Harvard Case - REED: Developing an Entrepreneurial Solution for Adults with Autism
"REED: Developing an Entrepreneurial Solution for Adults with Autism" Harvard business case study is written by Mary Conway Dato-on, Allie Wilkerson. It deals with the challenges in the field of Entrepreneurship. The case study is 10 page(s) long and it was first published on : Oct 26, 2018
At Fern Fort University, we recommend REED adopt a hybrid business model, leveraging both social enterprise and commercial ventures. This strategy will allow REED to address the immediate needs of adults with autism while simultaneously building a sustainable and scalable business. This will involve establishing a social enterprise arm focused on providing direct support services and training programs, alongside a commercial venture focused on developing and marketing technology-driven solutions for individuals with autism and their families.
2. Background
REED, a non-profit organization, aims to empower adults with autism by providing them with employment and social opportunities. The organization faces challenges in scaling its current model due to limited resources and a growing demand for services. The case study focuses on REED?s founder, Dr. Emily Reed, who seeks to develop an entrepreneurial solution to address these challenges and expand REED?s impact.
3. Analysis of the Case Study
REED?s situation presents a classic dilemma for social enterprises: balancing social mission with financial sustainability. To analyze this, we can use the Business Model Canvas framework:
Key Partners: REED needs to partner with businesses, government agencies, and other non-profits to create employment opportunities and access resources.Key Activities: REED?s core activities include providing training, job placement, and support services for individuals with autism.Value Propositions: REED offers value to individuals with autism by providing them with skills, employment opportunities, and a supportive community.Customer Relationships: REED builds close relationships with its clients through personalized support and ongoing engagement.Channels: REED utilizes various channels to reach its target audience, including online platforms, community outreach, and partnerships.Customer Segments: REED?s primary customer segment is adults with autism, but they also serve families and employers.Revenue Streams: REED currently relies on donations and grants, but needs to explore additional revenue streams to become financially sustainable.Key Resources: REED?s key resources include its staff, training materials, and partnerships.Cost Structure: REED?s cost structure includes salaries, program development, and administrative expenses.
Challenges:
- Limited Funding: REED faces a constant challenge in securing sufficient funding to meet the growing demand for its services.
- Scalability: REED?s current model struggles to scale due to the intensive nature of its support services.
- Competition: REED faces competition from other organizations providing similar services, making it difficult to stand out.
Opportunities:
- Technology: Technology can be leveraged to create scalable solutions, such as online training platforms and job matching services.
- Market Demand: There is a growing demand for services and products for individuals with autism, creating a market opportunity for REED.
- Social Impact: REED has a strong social mission and can leverage its impact to attract investors and partners.
4. Recommendations
1. Establish a Social Enterprise Arm: This arm will focus on providing direct support services, training programs, and community building activities for adults with autism. This will continue REED?s core mission and build upon its existing expertise.
2. Develop a Commercial Venture: This venture will focus on developing and marketing technology-driven solutions for individuals with autism and their families. This could include:* Online Training Platform: A platform offering personalized training modules for individuals with autism in areas like communication, social skills, and job readiness.* Job Matching Platform: A platform connecting individuals with autism to employers seeking their unique skills and talents.* Support App: A mobile app providing resources, information, and support for individuals with autism and their families.
3. Leverage Technology and Analytics: REED should invest in technology and data analytics to improve service delivery, personalize training, and track outcomes. This will allow for greater efficiency and effectiveness in service delivery.
4. Build Strategic Partnerships: REED should actively seek partnerships with businesses, government agencies, and other organizations to expand its reach, access resources, and create employment opportunities.
5. Develop a Strong Brand and Marketing Strategy: REED needs to develop a compelling brand story and marketing strategy to attract clients, investors, and partners. This will involve highlighting its social impact, showcasing its technology solutions, and emphasizing its commitment to innovation.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The hybrid model aligns with REED?s core mission of empowering adults with autism while also creating a sustainable business model.
- External Customers and Internal Clients: The model addresses the needs of both individuals with autism and their families, as well as employers seeking diverse talent.
- Competitors: The technology-driven solutions offered by REED will differentiate it from competitors and create a competitive advantage.
- Attractiveness ? Quantitative Measures: The commercial venture has the potential for significant growth and profitability, allowing REED to generate revenue and expand its reach.
Assumptions:
- There is a significant market demand for the technology-driven solutions proposed.
- REED can successfully develop and market these solutions.
- REED can secure funding for its social enterprise and commercial venture.
6. Conclusion
By adopting a hybrid business model, REED can achieve both social impact and financial sustainability. This will allow the organization to expand its reach, empower more individuals with autism, and create a lasting legacy. The combination of social enterprise and commercial venture will create a unique and compelling value proposition for all stakeholders.
7. Discussion
Alternatives:
- Focusing solely on social enterprise: This would maintain REED?s mission but limit its growth potential and financial sustainability.
- Focusing solely on commercial venture: This would prioritize profitability but potentially compromise REED?s social mission.
Risks:
- The technology-driven solutions may not be successful in the market.
- REED may face challenges in securing funding for its commercial venture.
- REED may struggle to balance its social mission with its commercial goals.
Key Assumptions:
- The market for technology-driven solutions for individuals with autism is growing.
- REED can develop and market these solutions effectively.
- REED can secure funding for its social enterprise and commercial venture.
8. Next Steps
Timeline:
- Year 1: Develop a detailed business plan for the social enterprise and commercial venture. Secure seed funding for both ventures.
- Year 2: Launch the social enterprise arm and begin developing the technology-driven solutions for the commercial venture.
- Year 3: Launch the commercial venture and begin scaling both ventures.
Key Milestones:
- Develop a minimum viable product (MVP) for the technology-driven solutions.
- Secure partnerships with businesses and government agencies.
- Launch a successful marketing campaign for the commercial venture.
- Achieve financial sustainability for both ventures.
By taking these steps, REED can transform itself from a non-profit organization to a sustainable and impactful social enterprise. This will allow REED to create a lasting positive impact on the lives of individuals with autism and their families.
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Case Description
In early 2017, Jill Nadison, the chief executive officer (CEO) of the REED Foundation for Autism (REED Foundation) and executive director of REED Academy in New Jersey, was faced with the difficult decision of selecting among three alternatives to support the academy's next venture, REED Next. REED Academy, a non-profit school for children with autism, provided innovative, highly individualized education based on principles of applied behaviour analysis and was supported by the REED Foundation. REED Next was intended to support students who, at age 21, had aged out of REED Academy. The selected option would have to provide long-term, self-sustaining funding for students. Choices ranged from a less-risky option, expanding fundraising, to increasingly entrepreneurial ideas such as opening and operating either an event space or a vertical farm. The CEO was under pressure to make the decision in time for the initiative to begin operations before the 21st birthday of a REED Academy student who would need ongoing therapy to continue to enjoy a good quality of life.
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