In January 2010, John Fahey, president, CEO, and chairman of the board of trustees' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must determine how best to organize the 121-year old mission-driven organization for a world of accelerating digital convergence and falling magazine sales.
Historically a proponent of evolutionary change, he is considering a radical move: creating a senior management position responsible for e-commerce to coordinate internet-based offerings and outreach across the Society's various departments, transition NGS from its many disparate and independent direct mail efforts to a more integrated and strategic e-commerce strategy, and leverage the NGS relationship with its members-currently defined as magazine subscribers, since a subscription includes Society membership. Getting the last touches on the place and its reporting organizations has resulted in critical disagreement within the organization, and Fahey is torn about the best way to proceed.
The National Geographic Society (A) (Abridged) case solution
PUBLICATION DATE: May 31, 2012 PRODUCT #: 312120-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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