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National Kidney Foundation of Singapore (B)
By Wee Beng Geok & Ivy Buche |
Abstract
This case is about the pre-crisis and post-crisis leadership at a voluntary welfare organisation (VWO), the National Kidney Foundation of Singapore (NKF), tracing its growth into one of the largest charities in Singapore and the impact of this on its leadership and stakeholders.
It examines the issues of change management at the VWO as its leaders take action amidst an increasingly complex and changing external environment.
The case also explores the challenges confronting the post-crisis leadership team in managing change inside the VWO after the exit of a charismatic leader, while taking action to meet the change expectations of external stakeholders.
Issues: Leadership of VWOs; leading and managing change in organisations; and VWO leaders as change agents managing multiple stakeholders' interests.
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