1. How might the implications of the P-O-L-C framework differ for an organization like Goodwill Industries versus a firm like Starbucks?
2. What are Goodwill’s competitive advantages?
It is engaged in a quasi-public service i.e job training, employment placement services are non-rival but exclusive, so Goodwill stands to make lots of profits in countries were there is a high unemployment rate while keeping even in countries with low unemployment.
3. Goodwill has found success in the social services. What problems might result from hiring and training the diverse populations that Goodwill is involved with? Persons who face employment challenge usually lack basic skills for the workplace. Goodwill has to invest lots of money in training these to first understand the needs of the corporate environment and what it means to maximize profit rather than utility since most of these are used to spending time at home. The disabled are always a discriminated lot and their contribution to marginal revenue for a firm will be expected to be low, so Goodwill will face lots of challenges finding a company that is ready to make a loss on employee compensation for a disabled employee.
4. Have you ever experienced problems with discrimination in a work or school setting? My ethnicity is Hispanic. My parents were not born in the U.S. When I began Elementary school, it was in a relatively “white school”. My first language was Spanish, so when I began school I spoke English because my parents taught me but the school felt I should be put in ESOL class. The ESOL class was to fully teach me the English language. I was made fun of because I didn’t go to recess with the other students but rather go to a class and learn English. At six years old, I never thought I would feel discrimination but I did. Discrimination is everywhere and it would never end because people are all different and view life and people differently as well.
5. Why do you think Goodwill believes it necessary to continually innovate? It’s not only possible to innovate, it’s necessary if we want to remain a leader in our market. At Goodwill, we don’t think of innovation as the creation of the next iPhone, but rather as the next idea that allows us to serve the communities we’re a part of in the most meaningful and impactful way. For example, at the Goodwill Industries of South Florida (Miami), they innovate every day and put thousands of people with disabilities back to work.
People with disabilities enrolled in their programs learn apparel manufacturing, flag manufacturing, document destruction, and janitorial services. The Goodwill offers a broad range of flexible business solutions to private and public companies, while helping their employees achieve their independence. And it doesn’t stop there. We are committed to customizing the assistance workers need to achieve their peak performance, and we encourage them to continue to advance in their careers.
The Goodwill brand is a household name and fortunately still leads efforts in social entrepreneurism, community collaborations and innovation. By staying ahead of the curve, we don’t fall behind. Goodwills are relentless in their desire to understand and meet the needs of the diverse local communities in which they operate. Goodwills challenge themselves to remain relevant and meaningful to the three million people we collectively serve each year. Goodwills across the United States and Canada have found the sweet spot of uniting enterprise with caring, ensuring that our social enterprise model is optimized in a way that empowers people and builds communities that work