Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras Net Present Value (NPV) / MBA Resources

Introduction to Net Present Value (NPV) - What is Net Present Value (NPV) ? How it impacts financial decisions regarding project management?

NPV solution for Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras case study

At Oak Spring University, we provide corporate level professional Net Present Value (NPV) case study solution. Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras case study is a Harvard Business School (HBR) case study written by Pratima Bansal, Tom Ewart. The Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras (referred as “Philharmonic Orchestras” from here on) case study provides evaluation & decision scenario in field of Organizational Development. It also touches upon business topics such as - Value proposition, Crisis management.

The net present value (NPV) of an investment proposal is the present value of the proposal’s net cash flows less the proposal’s initial cash outflow. If a project’s NPV is greater than or equal to zero, the project should be accepted.

NPV = Present Value of Future Cash Flows LESS Project’s Initial Investment

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Case Description of Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras Case Study

In 2002, both the Edmonton Symphony Orchestra and the Calgary Philharmonic faced financial crises that threatened their existence. Both organizations provided similar programming, had approximately the same revenues, and were rooted in their communities, which were of similar populations. However, the turnaround approaches taken by the boards of the two organizations were starkly different. The Calgary Philharmonic sought bankruptcy protection, dismissed the CEO, hired consultants, sought emergency funding from government, and suspended operations for four months during a restructuring period. In the end, it emerged successfully from bankruptcy. The Edmonton Symphony Orchestra scraped through the crisis, continuing to pay its musicians for ongoing performances while negotiating new contracts, retaining its CEO, and not soliciting emergency funding from the government. Three years after the crisis both organizations were flourishing, with new music directors, balanced budgets, and growing endowment funds. Outlines the stories of the two orchestras and their turnarounds.

Case Authors : Pratima Bansal, Tom Ewart

Topic : Organizational Development

Related Areas : Crisis management

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Calculating Net Present Value (NPV) at 6% for Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras Case Study

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 6 %	Discounted Cash Flows
Year 0	(10015547)	-10015547	-	-
Year 1	3451875	-6563672	3451875	0.9434	3256486
Year 2	3967391	-2596281	7419266	0.89	3530964
Year 3	3974517	1378236	11393783	0.8396	3337081
Year 4	3251196	4629432	14644979	0.7921	2575252
TOTAL			14644979		12699783

The Net Present Value at 6% discount rate is 2684236

In isolation the NPV number doesn't mean much but put in right context then it is one of the best method to evaluate project returns. In this article we will cover -

Different methods of capital budgeting

What is NPV & Formula of NPV,
How it is calculated,
How to use NPV number for project evaluation, and
Scenario Planning given risks and management priorities.

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Capital Budgeting Approaches

Methods of Capital Budgeting

There are four types of capital budgeting techniques that are widely used in the corporate world –

1. Profitability Index
2. Net Present Value
3. Payback Period
4. Internal Rate of Return

Apart from the Payback period method which is an additive method, rest of the methods are based on Discounted Cash Flow technique. Even though cash flow can be calculated based on the nature of the project, for the simplicity of the article we are assuming that all the expected cash flows are realized at the end of the year.

Discounted Cash Flow approaches provide a more objective basis for evaluating and selecting investment projects. They take into consideration both –

1. Timing of the expected cash flows – stockholders of Philharmonic Orchestras have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.
2. Magnitude of both incoming and outgoing cash flows – Projects can be capital intensive, time intensive, or both. Philharmonic Orchestras shareholders have preference for diversified projects investment rather than prospective high income from a single capital intensive project.

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Formula and Steps to Calculate Net Present Value (NPV) of Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras

NPV = Net Cash In Flowt1 / (1+r)t1 + Net Cash In Flowt2 / (1+r)t2 + … Net Cash In Flowtn / (1+r)tn
Less Net Cash Out Flowt0 / (1+r)t0

Where t = time period, in this case year 1, year 2 and so on.
r = discount rate or return that could be earned using other safe proposition such as fixed deposit or treasury bond rate. Net Cash In Flow – What the firm will get each year.
Net Cash Out Flow – What the firm needs to invest initially in the project.

