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12 cases found.
The case describes how Sadia Khan, president of the INSEAD Alumni Association (IAA), built a thriving organisation that is largely funded and powered by a diverse group of volunteers.
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Reference 6660
Published 10 May 2021
Region Global
Industry Non-Profit Organization Management
The case describes how Sadia Khan, president of the INSEAD Alumni Association (IAA), built a thriving organisation that is largely funded and powered by a diverse group of volunteers.
En Classe is an educational foundation operating in Kinshasa, capital of the Democratic Republic of Congo (DRC), one of the poorest countries in the world, where nearly 61 million people live on less than $1.90 a day. Twelve million children do not attend school and only a quarter of those who do ultimately complete secondary education.
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Reference 6495
Published 02 Feb 2021
Topic Strategy
Region Africa
Industry Education Management, Non-Profit Organization Management
En Classe is an educational foundation operating in Kinshasa, capital of the Democratic Republic of Congo (DRC), one of the poorest countries in the world, where nearly 61 million people live on less than $1.90 a day. Twelve million children do not attend school and only a quarter of those who do ultimately complete secondary education.
In the aftermath of the Sulawesi earthquake and tsunami in 2018, lives are at stake, infrastructure is damaged, coordination is limited and information is scarce. It is in this environment that humanitarian organizations have to operate in order to assist affected people in disaster-struck areas.
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Reference 6479
Published 25 Mar 2019
Topic Operations
Industry Logistics and Supply Chain, Non-Profit Organization Management
In the aftermath of the Sulawesi earthquake and tsunami in 2018, lives are at stake, infrastructure is damaged, coordination is limited and information is scarce. It is in this environment that humanitarian organizations have to operate in order to assist affected people in disaster-struck areas.
Charity fundraising in the UK was a deep red ocean when Comic Relief’s Red Nose Day started. Costs were up and donations were down. To stand out from the crowd, organizations had to work harder at fundraising and marketing. Yet Comic Relief’s Red Nose Day rapidly achieved 96 percent national brand awareness and has now raised over £1 billion without spending anything on marketing.
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Reference 6431
Published 30 Nov 2018
Topic Strategy
Region Europe
Industry Philanthropy, Fund-Raising, Non-Profit Organization Management
Charity fundraising in the UK was a deep red ocean when Comic Relief’s Red Nose Day started. Costs were up and donations were down. To stand out from the crowd, organizations had to work harder at fundraising and marketing. Yet Comic Relief’s Red Nose Day rapidly achieved 96 percent national brand awareness and has now raised over £1 billion without spending anything on marketing.
The case covers the first deployment of a specialized structure, the United Nations Joint Logistics Centre (UNJLC) Fuel Cell in the context of the 2003 Iraq crisis. It describes the operations and achievements of the Fuel Cell, a structure that addressed the serious logistics 'orphan issues' of fuels availability and sourcing for the whole humanitarian community.
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Reference 5290
Published 07 Jun 2005
Topic Operations
Region Middle-East
Industry Logistics and Supply Chain, Non-Profit Organization Management
The case covers the first deployment of a specialized structure, the United Nations Joint Logistics Centre (UNJLC) Fuel Cell in the context of the 2003 Iraq crisis. It describes the operations and achievements of the Fuel Cell, a structure that addressed the serious logistics 'orphan issues' of fuels availability and sourcing for the whole humanitarian community.
Based on a series of deployments (Mozambique-Sudan) the case narrates some of the lessons learned and challenges faced by the United Nations Joint Logistics Center (UNJLC) is using Information Management to reinforce and enact their mandate of interagency coordination in complex crises.
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Reference 5278
Published 05 Feb 2005
Topic Operations
Region Global
Industry Logistics and Supply Chain, Non-Profit Organization Management
Based on a series of deployments (Mozambique-Sudan) the case narrates some of the lessons learned and challenges faced by the United Nations Joint Logistics Center (UNJLC) is using Information Management to reinforce and enact their mandate of interagency coordination in complex crises.
This case describes the activities of the United Nations Joint Logistics Centre (UNJLC), activated in response to the Afghanistan crisis, during its second phase. The UNJLC dealt with operational and logistics bottlenecks within Afghanistan.
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Reference 5135
Published 09 Jan 2003
Topic Operations
Region Other Regions
Industry Logistics and Supply Chain, Non-Profit Organization Management
This case describes the activities of the United Nations Joint Logistics Centre (UNJLC), activated in response to the Afghanistan crisis, during its second phase. The UNJLC dealt with operational and logistics bottlenecks within Afghanistan.
The case describes the genesis of the United Nations Joint Logistics Centre concept from its birth, in the context of the Eastern Zaire 1996-97 crisis, up to its imminent activation in response to the Afghanistan crisis (2001).
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Reference 5093
Published 03 Jan 2003
Topic Strategy
Region Global
Industry Logistics and Supply Chain, Non-Profit Organization Management
The case describes the genesis of the United Nations Joint Logistics Centre concept from its birth, in the context of the Eastern Zaire 1996-97 crisis, up to its imminent activation in response to the Afghanistan crisis (2001).
This case describes the activities of the United Nations Joint Logistics Centre (UNJLC), activated in response to the Afghanistan crisis, during the first six months.
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Reference 5092
Published 03 Jan 2003
Topic Operations
Region Other Regions
Industry Logistics and Supply Chain, Non-Profit Organization Management
This case describes the activities of the United Nations Joint Logistics Centre (UNJLC), activated in response to the Afghanistan crisis, during the first six months.
In June 1998, The Board of Directors of INSEAD, a leading international business school based in Fontainebleau (France) had to decide to proceed with an investment in a second campus in Singapore. Over the past 20 years INSEAD had established an international reputation and had developed some expertise on Asian business.
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Reference 5089
Published 03 Jan 2003
Topic Strategy
Region Global
Industry Higher Education, Non-Profit Organization Management
In June 1998, The Board of Directors of INSEAD, a leading international business school based in Fontainebleau (France) had to decide to proceed with an investment in a second campus in Singapore. Over the past 20 years INSEAD had established an international reputation and had developed some expertise on Asian business.
The case illustrates the efforts of the International Federation of Red Cross and Red Crescent (IFRC) in the area of emergency response preparedness. It provides an anecdotal description of IFRC’s failure in promptly responding to the 1998 Hurricane Mitch disaster that swept through Central America.
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Reference 5039
Published 06 Dec 2002
Topic Operations
Region Global
Industry Logistics and Supply Chain, Non-Profit Organization Management
The case illustrates the efforts of the International Federation of Red Cross and Red Crescent (IFRC) in the area of emergency response preparedness. It provides an anecdotal description of IFRC’s failure in promptly responding to the 1998 Hurricane Mitch disaster that swept through Central America.
The case by utilizing the example of the Gujarat earthquake, illustrates the role of The International Federation of Red Cross and Red Crescent (IFRC) as a choreographer of disaster management and the nature of the supply chain - multiple, global, dynamic, and temporary - it coordinates.
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Reference 5032
Published 12 Jun 2002
Topic Operations
Region Global
Industry Logistics and Supply Chain, Non-Profit Organization Management
The case by utilizing the example of the Gujarat earthquake, illustrates the role of The International Federation of Red Cross and Red Crescent (IFRC) as a choreographer of disaster management and the nature of the supply chain - multiple, global, dynamic, and temporary - it coordinates.