Namaste Solar Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

If the fast-growing, employee-owned solar electric company to take a buyout offer from a private equity investor? Can this be done without prejudice to its distinctive high-involvement culture? Namaste Solar, 55-person firm based in Boulder, Colo., designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company has grown at breakneck speed over the past four years, starting with government incentives for the purchase of renewable energy have created a market for solar electric systems in Colorado. Now, two investors turned to us with serious offers redemption. Current bring new capital injection for the company, enabling it to expand faster and to install additional solar systems, and employees of corporate shares benefit from the attractive selling price. However, Namaste, from the very beginning has been committed to building a democratic, high culture of participation. The property has been widespread, and all employees, whether or not they held shares, was invited to participate in strategic decisions facing the firm. Many were concerned that the sale of the company would mean sacrificing carefully crafted culture of a firm. What's the best way forward for Blake Jones and green energy company that he and two partners founded? "Hide
by Anne T. Lawrence, Anthony I. Mathews Source: Richard Ivey School of Business Foundation 12 pages. Publication Date: June 11, 2010. Prod. #: 910M49-PDF-ENG