Instituto Nacional de Biodeverisdad--INBio Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

National Institute of Biodiversity (Instituto Nacional de Biodiversidad, therefore, INBio) was established in 1989 to develop and promote a greater knowledge of biodiversity of Costa Rica, and to promote sustainable use. The activity began with INBio biodiversity inventory in Costa Rica, and then spread to other efforts related to bioprospecting, conservation and INBio-Park, among others. Since inception, the organization has managed its founding leader, Rodrigo G MEZ. In 2002, the organization has developed and launched a four-year strategic plan entitled "Towards Sustainable INBio", which sought to introduce some changes, such as changes in the organizational structure, human resource management improvements, and planned process of succession. The main issue presented by this case revolves around the continuity of their leader. For 14 years, INBio was run Rodrigo G MEZ, its leader and founder. As some of the measures outlined in the "Towards Sustainable INBio" plan was launched in August 2003, Rodrigo G MEZ had a heart attack. Beer and group theme of Directors adopted provisionally. G MEZ The health forced INBio accelerate the planned process of succession. Beer was invited to examine and change the options to the Board of the organization. Beer could analyze and present their findings on the following options: a) hiring an outside candidate, or b) the empowerment theme of directors to manage the organization for flat and active structure led and coordinated by one of them. Based on the analysis and presentation of Beers, the Council then decide. "Hide
by Enrique Ogliastri, Giuliano Flores, Andrea Prado Source: Social Enterprise Knowledge Network 18 pages. Publication Date: November 1, 2007 year. Prod. #: SKE112-PDF-ENG