Publications
Publications
- January 2011 (Revised November 2015)
- HBS Case Collection
The National Geographic Society (A)
By: David A. Garvin and Carin-Isabel Knoop
Abstract
In January 2010, John Fahey, president, CEO, and chairman of the board of trustees' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must decide how best to organize the 121-year old mission-driven organization for a world of accelerating digital convergence and decreasing magazine sales. Historically a proponent of evolutionary change, he is considering a radical move: creating a senior management position responsible for e-commerce to coordinate web-based offerings and outreach across the Society's various departments, transition NGS from its many disparate and independent direct mail efforts to a more integrated and strategic e-commerce strategy, and leverage the NGS relationship with its members-currently defined as magazine subscribers, since a subscription comes with Society membership. Putting the final touches on the position and its reporting arrangements has led to significant debate within the organization, and Fahey is torn about how to proceed.
Keywords
Business Model; Information Publishing; Leadership Style; Leading Change; Growth and Development Strategy; Managerial Roles; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Internet; Publishing Industry
Citation
Garvin, David A., and Carin-Isabel Knoop. "The National Geographic Society (A)." Harvard Business School Case 311-002, January 2011. (Revised November 2015.)