Almost immediately after the appointment of the Nature Conservancy (TNC), Steve McCormick takes a radical restructuring of global institutions. TNC is the largest and, by most measures, the most successful media organizations in the world, with revenues of over $ 650 million and a strong balance sheet. However, after in-depth analysis with the developed McKinsey-7-S model, McCormick argues that the current structure, the organization of the United States with foreign offices to be transformed into a truly global body to perform its mission. Most of the staff and volunteers in TNC agree with the proposed change, but protest its speed and scope. The planned half implemented, McCormick has to decide whether to slow down or go forward, knowing that there are significant potential consequences or decision. This is considered as a non-profit success measures, as the content and the process of changing the components to be crossed in a well-planned fashion, the tension between the benefits of local autonomy, and the need for organizational standards and oversight.
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by Allen Grossman, Jane Wei-Skillern, Kristin J. Lieb Source: HBS Premier Case Collection 25 pages. Publication Date: February 20, 2003. Prod. #: 303007-PDF-ENG
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