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There is little published information available in the area of youth programs and social entrepreneurship in underrepresented communities. However, there are many idealistic entrepreneurs in the community; the case describes the experience of one such individual. Case analysis and the Instructor’s Manual are based on standard theories and techniques in organizational environmental and strategy analysis, as well as information and approaches regarding nonprofit functioning.

This case was prepared from primary sources, based on interviews with the founder. The name of the organization was disguised but the location and the founder’s name were not.

Growing up in a rough neighborhood, Darnell found refuge in an after-school program, which he credited for several positive values. As an adult, he felt a strong desire to give back to the community he had grown up, and still lived in. Thus, was launched MoveAhead, a fitness-based after-school program similar to the one he had participated in. However, as was common for many social entrepreneurs, Darnell struggled to overcome severe lack of capital and to deal with operational issues. Now, MoveAhead had reached a critical and existentially important point, when a strategic decision had to be made.

This is a decision case. It discusses the difficulties faced by a social entrepreneur who had a strong drive and conviction but little capital. The case describes a strategic turning point for one such organization. It can be used in business and management courses at the undergraduate level. It would also be relevant to a course on (social) entrepreneurship. The level and analysis required of students and discussion questions used can be adjusted depending on whether the course is introductory or more advanced, such as strategy.

During the downturn in the economy, EILEEN FISHER Inc., which had been experiencing significant growth in the years leading up to 2008, had to take some widespread organizational strategic action or potentially lose $11 million. Eileen Fisher and the Facilitating Leadership Team (FLT) met to reflect on the actions that were taken in the last 18 months in order to reshape their organization. From the beginning, the FLT had been transparent with the 800 employees in the organization, informing them that they were facing serious losses. They shared not only identified issues, but their deep faith in the EILEEN FISHER collaborative culture a faith that was reflected in their first step to planning. Turning to the employees, they had asked, What should we do? Teams throughout the company figured out new ways of working and recaptured EILEEN FISHER's profit. Reflecting on the reshaping of EILEEN FISHER and the many actions taken, the FLT team wondered if the creation of the new normal was sound and sustainable for the future. Students must evaluate the effectiveness of EILEEN FISHER's leadership system and determine whether the company can survive the economic downturn while remaining true to the company's core values.

The case is a field-research case and was funded as part of a sabbatical to study leadership at EILEEN FISHER Inc. The primary goal of the long-term project was to research and write cases on socially minded women leaders through an inclusive conceptual lens. Extensive planning with the Chief Culture Officer at EILEEN FISHER resulted in an 18-month deep dive with over 40 in-depth interviews, extensive observation of many different teams and meetings particularly the monthly Leadership Forums, thorough review of internal communications as well as review of other secondary research.

This case was written for advanced undergraduate or graduate organizational management, retail management and strategic change students. The case is best taught later in the course where students are asked to connect various leadership or strategic change theories with organizations and outcomes. The theoretical readings are more suited for advanced leadership students and are a springboard for in-depth analysis and further assignments. The case demonstrates the power of a values-based organization and how this values-based leadership style can be used to reshape an organization. This case can also be used for a retail management course to look at a values-based organization in the retailing industry. Most retailers in the industry have traditional hierarchical organizations; this case shows that there are alternative business models and newer leadership frameworks that explain EILEEN FISHER's management. Retailers are also impacted by every downturn in the economy and challenge to consumer confidence. This case shows how a retail organization can reshape itself with a new value proposition as a result of a downturn in the economy. It also demonstrates how employees can take action and redefine an organization.