Step 1 – Understand the nature of the project and calculate cash flow for each year.
Step 2 – Discount those cash flow based on the discount rate.
Step 3 – Add all the discounted cash flow.
Step 4 – Selection of the project

Why Organizational Development Managers need to know Financial Tools such as Net Present Value (NPV)?

In our daily workplace we often come across people and colleagues who are just focused on their core competency and targets they have to deliver. For example marketing managers at Philharmonic Orchestras often design programs whose objective is to drive brand awareness and customer reach. But how that 30 point increase in brand awareness or 10 point increase in customer touch points will result into shareholders’ value is not specified.

To overcome such scenarios managers at Philharmonic Orchestras needs to not only know the financial aspect of project management but also needs to have tools to integrate them into part of the project development and monitoring plan.

Calculating Net Present Value (NPV) at 15%

After working through various assumptions we reached a conclusion that risk is far higher than 6%. In a reasonably stable industry with weak competition - 15% discount rate can be a good benchmark.

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 15 %	Discounted Cash Flows
Year 0	(10015547)	-10015547	-	-
Year 1	3451875	-6563672	3451875	0.8696	3001630
Year 2	3967391	-2596281	7419266	0.7561	2999918
Year 3	3974517	1378236	11393783	0.6575	2613309
Year 4	3251196	4629432	14644979	0.5718	1858882
TOTAL					10473739

The Net NPV after 4 years is 458192

(10473739 - 10015547 )

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Calculating Net Present Value (NPV) at 20%

If the risk component is high in the industry then we should go for a higher hurdle rate / discount rate of 20%.

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 20 %	Discounted Cash Flows
Year 0	(10015547)	-10015547	-	-
Year 1	3451875	-6563672	3451875	0.8333	2876563
Year 2	3967391	-2596281	7419266	0.6944	2755133
Year 3	3974517	1378236	11393783	0.5787	2300068
Year 4	3251196	4629432	14644979	0.4823	1567899
TOTAL					9499662

The Net NPV after 4 years is -515885

At 20% discount rate the NPV is negative (9499662 - 10015547 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Philharmonic Orchestras to discount cash flow at lower discount rates such as 15%.

Acceptance Criteria of a Project based on NPV

Simplest Approach – If the investment project of Philharmonic Orchestras has a NPV value higher than Zero then finance managers at Philharmonic Orchestras can ACCEPT the project, otherwise they can reject the project. This means that project will deliver higher returns over the period of time than any alternate investment strategy.

In theory if the required rate of return or discount rate is chosen correctly by finance managers at Philharmonic Orchestras, then the stock price of the Philharmonic Orchestras should change by same amount of the NPV. In real world we know that share price also reflects various other factors that can be related to both macro and micro environment.

In the same vein – accepting the project with zero NPV should result in stagnant share price. Finance managers use discount rates as a measure of risk components in the project execution process.

Sensitivity Analysis

Project selection is often a far more complex decision than just choosing it based on the NPV number. Finance managers at Philharmonic Orchestras should conduct a sensitivity analysis to better understand not only the inherent risk of the projects but also how those risks can be either factored in or mitigated during the project execution. Sensitivity analysis helps in –

Understanding of risks involved in the project.

What are the key aspects of the projects that need to be monitored, refined, and retuned for continuous delivery of projected cash flows.

What can impact the cash flow of the project.

What are the uncertainties surrounding the project Initial Cash Outlay (ICO’s). ICO’s often have several different components such as land, machinery, building, and other equipment.

What will be a multi year spillover effect of various taxation regulations.

Some of the assumptions while using the Discounted Cash Flow Methods –

Projects are assumed to be Mutually Exclusive – This is seldom the came in modern day giant organizations where projects are often inter-related and rejecting a project solely based on NPV can result in sunk cost from a related project.

Independent projects have independent cash flows – As explained in the marketing project – though the project may look independent but in reality it is not as the brand awareness project can be closely associated with the spending on sales promotions and product specific advertising.

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Negotiation Strategy of Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras

References & Further Readings

Pratima Bansal, Tom Ewart (2018), "Turning Around Organizations in a Crisis: The Case of Two Major Alberta Orchestras Harvard Business Review Case Study. Published by HBR Publications.