Details

Case

Educator Copy

World Wide Fund for Nature Pakistan - Strategic Review (A)

Sarah Ahmed, Zafar Iqbal Qureshi


INDUSTRY : Environment

AREA : HRM/OB

ORGANIZATION : WWF

LENGTH : 27

LUMS No : 05-694-2003-1

PUBLICATION YEAR : 2003

DESCRIPTION

KEYWORDS:

WWF,World Wide Fund,Nature Pakistan,Strategic Review,Human Resources Management,Organizational Behaviour,Environment,Organizational Systems,Capacity Development,Distribution of Power,Change Program


DESCRIPTION:

Worldwide Fund for Nature-Pakistan (WWF-P), a part of a large global network of conservation programs in over 60 countries, went through a management review in 1994 to assess its strengths and weaknesses with a view to develop capacity to manage expansion effectively. The review highlighted a number of issues that needed the attention of the newly appointed Chief Executive. WWF-P received a substantial increase in its project funding from international sources during 1999-2000. While the organization had been growing over the past five years in a steady fashion, this enhanced funding raised issues of organizational capacity to effectively utilize it. The strategic intent, organizational systems and infrastructure had also come under pressure necessitating changes in different areas. This case describes the various challenges faced by WWF-P especially its capacity to manage the present spurt in growth of its project portfolio. The case focuses on how the organization has fared and reorganized itself in relation to its vision and goals since the new CEO joined WWF-P in 1995. This case can be taught in a change management course either in the MBA Program or in an Executive Development Program. It can help students/participants assess key organizational factors that have a bearing on capacity development and then discuss how to undertake a total system restructuring to support and manage growth. Another objective could be to assess the balance between formalism and informalism when an organization grows. The issue of distribution of power between the Board and the CEO may also be debated. The need for putting in place a formal system of CEO succession planning could also be highlighted. The case can either be used as a vehicle to develop the skills to design a change program or implementing a change initiative. It has also the potential to be used for both designing and implanting a change program. 


LEARNING OBJECTIVES:

This case can be taught in a change management course either in the MBA Programme or in an Executive Development Programme. It can help students/ participants assess key organizational factors that have a bearing on capacity development and then discuss how to undertake a total system restructuring to support and manage growth.


SUBJECTS COVERED:

Human Resource Management, Organizational Behavior