Driving Strategic Change at The Junior League (B)

Abstract

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization's overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

2024 Sage Publications, Inc. All Rights Reserved

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Resources

Exhibit 1: The Strategic Roadmap's Five Guiding Questions

  • What is The Junior League's mission, and what are the implications for our business model?
  • How does the association's new vision statement connect to the organization's mission, and what are the ramifications of being global?
  • Is the concept of “lifelong membership” still realistic and meaningful, and what is our value proposition to members?
  • What should the governance and management models for both the local leagues and for the AJLI headquarters look like?
  • What should the relationship between AJLI headquarters and the local leagues look like, and how can AJLI best support leagues of differing sizes and trends?

Source: AJLI, “Making of the Roadmap,” connected, September 2010, http://connected.ajli.org/2010/09/making-of-the-roadmap.

Exhibit 2: Design Team Areas of Focus

  • Community impact
  • Membership (three teams based on league size)
  • Governance and management (three teams based on league size)
  • Civic leadership audit
  • Sustainers
  • Communications
  • Online learning

Exhibit 3: Governance and Management Design Team Goal Statement and Call Agenda (abbreviated)

Goal Statement

The strategic roadmap recommends fundamental changes in the leagues' governance structures and management systems. The primary impetus is to reposition the leagues to govern and manage sustainable, issue-based community impact consistent with the new membership model for women's civic leadership.

Broadly, the recommendations are to:

  • Separate governance and management
  • Separate nominating and placement
  • Expand league's use of paid “staffing” (outsourcing, shared services, direct hires, etc.)
Call Agenda

Monthly calls are expected to last from ninety minutes to two hours.

  • Call #1: December 2009: Discussion will focus on governance
  • Call #2: January 2010: Discussion will focus on management
  • Call #3: February 2010: Discussion will focus on staffing
  • Call #4: March 2010: Discussion will focus on integrating the various designs into sets of possible approaches

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

2024 Sage Publications, Inc. All Rights Reserved

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