Harvard Case - Morella Mendoza de Grossmann Foundation & the Joslin Vision Network-Venezuela
"Morella Mendoza de Grossmann Foundation & the Joslin Vision Network-Venezuela" Harvard business case study is written by Michael Chu, Maria H. Jaen, Mercedes Briceno. It deals with the challenges in the field of General Management. The case study is 31 page(s) long and it was first published on : Oct 27, 2013
At Fern Fort University, we recommend the Morella Mendoza de Grossmann Foundation (MMGF) pursue a strategic partnership with the Joslin Vision Network (JVN) to establish a comprehensive diabetes care and management program in Venezuela. This partnership will leverage JVN's expertise in diabetes care, MMGF's local network and resources, and the Venezuelan government's commitment to improving healthcare. This strategy will involve a phased approach, starting with pilot programs in key regions, and expanding based on successful outcomes and government support.
2. Background
The case study focuses on the Morella Mendoza de Grossmann Foundation (MMGF), a Venezuelan non-profit organization dedicated to improving healthcare in the country. MMGF faces a significant challenge: the rising prevalence of diabetes in Venezuela, leading to a growing burden on the healthcare system and individuals. The case study highlights the need for a comprehensive diabetes care and management program, similar to the successful model employed by the Joslin Vision Network (JVN) in the United States.
The main protagonists are:
- Morella Mendoza de Grossmann Foundation (MMGF): A Venezuelan non-profit organization seeking to improve healthcare, particularly diabetes care.
- Joslin Vision Network (JVN): A US-based non-profit organization with expertise in diabetes care and management.
- Venezuelan Government: The key stakeholder responsible for healthcare policy and resource allocation.
3. Analysis of the Case Study
This case study can be analyzed through the lens of several frameworks:
- Strategic Analysis:
- SWOT Analysis: MMGF has strong local knowledge and a network of healthcare professionals, but faces resource constraints and a challenging economic environment. JVN possesses extensive expertise in diabetes care but lacks local knowledge and connections.
- Porter's Five Forces: The Venezuelan healthcare market is characterized by high demand, limited supply, government regulation, and the potential for new entrants.
- Corporate Social Responsibility: MMGF's mission aligns with the UN Sustainable Development Goals (SDGs) related to health and well-being. Partnering with JVN strengthens this commitment.
- Organizational Change: MMGF will need to undergo significant organizational change to implement the JVN model, including adapting its infrastructure, training staff, and developing new processes.
- Cross-Cultural Management: The partnership will require effective communication and collaboration between US and Venezuelan stakeholders, navigating cultural differences and language barriers.
4. Recommendations
MMGF should pursue a strategic partnership with JVN to establish a comprehensive diabetes care and management program in Venezuela. This partnership should follow a phased approach:
Phase 1: Pilot Program (12 months)
- Selection of Pilot Regions: Identify 2-3 regions with high diabetes prevalence and existing MMGF infrastructure.
- Joint Training Program: Train MMGF staff on JVN's diabetes care model, including patient education, disease management, and technology utilization.
- Pilot Program Implementation: Launch pilot programs in selected regions, focusing on:
- Early detection and screening
- Patient education and self-management
- Access to affordable medication and supplies
- Data collection and monitoring of program effectiveness
- Government Engagement: Engage with the Venezuelan government to secure funding, policy support, and regulatory approvals.
Phase 2: Expansion and Sustainability (24 months)
- Evaluation and Refinement: Analyze pilot program data to identify areas for improvement and refine the program model.
- Program Expansion: Based on successful pilot results, expand the program to other regions, prioritizing areas with high diabetes prevalence and limited access to care.
- Financial Sustainability: Develop a sustainable financial model, exploring options such as:
- Government funding
- Private sector partnerships
- Philanthropic donations
- Fee-for-service models
- Technology Integration: Leverage technology to enhance program efficiency and patient engagement, including:
- Telemedicine platforms
- Mobile health applications
- Data analytics for program monitoring
Phase 3: Long-Term Sustainability (Ongoing)
- Continuous Improvement: Implement a culture of continuous improvement, regularly evaluating program effectiveness and adapting to changing needs.
- Capacity Building: Develop a long-term strategy for building local capacity in diabetes care, including training healthcare professionals and establishing a sustainable training infrastructure.
- Advocacy and Awareness: Engage in advocacy efforts to raise awareness about diabetes and the importance of early detection and management.
- Partnerships and Collaborations: Explore opportunities for collaboration with other NGOs, healthcare providers, and research institutions to expand the program's reach and impact.
5. Basis of Recommendations
These recommendations consider:
- Core Competencies and Mission: The partnership leverages JVN's expertise in diabetes care and MMGF's local knowledge and resources, aligning with both organizations' missions.
- External Customers and Internal Clients: The program directly benefits patients with diabetes and their families, while also supporting healthcare professionals and the Venezuelan government's healthcare goals.
- Competitors: The program aims to improve access to quality diabetes care, addressing a significant gap in the Venezuelan healthcare market.
- Attractiveness: The program has the potential to generate significant positive social impact, improve health outcomes, and reduce the financial burden of diabetes on the healthcare system.
6. Conclusion
The strategic partnership between MMGF and JVN offers a promising solution to the growing diabetes challenge in Venezuela. By leveraging JVN's expertise and MMGF's local network, the program can provide comprehensive diabetes care and management, improving patient outcomes, reducing healthcare costs, and contributing to the overall well-being of the Venezuelan population.
7. Discussion
Other alternatives include:
- MMGF developing its own diabetes care program: This would require significant investment in expertise, infrastructure, and training, which may be challenging given resource constraints.
- Collaboration with other organizations: MMGF could explore partnerships with other NGOs or healthcare providers in Venezuela, but this may not provide the same level of expertise as JVN.
Key risks and assumptions:
- Government support: The success of the program depends on sustained government support, including funding and policy changes.
- Economic stability: The economic situation in Venezuela could impact the program's sustainability and access to resources.
- Cultural adaptation: Successfully adapting JVN's model to the Venezuelan context requires careful consideration of cultural differences and local needs.
8. Next Steps
- Establish a Joint Steering Committee: MMGF and JVN should form a steering committee to oversee the partnership and guide program development.
- Develop a Detailed Implementation Plan: The steering committee should develop a detailed implementation plan outlining timelines, budget, and key milestones.
- Secure Funding: MMGF should actively seek funding from the Venezuelan government, private sector partners, and philanthropic organizations.
- Pilot Program Launch: The pilot program should be launched within 6 months of securing funding and government approval.
By taking these steps, MMGF and JVN can create a sustainable and impactful diabetes care program that benefits the Venezuelan people and sets a model for addressing chronic diseases in emerging markets.
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