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Succession, strategy, culture, and change at Santropol Roulant
Author(s) -
Neville Lukas,
Murray Elspeth J.
Publication year - 2008
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.208
Subject(s) - vulnerability (computing) , business , computer science , computer security
Santropol Roulant is an innovative nonprofit organization in Montreal focused on youth training, food security, and intergenerational community building. Since its inception, the Roulant has delivered more than 250,000 meals to isolated seniors and trained more than sixteen hundred young volunteers. Within a few short months, the Roulant will lose half its board members, five senior staff members, and its dedicated and wellliked executive director. The leadership turnover will be a highstakes test for the Roulant: Can they turn a period of vulnerability into an opportunity for growth and rejuvenation? This teaching case is intended to develop familiarity with key issues related to succession planning, transition management, and organizational change. Students will learn about managing a period of complex, high‐intensity organizational change, develop an understanding of the linkages between organizational form and strategic objectives, and become familiar with the structural and substantive issues facing transition teams.