A growing non-profit with charitable status must confront conflicts in purpose, identity and future plans as it approaches its 40th anniversary.
This case is based on a real charitable organization in London, Ontario, Canada. The case presents the challenge Darlene Pratt, Executive Director of The London Potters Guild (LPG), is faced with as she leads the organization through a transition in leadership, purpose, and identity. Darlene knows that the organization is experiencing difficulty with recognition and identification, mainly due to its two identities as The London Potters Guild (LPG) and The London Clay Arts Centre (LCAC). With the organization’s 40th anniversary around the corner in October of 2021, Darlene and the Board of Directors are considering rebranding, including an amended name and broader scope and identity. Given the publicity that will come from this milestone, it is prime time to reposition and refocus the organization. Recognizing the politics around developing and implementing a new identity within a membership-based charity, Darlene is not sure how to lead the organization through this identity crisis.
This is a decision-focused case that asks students to assume the role of Executive Director, analyze the situation, and make recommendations on: (1) What brand identity would be ideal given current internal and external factors; (2) How the agency’s purpose will inform its identity and rebranding process; and (3) How to engage multiple stakeholder groups, build consensus, and effectively manage change.
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