The case describes the initial years of a not-for-profit organization founded to promote excellence in Corporate Social Responsibility (CSR) in Indian companies. Initially, it concentrated on being an advocacy group through seminars, publications and events. It then initiated a project to coach bright students from indigent backgrounds for entrance examination to top educational institutes. Selection in such undergraduate colleges opened up multiple opportunities. The project began in 2009 with single residential center, single sponsor and 23 students. By 2012, the total number of students being trained rose to almost 300, across seven centers, funded by four large business enterprises. The seed capital was provided by family of Founder-Director. Two other family members were in program implementation, one of whom had the designation of Executive Director. The Founder-Director attracted sponsorship, managed relationship with stakeholders, took all strategic decisions and at times, got involved in execution of the project. The challenge was to maintain growth momentum and ensure continuity of the enterprise. This required the organization to purposefully create competencies that is independent of its current idiosyncratic resource by aiming to routinize the charisma of Founder-Director.
|Journal||South Asian Journal of Management|