Education

Case Solution for Ascend Ventures into Education

Complete Case details are given below :

Case Name : Ascend Ventures into Education

Authors : Gregory Fairchild, Gerry Yemen

Source : Darden School of Business

Case ID : UV2008

Discipline : Finance

Case Length : 35 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case describes the decision by Ascend Ventures to invest in a firm that falls outside their investment strategy. Ascend Ventures is a relatively young private equity firm that has targeted technology companies that are managed by women or minorities. The company under their consideration, Platform Learning, operates in the for-profit education market, providing supplemental education services to children in failing public schools. Because Platform Learning is not a technology company, Ascend’s investment managers are worried about their ability to add value in this market and concerned about how their limited partners might react to this investment.

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Case Solution for Cisco and Cloud-based Education in China

Complete Case details are given below :

Case Name : Cisco and Cloud-based Education in China

Authors : Hugh Thomas, Robert P. Lee

Source : Ivey Publishing

Case ID : W14746

Discipline : General Management

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Cisco Systems, Inc., the dominant global supplier of the routers and switches that formed the backbone of the Internet, was considering entry into the cloud-based education market in China through the design and marketing of an in-classroom device, the Sunbird. The new vice-president and chief technology officer of Enterprise Networking Group, Cisco Greater China, had met with a Politburo member of the Communist Party of China and State Councilor with responsibilities including China’s science, technology and education policies. The vice-president had introduced Cisco’s global operations and the two women had discussed partnering, technology transfer, cross branding, joint product and service development, cooperation with Chinese companies, and the IT revolution and its effect on Chinese education. How could Cisco profitably join in the Chinese education IT revolution? Cisco had never entered the educational IT equipment space in any part of the world with its own dedicated product. Should it develop the Sunbird for the Chinese market?

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Case Solution for IBM’s Knowledge Management Proposal for the Ontario Ministry of Education

Complete Case details are given below :

Case Name : IBM’s Knowledge Management Proposal for the Ontario Ministry of Education

Authors : Darren Meister, Ken Mark

Source : Ivey Publishing

Case ID : 905E07

Discipline : Information Technology

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The knowledge management consultant for IBM Canada’s Ltd. business consulting service was preparing for a meeting with the Ontario’s Deputy Minister of Education. The purpose of the meeting was to secure top-level support for an early-stage Knowledge Management program at the ministry. For the past few weeks she had conducted an initial study of ministry needs and believed that the organization could benefit from one or more knowledge management solutions, including document management, communities of practice and expert directory. The consultant wondered how she should approach the meeting, given the there seemed to be internal ministry concerns about knowledge sharing. As she reviewed her notes, she wanted to know which solution or combination of solutions she should recommend and what implementation challenges she could expect to face.

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Case Solution for Educomp: Shaping Education in the New Millennium

Complete Case details are given below :

Case Name : Educomp: Shaping Education in the New Millennium

Authors : Amita Mital, Sanjay Dhir, Sonjoy Mohanty

Source : Ivey Publishing

Case ID : W13318

Discipline : General Management

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Educomp Solutions Ltd. was established in 1994 with the aim of providing for a customer’s entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acquisitions and alliances. Its flagship brand, SmartClass, brought technology into the classroom with a vast repository of digital modules on every subject. However, in 2012 the government of India proposed changes in its education policy that – along with the country’s economic uncertainty – threatened to erode the competitive advantage that ESL had gained over the years. The CEO of Educomp wondered how he could maintain his organization’s leadership position. He was contemplating a three-pronged strategy that involved 1) expanding into the untapped Indian rural market segment with school learning solutions; 2) creating a virtual learning solution that included open-source content for students; and 3) investing further in research and development in order to develop innovative products to penetrate the Indian education market.

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Case Solution for Progressive Education Network (PEN): Creating Social Impact in Pakistan

Complete Case details are given below :

Case Name : Progressive Education Network (PEN): Creating Social Impact in Pakistan

Authors : Arif Butt, Shezeen Hemani

Source : North American Case Research Association (NACRA)

Case ID : NA0204

Discipline : Social Enterprise

Case Length : 16 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case documents a board room scenario where the Directors of PEN, a not-for profit organization, have met to re-consider an important decision; either wait for the city government’s approval regarding allotment of government schools or consider other options, such as building own schools. Having completed several rounds of unsuccessful negotiations with the City District Government of Lahore (CDGL) the founders are feeling agitated and disappointed. Hence, at this point, the members are considering the organizational models of CARE and TCF; two well-known NGOs of Pakistan, and aim to finalize the strategic decision, based on the assessment of the two organizational models, given PEN’s mission, vision, organizational, human resource, and financial capabilities.

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Case Solution for Cooperation for Advancement Rehabilitation and Education (CARE): Leadership in Social Sector Organizations

Complete Case details are given below :

Case Name : Cooperation for Advancement Rehabilitation and Education (CARE): Leadership in Social Sector Organizations

Authors : Arif Butt, Humaira Butt, Shezeen Hemani

Source : North American Case Research Association (NACRA)

Case ID : NA0092

Discipline : Human Resource Management

Case Length : 22 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case documents the history and development of philanthropic work in providing quality education by CARE (Cooperation for Advancement Rehabilitation and Education) under the leadership of its chairperson, Seema Aziz. Seema started CARE in 1988 as a small voluntary effort to help the flood victims of the Sheikhupura town, Lahore (Pakistan) and later directed the organization’s focus towards providing quality education to underprivileged children. After over a decade of efforts which led to the establishment of 6 CARE owned schools and adoption of 20 schools from the Government of Punjab, Seema was faced with an important decision which would shape the future of CARE. In September 2002, the government of Punjab offered CARE to adopt another 140 government schools. The offer had left Seema at a crossroads as accepting the offer would achieve CARE’s mission by accelerating the process of spreading education. However, it would invite challenges associated with managing a rapidly growing organization, providing for additional funds and other organizational resources, and establishing a professional and well motivated Human Resource base to support the expansion decision which would have to be taken within a few months. On the other hand, refusing the government’s offer would enable Seema to take CARE through a gradual process of growth ensuring control over policymaking and implementation, minimizing risks related to financial sustainability, building organizational and human resource capacities and above all preparing leadership capabilities necessary for a growing organization. For Seema it was indeed a tough decision. She felt that as she contemplated the offer to prepare CARE to take up the challenge, thousands of children lost hope for basic education and an opportunity to live like the privileged part of the society. While Seema’s heart was truly tempted to take up the government’s offer, her mind was well aware that she must choose her options wisely.

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