A.C. Nielsen Company

Recognition in the need to secure the organization's future was the principal driver on the shift to a corporate strategy.

The entrepreneurial strategy had been very successful. The organization, however, was entering into a brand new stage in its life cycle, a stage that required one more strategy. The non profit popularity of World Vision was not particularly relevant to this strategy shift.

Shifting the Strategic Focus of Globe Vision from Person Young children to Community Development

The strategy shift from a focus on person children to a focus on community development did not initially involve organizational leadership issues. Rather, this strategy shift reflected a transform in organizational mission - the justification to your existence of Globe Vision.

The strategy that focused on serving the needs of individual young children had proved to become extremely successful inside a couple of ways. First, it provided true advantages for true kids in need. Second, the strategy was a winner like a promoting tool to drive donors to contribute to World vision.

As the scope with the organization's activities expanded, and as implementation on the organization's activities devolved to local units, however, it due to the fact apparent to several from the corporation that assist for individual children, as significant as this sort of support was, required community development to assure long-term achievement (Bartlett and Curran 3). These kinds of recognition was the driver for this strategy shift.


This strategic tension was managed and partly resolved by incorporating community development into the Globe Vision mission and operations, though retaining a parallel focus on serving the needs of person children. The management of this strategic tension, however, led to additional tensions associated with organizational control, a conflict that pitted headquarters against field sub-organizations.

By the late-1980s, World Vision was a major non profit organization. Governance from the organization was being an overriding issue. The word "corporate governance" refers on a rights, obligations, and relationships that exist among an organization's management, its board of directors, and its capital suppliers (in the case of Globe Vision, person donors and, by this time, governments). In 1 sense, the situation at World Vision mimicked the situation at the United Nations. Globe Vision inside United States, noting that half in the funding came from American sources, contended that the American office have to continue to physical exercise ultimate control. Not surprisingly, another members of Globe Vision desired a greater voice inside the direction and operation of World Vision (Bartlett and Curran 4-8).

Centralized control, as was genuine of entrepreneurial control earlier inside the life in the Organization, was very effective for ones region from the organizational life cycle for which it was implemented. The continued evolution of World Vision, however, compromised the effectiveness as well as the acceptability of very centralized manage in an business exactly where operational requirements varied greatly by region. The evolving needs on the business acted as the diver to your implementation from the federalized management structure and strategy at Term vision International. The non profit popularity of the firm played a role inside the development of this response.

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