The \"Tipping Point\" and Green Dot Public Schools Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The \"Tipping Point\" and Green Dot Public Schools Case Solution

By 2008, Green Dot had actually opened 12 charter secondary schools in a few of the highest-need locations of L.A., intending to show "that public schools can possibly do a far much better task of informing trainees if schools are run better." Creator, Steve Barr and his group had their own concepts about the tipping point and its metrics, which were both quantitative (e.g., 10 percent market share of schools within LAUSD) and qualitative, in regards to gains in political impact.

Green Dot was a charter management company (CMO) based in Los Angeles, California (L.A.), a city that housed the second-largest school district in the nation. The Los Angeles Unified School District (LAUSD) was understood for its mainly ethnic trainee population (75 percent Hispanic and 11 percent African American) and numerous obstacles varying from bad efficiency to violence to low graduation rates. High school graduation rates in the district were just 45 percent (compared with 68 percent nationally), with Hispanic trainees finishing at a rate of just 39 percent. Gary Orfield of the Harvard Civil Rights Project called the city's high schools "dropout factories."

As Barr and his Green Dot group worked to opening of brand-new school, Locke in the fall of 2008, Barr was both worried and positive. He understood the future of Los Angeles trainees, moms and dads, and their neighborhoods depended upon the success of his group. He questioned if his brand-new improvement technique was the optimum technique. He likewise questioned if his considering the tipping point would offer him and his group the very best possibility for success.

This is just an excerpt. This case is about Business