National Geographic Society ( Ngs )

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National Geographic Society (NGS) was founded in 1888, and remains one of the largest non-profit educational and scientific institutions in the world. In its 128 years, the organization has evolved considerably, adapting to an expanding customer base, unpredictable economic environments, and inevitable digital convergence. In order to remain aligned with its financial goals, the organizational structure and mission statement of NGS have changed, and continue to do so, considering the creation of a new position: VP of e-commerce. Examining the current structure of NGS through the lens of Michael Goold and Andrew Campbell’s “Do You Have a Well-Designed Organization,” it can be determined if NGS’s current structure is aligned with its mission…show more content…
NGS’s structure also passes the Parenting Advantage Test (2) in some scenarios. The senior management does a good job of communicating the firm’s strategy on a regular basis, creates task forces comprising of leaders from all groups and facilitates input from the entire organization through employee attitude surveys. Although NGS’s unique content and sound leadership have led to its previous success, new developments in the digital space have surfaced cultural and structural deficiencies. One of the main weaknesses is a lack of coordination. This weakness is the Achilles’ heel of the organization, and proves its detriment when applying the Market Advantage, Parenting Advantage, People, Difficult-Links, and Flexibility Tests (1, 2, 3, 6 and 9 respectively). Looking at the Market Advantage Test, it appears that there is sufficient management in place to oversee each of the market segments that NGS competes in; however, there is poor communication across the groups, making it difficult to collaborate and maximize the profitability of each. Similarly, when administering the Parenting Advantage and Difficult-Links Tests, it is clear that Link and Leverage Propositions are not used by NGS. The current organization fails to coordinate the efforts of each unit, and therefore cannot leverage the strengths of each, without potentially diminishing the efforts of the others. According to the case, “Low awareness of initiatives and projects led to overlaps, brand
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