Harvard Case - Operation Walk Canada: Improving Capacity in Guatemala
"Operation Walk Canada: Improving Capacity in Guatemala" Harvard business case study is written by Nicole R.D. Haggerty, Hannah Litchfield, Margarita Amoranto, Gabriel Yallen, Christo Bosco, Sajee Maheswaran, Horodjei Yaya. It deals with the challenges in the field of General Management. The case study is 16 page(s) long and it was first published on : Dec 7, 2022
At Fern Fort University, we recommend Operation Walk Canada (OWC) implement a multi-faceted strategy to improve capacity in Guatemala, focusing on organizational development, operational efficiency, and sustainable partnerships. This strategy will involve a combination of strategic planning, organizational structure, leadership styles, decision-making processes, and change management, with a strong emphasis on corporate social responsibility, sustainability practices, and diversity and inclusion.
2. Background
Operation Walk Canada is a non-profit organization that provides free orthopedic surgery to people in developing countries. The case study focuses on OWC's efforts in Guatemala, where they have been operating for over a decade. While OWC has achieved significant success in providing surgeries, they face challenges in scaling their operations and ensuring long-term sustainability.
The main protagonists are:
- Dr. David Zuk, the founder and president of OWC, who is passionate about providing access to healthcare for all.
- Dr. Carlos Rodas, the Guatemalan orthopedic surgeon who leads the local team and is committed to improving healthcare in his country.
- The OWC Guatemala team, composed of dedicated medical professionals and volunteers, who face logistical and resource constraints.
3. Analysis of the Case Study
To analyze the case, we can utilize the SWOT analysis framework:
Strengths:
- Strong mission and values: OWC's commitment to providing free surgery aligns with the need for accessible healthcare in Guatemala.
- Experienced and dedicated team: OWC boasts a skilled team of medical professionals and volunteers.
- Positive impact: OWC has made a significant difference in the lives of numerous patients in Guatemala.
- Strong partnerships: OWC has established relationships with local hospitals and organizations.
Weaknesses:
- Limited resources: OWC faces financial constraints and relies heavily on donations.
- Scaling challenges: OWC struggles to expand its operations to meet the growing demand.
- Lack of local capacity: Guatemala lacks sufficient trained medical professionals and infrastructure to support long-term surgical care.
- Operational inefficiencies: OWC's operations are not optimized for efficiency and sustainability.
Opportunities:
- Growing demand for orthopedic care: The need for orthopedic surgery is increasing in Guatemala.
- Technological advancements: New technologies can improve surgical outcomes and efficiency.
- Partnerships with international organizations: Collaboration with other NGOs and healthcare providers can enhance resources and expertise.
- Fundraising opportunities: OWC can explore new avenues for fundraising and resource mobilization.
Threats:
- Economic instability: Guatemala's economic challenges can affect OWC's funding and operations.
- Political instability: Political unrest can disrupt OWC's activities.
- Competition from other NGOs: OWC faces competition from other organizations providing healthcare services.
- Lack of government support: Limited government investment in healthcare can impede OWC's efforts.
4. Recommendations
To address the challenges and capitalize on opportunities, OWC should implement the following recommendations:
1. Strengthen Organizational Capacity:
- Develop a strategic plan: OWC should develop a comprehensive strategic plan outlining its long-term vision, goals, and objectives for Guatemala. This plan should incorporate SWOT analysis, Porter's Five Forces, and a Balanced Scorecard to guide decision-making.
- Enhance organizational structure: OWC should consider establishing a dedicated Guatemala office with a local board of directors to improve governance, accountability, and decision-making.
- Invest in leadership development: OWC should invest in leadership training for local staff, focusing on leadership styles, decision-making processes, and conflict resolution.
- Implement a performance evaluation system: OWC should develop a robust performance evaluation system to track progress, identify areas for improvement, and ensure accountability.
2. Improve Operational Efficiency:
- Optimize supply chain management: OWC should streamline its supply chain by establishing local partnerships for procurement and logistics.
- Adopt technology and analytics: OWC should leverage technology and data analytics to improve efficiency, track patient outcomes, and identify areas for improvement.
