to focus on the very poor. "Hide
by Arthur I Segel, Nicholas P. Retsinas, Nelson Hioe Source: Harvard Business School 22 pages. Publication Date: November 29, 2006. Prod. #: 207016-PDF-ENG
Related Case Solutions & Analyses:
EMPLOYEE RETENTION – CRITICAL EVALUATION
Implementation of Disruptive Innovation
HR Restructuring at Nissan
Breezy Plains Acres: What About Me?
Tough Decisions at Marks and Spencer
Del Mar Racetrack: Reinventing the Horse Racing Fan Experience
The Future of Retail: From Revenue Generator to R&D Engine
10 New Skills That Every Worker Needs
Le Moulin Blanc
World Championship Wrestling – A Crisis of Leadership (A)
