Greenpeace: Working for a "Green and Peaceful Future"


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Case Details:

Case Code : BECG041
Case Length : 16 Pages
Period : 1971-2004
Pub. Date : 2004
Teaching Note :Not Available
Organization : Greenpeace
Industry : Non Profit Organization, NGO
Countries : Global

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts

Operations

In each country, where Greenpeace operated, there was a board of members which appointed a trustee or a representative to represent the country's office at the headquarters. These trustees met annually to decide on important issues, such as the long- term strategy of the organization, budgeting, election of the four-member international board and selection of the chairman.

The four member international board appointed an International Executive Director, who together with senior managers oversaw the working of the organization, managed the Greenpeace fleet of ships, coordinated plans, implemented campaigns and monitored compliance with core policies. The chairman, together with the members of the board, monitored the working of the national and regional offices. The board also managed the funds of Greenpeace and allocated funds for different campaigns. In 2004, Australian journalist and author, Anne Summers was the Chairman of Greenpeace and Gerd Leipold, a German activist, was the Executive Director. Apart from its 2.8 million members, Greenpeace was also helped by thousands of volunteers around the world...

Changing Image

For more than 20 years, from 1971 to the mid 1990s, Greenpeace maintained a "know it all" and "do it all" aggressive image. It believed that it was an organization that knew what was best for the environment and insisted that its demands and suggestions were implemented instantly.

Many members of the general public viewed it as a group of radicals who "climbed towers", "hugged trees" and "boarded ships" to make their voice heard. On their very first campaign, the members realized the power of media image. They realized that businesses and governments avoided negative publicity and would do anything to create the image of being socially responsible. Greenpeace defined and planned their campaigns in such a way that they would definitely attract attention, public sympathy, and also donations for them to keep their activities going. They often invited photographers, media persons and journalists to accompany them on their campaigns and to record the environment degrading activities for themselves...

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