- Implement lean management principles: OWC should adopt lean management practices to eliminate waste, improve workflow, and enhance operational efficiency.
- Develop a quality management system: OWC should establish a quality management system to ensure consistent surgical outcomes and patient satisfaction.
3. Foster Sustainable Partnerships:
- Strengthen relationships with local hospitals: OWC should collaborate with local hospitals to improve infrastructure, training, and access to surgical care.
- Develop partnerships with other NGOs: OWC should explore partnerships with other NGOs working in healthcare, education, and economic development to create a comprehensive approach to improving health outcomes.
- Engage with the Guatemalan government: OWC should advocate for government support for healthcare infrastructure, training, and funding.
- Promote community engagement: OWC should involve local communities in its activities and programs to foster ownership and sustainability.
4. Embrace Corporate Social Responsibility and Sustainability:
- Implement environmental sustainability practices: OWC should adopt environmentally friendly practices in its operations, including waste reduction, energy efficiency, and responsible sourcing.
- Promote diversity and inclusion: OWC should strive to create a diverse and inclusive workplace that reflects the Guatemalan population.
- Uphold ethical business practices: OWC should adhere to the highest ethical standards in all its operations.
- Engage in transparent communication: OWC should maintain open communication with stakeholders about its activities, impact, and challenges.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with OWC's core competencies in providing orthopedic surgery and its mission to improve access to healthcare.
- External customers and internal clients: The recommendations address the needs of both patients and OWC staff by improving surgical outcomes, operational efficiency, and working conditions.
- Competitors: The recommendations help OWC differentiate itself from competitors by focusing on long-term sustainability, community engagement, and ethical practices.
- Attractiveness: The recommendations are expected to improve OWC's impact, efficiency, and sustainability, leading to increased patient outcomes and resource mobilization.
6. Conclusion
By implementing these recommendations, Operation Walk Canada can significantly improve its capacity in Guatemala, ensuring long-term sustainability and a greater impact on the lives of patients. This multi-faceted approach will address the challenges faced by OWC while leveraging its strengths and opportunities.
7. Discussion
Other alternatives not selected include:
- Focusing solely on increasing surgical volume: This approach could lead to unsustainable growth and compromise quality of care.
- Abandoning operations in Guatemala: This would be a missed opportunity to address a significant need for healthcare in the region.
The key assumptions of these recommendations include:
- Continued commitment from OWC: OWC must be committed to long-term investment in Guatemala.
- Collaboration with local partners: OWC must work effectively with local hospitals, NGOs, and government agencies.
- Availability of resources: OWC must secure sufficient funding and resources to implement these recommendations.
8. Next Steps
To implement these recommendations, OWC should:
- Develop a detailed implementation plan: This plan should outline specific actions, timelines, and responsible parties.
- Establish a dedicated project team: This team should be responsible for overseeing the implementation process and reporting progress.
- Secure funding and resources: OWC should actively seek funding and resources to support the implementation of these recommendations.
- Monitor and evaluate progress: OWC should regularly monitor and evaluate the impact of these recommendations and make adjustments as needed.
By taking these steps, Operation Walk Canada can ensure a sustainable and impactful presence in Guatemala, providing life-changing surgeries and contributing to improved healthcare outcomes for years to come.
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Case Description
Operation Walk Canada (Operation Walks) was a private not-for-profit orthopaedic surgical mission organization based in London, Ontario. Its purpose was to provide total hip and knee replacement surgeries to patients in low- and middle-income countries, such as Guatemala. who had little or no access to orthopaedic care due to social, political, and economic factors. For two years, the COVID-19 pandemic had forced the mission to temporarily pause its work, leaving behind an ever-growing waiting list of patients who needed life-changing surgical care. However, the tremendous burden of the pandemic, coupled with existing gaps in the health care services in Canada, resulted in an overwhelming need for support that went beyond the organization's capacity. For the organization to meet this demand, the team members needed an effective and sustainable strategy that would maximize its ability to meet the orthopaedic health care needs of the population. Operation Walk must now consider key challenges before returning to Antigua, Guatemala, in the spring of 2022.
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