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FUNDES: Becoming a strategically mindful nonprofit

Author

Listed:
  • Bucher, Silke
  • Jäger, Urs P.
  • Cardoza, Guillermo

Abstract

This case discusses the development of FUNDES, a Costa Rica based nonprofit, with the mission of promoting the development of micro, small and medium-sized enterprises (MSMEs) in Latin America. Originally a pioneer in the field of economic development work, FUNDES had begun to face fundamental changes. The case illustrates how the organization was able to effectively continue to fulfill its mission despite these unpredictable dynamics by implementing strategic changes based on principles of collective mindfulness. FUNDES continually monitored the impact of its services, viewing early signs of failure in the fulfillment of its mission as indications to adjust its service portfolio. Later, FUNDES successfully changed its funding structure when the donor announced that it would be ceasing investments. Strengthening its emerging focus on projects that included large enterprises, FUNDES reinvented both its service portfolio and its business model, becoming a financially self-sustaining, mission-driven and market-oriented organization.

Suggested Citation

  • Bucher, Silke & Jäger, Urs P. & Cardoza, Guillermo, 2016. "FUNDES: Becoming a strategically mindful nonprofit," Journal of Business Research, Elsevier, vol. 69(10), pages 4489-4498.
    • Handle: RePEc:eee:jbrese:v:69:y:2016:i:10:p:4489-4498
    DOI: 10.1016/j.jbusres.2016.03.014
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    References listed on IDEAS

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    1. Brenes, Esteban R., 2000. "Strategies for Globalizing Latin American Business," Journal of Business Research, Elsevier, vol. 50(1), pages 3-7, October.
    2. Bertrand Moingeon & Muhammad Yunus & Laurence Lehmann-Ortega, 2010. "Building Social Business Models: Lessons from the Grameen Experience," Post-Print hal-00528385, HAL.
    3. Karlene H. Roberts, 1990. "Some Characteristics of One Type of High Reliability Organization," Organization Science, INFORMS, vol. 1(2), pages 160-176, May.
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