LLE has grown while intentionally staying lean and relying on subcontractors, many of whom are minority-owned businesses. Now growth raises a capacity question: what should LLE own, what should it continue to outsource, and what should it access through strategic partners? Learners evaluate vertical integration, a strengthened subcontractor network, and strategic partnerships using the case's operational and mission trade-offs.
Players tasks
Have learners compare all three capacity strategies, examine fixed versus variable costs and control versus flexibility, consider the mission implications for minority subcontractors, make a recommendation for the next stage of growth, defend it, and identify one 90-day implementation action.
Learning objectives
Learners analyze make-or-buy decisions, vertical integration, fixed versus variable costs, operational flexibility, strategic partnerships, resource-constrained growth, and mission-driven capacity strategy.
About the authors
Case content and teaching direction are based on the supplied Breaking Barriers in Business Part 2 materials and teaching notes. Additional LiveCase characters are fictional composites created for immersion and are not presented as research participants.
Who is this for?
Undergraduate and graduate entrepreneurship, strategic management, operations management, small business management, entrepreneurial finance, social entrepreneurship, minority entrepreneurship, and women in business.
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