Echoing Green

Posted: 9 Aug 2009

See all articles by Julie Battilana

Julie Battilana

Harvard University - Harvard Kennedy School (HKS); Harvard Business School - Organizational Behavior Unit

Thomas J. DeLong

affiliation not provided to SSRN

James Weber

affiliation not provided to SSRN

Date Written: July 21, 2009

Abstract

This case presents the leadership challenges that Cheryl Dorsey, the President of Echoing Green, faces in early 2009. Echoing Green is a fellowship program that seeks to improve society by identifying and supporting social entrepreneurs who launch organizations to attack some of the world's most difficult problems. After turning Echoing Green around and re-building an organization almost from scratch over the last 7 years, Dorsey feels that Echoing Green is at a crossroads as it is facing much more competition. Adding to Dorsey's challenges, in late 2008 the economy is in crisis and many Echoing Green supporters are reducing or delaying their donations. In this situation, Dorsey has to decide whether, and if so how to, change Echoing Green's strategy as well as whether she is the right person to continue to lead the organization.

Suggested Citation

Battilana, Julie and DeLong, Thomas J. and Weber, James, Echoing Green (July 21, 2009). HBS Case No. 410-013; Harvard Business School Organizational Behavior Unit. Available at SSRN: https://ssrn.com/abstract=1444388

Julie Battilana (Contact Author)

Harvard University - Harvard Kennedy School (HKS) ( email )

79 John F. Kennedy Street
Cambridge, MA 02138
United States

Harvard Business School - Organizational Behavior Unit ( email )

Soldiers Field Road
Morgan 270C
Boston, MA 02163
United States

Thomas J. DeLong

affiliation not provided to SSRN ( email )

James Weber

affiliation not provided to SSRN ( email )

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