Harvard Case - Institute on Aging: When Non-Profits Operate Like For-Profits
"Institute on Aging: When Non-Profits Operate Like For-Profits" Harvard business case study is written by James Pike, Vijay Sathe. It deals with the challenges in the field of General Management. The case study is 15 page(s) long and it was first published on : Sep 17, 2018
At Fern Fort University, we recommend the Institute on Aging (IOA) adopt a hybrid business model, incorporating elements of both for-profit and non-profit approaches. This strategy will allow IOA to maximize its impact while ensuring financial sustainability. We suggest a phased implementation, starting with a strategic planning process to define clear goals, identify key performance indicators (KPIs), and develop a robust financial model to track progress.
2. Background
The case study focuses on the Institute on Aging (IOA), a non-profit organization providing services to the elderly in the San Francisco Bay Area. Facing increasing financial pressures and a competitive landscape, IOA is considering adopting a more for-profit approach. This approach would involve expanding services, potentially introducing fee-based programs, and exploring partnerships with for-profit entities.
The key protagonists are:
- Barbara - CEO of IOA, advocating for a more entrepreneurial approach.
- The Board - Divided on the potential shift towards a for-profit model.
- The Staff - Concerned about potential changes to their roles and the organization's mission.
3. Analysis of the Case Study
To analyze IOA's situation, we employ a framework combining strategic analysis and organizational behavior.
Strategic Analysis:
- SWOT Analysis: IOA possesses strong strengths in its experienced staff, established reputation, and existing network. However, weaknesses include limited resources, dependence on donations, and a lack of market research. Opportunities lie in the growing elderly population and the increasing demand for senior care services. However, threats include competition from for-profit organizations, government funding cuts, and changing demographics.
- Porter's Five Forces: The senior care industry is characterized by high competition from both for-profit and non-profit organizations. Bargaining power of buyers is moderate, as seniors have limited choices. Bargaining power of suppliers is low, as there are numerous potential providers of services. Threat of new entrants is moderate, as entry barriers are relatively low. Threat of substitutes is low, as there are few viable alternatives to professional senior care.
- Competitive Advantage: IOA can differentiate itself by focusing on quality, personalized care, leveraging its strong community ties, and developing innovative programs tailored to the needs of the aging population.
Organizational Behavior:
- Organizational Culture: IOA's current culture is characterized by a strong sense of mission and service. However, this culture may need to adapt to embrace a more entrepreneurial mindset.
- Leadership Styles: Barbara's leadership style is visionary and proactive, but she needs to effectively communicate the proposed changes to the board and staff, fostering buy-in and collaboration.
- Change Management: Implementing a hybrid model requires a structured change management process, involving clear communication, employee training, and addressing concerns.
4. Recommendations
- Adopt a Hybrid Business Model: IOA should adopt a hybrid business model that balances its non-profit mission with a focus on financial sustainability. This model can include:
- Expanding Existing Services: Offer new programs and services that cater to diverse needs, including fee-based options.
- Strategic Partnerships: Collaborate with for-profit organizations to leverage their expertise and resources.
- Fundraising Initiatives: Develop innovative fundraising strategies to diversify revenue streams.
- Strategic Planning: Conduct a comprehensive strategic planning process to:
- Define Clear Goals: Establish measurable objectives aligned with IOA's mission and the needs of the aging population.
- Identify Key Performance Indicators: Track progress and measure the impact of new initiatives.
- Develop a Financial Model: Forecast revenue and expenses, ensuring financial viability.
- Organizational Change Management: Implement a phased approach to change management:
- Communication and Transparency: Clearly communicate the rationale for the hybrid model to all stakeholders.
- Employee Training: Provide training on new programs and services, fostering skill development and adaptability.
- Addressing Concerns: Actively listen to and address concerns from staff and board members.
5. Basis of Recommendations
Our recommendations are based on the following considerations:
- Core Competencies and Mission: The hybrid model aligns with IOA's core competencies in providing quality care while ensuring financial sustainability.
- External Customers and Internal Clients: The new model caters to the diverse needs of the aging population while providing opportunities for staff growth and development.
- Competitors: The hybrid model allows IOA to compete effectively with for-profit organizations while maintaining its non-profit identity.
- Attractiveness: The proposed model is financially attractive, with potential for increased revenue and reduced reliance on donations.
6. Conclusion
By adopting a hybrid business model, IOA can achieve financial sustainability while fulfilling its mission of providing quality care to the elderly. This approach requires a strategic planning process, effective change management, and continuous monitoring of performance to ensure long-term success.
7. Discussion
Alternatives not Selected:
- Maintaining the Status Quo: This option poses a significant risk of financial instability and limits IOA's ability to expand services.
- Fully Converting to a For-Profit Model: This approach could alienate donors and compromise IOA's non-profit identity.
Risks and Key Assumptions:
- Resistance to Change: Staff and board members may resist the proposed changes.
- Market Acceptance: There is no guarantee that the new programs and services will be well-received by the target audience.
- Financial Viability: The hybrid model relies on accurate financial forecasting and effective management of resources.
8. Next Steps
- Phase 1 (6 Months): Conduct a strategic planning process, develop a financial model, and communicate the proposed changes to stakeholders.
- Phase 2 (12 Months): Implement key initiatives, including new programs, partnerships, and fundraising strategies.
- Phase 3 (Ongoing): Monitor performance, adapt the model as needed, and ensure ongoing communication and transparency.
By taking these steps, IOA can successfully navigate the challenges of the changing landscape of senior care, ensuring its long-term viability and impact on the community.
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Case Description
In 2012, the Institute on Aging, a US non-profit organization that served seniors in San Francisco, appointed a new chief executive officer (CEO). His mission was to salvage the organization, which was close to bankruptcy. His strategy was to consolidate services and pursue geographic expansion. Through these efforts, net income rose steadily and gross revenue increased from US$28.7 million in 2012 to US$45.2 million in 2017. However, not every outcome was positive. Morale among the line staff had suffered, and the senior leadership raised questions about the long-term business model that the organization should adopt. What more could the CEO do to help the Institute on Aging, an organization that straddled the public and private sectors?
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