Summary

The case examines how leaders in Save the Children, a large International Nongovernmental Organization (INGO) were driven to consider major organizational transformation, how they created a sense of urgency around the case for change, and how they created a coalition for such change. The case also illustrates the types of implementation issues that may arise when large INGOs undergo significant transformation, and points to signals of early results, as well as remaining issues, tradeoffs and dilemmas that leaders will have to consider as they attempt to strengthen the resilience of the change.