Eureka Case 25 min Undergrad

Opening The Strategy

You are Iris Vandenberg, Executive Director of OpenLoom Foundation. Mishandle the strategy process and you fracture a passionate community or produce a plan no one will execute.

OpenLoom stewards widely used open-source software sustained by donations, a paid staff, and thousands of volunteer contributors. Growth has flattened, a few large funders want a sharper commercial-services strategy, and parts of the volunteer community fear mission drift toward commercialization. Your board has asked for a refreshed three-year strategy. Historically, senior leadership drafted strategy behind closed doors, but that approach now risks a legitimacy crisis: contributors who feel excluded can fork the project, walk away, or campaign publicly against decisions, and their goodwill is the foundation's core asset.

You decide how open and inclusive to make the strategy process for a mission-driven organization facing a contested pivot.

The decision

How should OpenLoom design its strategy-making process for the contested pivot?

  • A - Keep it a leadership exercise
  • B - Run a fully open process
  • C - Structured open strategy

The rest of the case is locked

The data, the calculations, the decision itself and what happens next open with your institution's access code.

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