Change is hard for everyone, but perhaps more difficult for principals and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be a barrier to change. This case uses a unique educational institution, St. Martin DePorres School of the Cristo Rey Network to illustrate the importance of culture to the implementation of changes. It shows how leaders to articulate a vision and create a strategy to change an organization and move towards success. The c … Read more »

Change is hard for everyone, but perhaps more difficult for principals and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be a barrier to change. This case uses a unique educational institution, St. Martin DePorres School of the Cristo Rey Network to illustrate the importance of culture to the implementation of changes. It shows how leaders to articulate a vision and create a strategy to change an organization and move towards success. The case focuses on the leadership team principal Mike Odiotti and Assistant Principal Judy Seiberlich and how to use cultural change as a key driver for school success. This success was defined by improved academic performance, increased accountability for students, teachers and staff, and more empowerment of ingredients. It contains an overview of data as the driving school used the management team to make decisions. This case is ideal for MBA students, managers in nonprofit management or the school administration and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or the school administration. It addresses critical issues facing that organizations and provides tools and tactics that can be applied to mission-driven company.
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Liz Livingston Howard,
Gail Berger,
Sachin Waikar
Source: Kellogg School of Management
13 pages.
Release Date: 1 February 2011. Prod #: KEL515-PDF-ENG
Creating a culture of empowerment and accountability at St. Martin de Porres High School (B) HBR case solution