Harvard Case - 'Ummeed': Building Hope for Children with Developmental Disabilities in India
"'Ummeed': Building Hope for Children with Developmental Disabilities in India" Harvard business case study is written by Philip Zerrillo, Havovi Joshi, Sanjana Kohli. It deals with the challenges in the field of General Management. The case study is 17 page(s) long and it was first published on : Feb 10, 2014
At Fern Fort University, we recommend Ummeed adopt a multi-pronged strategy to achieve sustainable growth and impact. This strategy will focus on strengthening its core operations, expanding its reach through strategic partnerships, and leveraging technology to enhance service delivery and fundraising.
2. Background
Ummeed is a non-profit organization in India dedicated to providing comprehensive care and education for children with developmental disabilities. Founded in 1993, Ummeed has grown significantly, serving over 1,000 children annually. However, the organization faces challenges in scaling its impact, managing resources effectively, and adapting to the evolving needs of the community.
The case study focuses on the organization's leadership team, grappling with issues of resource allocation, program expansion, and financial sustainability. The organization's founder, Dr. Shah, faces the challenge of balancing Ummeed's core values with the need to adapt to a changing environment.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis:
- Strengths: Strong reputation, dedicated staff, comprehensive services, community support.
- Weaknesses: Limited resources, dependence on donations, lack of standardized processes, limited outreach.
- Opportunities: Growing awareness of developmental disabilities, increasing government support, potential for partnerships, technology advancements.
- Threats: Competition from other NGOs, economic downturn, changing demographics, lack of skilled professionals.
- Porter's Five Forces:
- Threat of New Entrants: Moderate, as the sector is growing and attracting new players.
- Bargaining Power of Suppliers: Low, as Ummeed relies on a diverse range of suppliers.
- Bargaining Power of Buyers: Low, as beneficiaries are primarily children and their families.
- Threat of Substitutes: Moderate, as alternative services exist but may not be as comprehensive.
- Rivalry Among Existing Competitors: High, as the sector is fragmented and organizations compete for resources and beneficiaries.
Financial Analysis:
- Ummeed faces a challenge in balancing its mission with financial sustainability. The organization relies heavily on donations, making it vulnerable to economic fluctuations.
- Limited resources hinder expansion and the development of new programs.
- The case study highlights the need for a robust financial model that incorporates diversified funding sources, cost optimization, and impact measurement.
Marketing and Operations Analysis:
- Ummeed's marketing efforts are primarily focused on word-of-mouth and local outreach.
- The organization lacks a comprehensive marketing strategy to reach a wider audience and attract potential donors.
- Operational efficiency can be improved through process standardization, technology adoption, and data-driven decision-making.
4. Recommendations
1. Enhance Operational Efficiency and Resource Management:
- Implement a robust financial management system: Develop a comprehensive budget, track expenses meticulously, and explore alternative funding sources like corporate sponsorships, grants, and social impact investments.
- Standardize operational processes: Implement clear procedures for program delivery, staff training, and resource allocation.
- Leverage technology: Implement a digital platform for service delivery, data management, and donor engagement.
- Develop a comprehensive performance evaluation system: Track key performance indicators (KPIs) to measure program impact and resource utilization.
2. Expand Reach and Impact through Strategic Partnerships:
- Collaborate with government agencies: Partner with local and national government departments to leverage resources, access funding opportunities, and reach a wider audience.
- Forge strategic alliances with corporations: Partner with businesses to create corporate social responsibility initiatives, access funding, and promote awareness about developmental disabilities.
- Develop partnerships with other NGOs: Collaborate with organizations working in related fields to share resources, expertise, and reach a wider network.
3. Leverage Technology for Enhanced Service Delivery and Fundraising:
- Develop a mobile app: Create a platform for online registration, appointment scheduling, and communication with families.
- Implement a data-driven approach: Utilize data analytics to identify trends, optimize resource allocation, and personalize communication with donors.
- Explore digital fundraising platforms: Utilize online crowdfunding platforms and digital marketing strategies to reach a wider audience and diversify fundraising efforts.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations prioritize Ummeed's core mission of providing comprehensive care for children with developmental disabilities while ensuring financial sustainability.
- External customers and internal clients: The recommendations address the needs of beneficiaries, families, donors, and staff.
- Competitors: The recommendations aim to differentiate Ummeed by leveraging technology, strategic partnerships, and a data-driven approach.
- Attractiveness: The recommendations are expected to increase Ummeed's impact, enhance financial stability, and improve operational efficiency.
Assumptions:
- The Indian government will continue to prioritize social welfare programs.
- Corporations will increasingly invest in social impact initiatives.
- Technology adoption will continue to grow in the non-profit sector.
6. Conclusion
Ummeed has a strong foundation and a clear mission. By adopting a strategic approach that focuses on operational efficiency, strategic partnerships, and technology adoption, the organization can achieve sustainable growth and expand its impact on the lives of children with developmental disabilities in India.
7. Discussion
Alternatives not selected:
- Merging with another organization: While this could offer economies of scale, it might compromise Ummeed's unique identity and values.
- Focusing solely on fundraising: This could lead to neglecting the organization's core mission of providing services.
Risks and key assumptions:
- Economic downturn: A decline in donations could hinder Ummeed's financial stability.
- Competition: New entrants and existing competitors could pose a threat to Ummeed's market share.
- Technology adoption: The success of technology-based initiatives depends on the organization's ability to adapt and implement them effectively.
8. Next Steps
- Develop a detailed strategic plan: This plan should outline the organization's vision, mission, goals, and key initiatives.
- Implement a financial management system: This system should track expenses, analyze revenue streams, and monitor financial performance.
- Develop a marketing strategy: This strategy should focus on reaching a wider audience, attracting new donors, and promoting Ummeed's services.
- Establish partnerships: The organization should actively seek partnerships with government agencies, corporations, and other NGOs.
- Invest in technology: Ummeed should prioritize the adoption of technology to enhance service delivery, data management, and fundraising.
By implementing these recommendations, Ummeed can position itself for continued growth and impact, ensuring a brighter future for children with developmental disabilities in India.
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Case Description
After studying medicine and specialising in paediatrics in India, Dr Vibha Krishnamurthy, the founder and Medical Director of Ummeed, underwent further training in children's developmental disabilities in the US. The resources available at the centres there highlighted the lack of similar facilities in India. After relocating to India in 1998, she decided to set out on her own. In November 2001, supported by her husband, Vibha founded Ummeed - a non-governmental organisation (NGO) that provides an integrated medical and therapeutic support system for children with developmental disabilities. Founded with an initial staff of only three, Ummeed has grown to include about 50 professionals, ranging from paediatricians to therapists and social workers. It has also moved into areas of training, research and advocacy, and is increasingly well regarded as one of India's leading NGOs, respected for its work with children with disabilities. But with this growth, the constant challenge to procure adequate funding has been exacerbated. Ummeed's strategic plan and business model is built around the theory that if it were able to access children with disabilities early through their families, it could maximise their outcomes for educational, financial and social achievement. Hence, its business model involves creating ways to access families by building awareness and demand in communities, with subsequent capacity building and training. But is this the most effective way to create a change for children with disabilities? Vibha also recognises that Ummeed's evolution has brought her to a crossroads where a decision will soon have to be made: while on the one hand, she would like to keep Ummeed 'small', retaining the personalised organisation culture that she has embedded at all levels - on the other hand, she would like to scale-up Ummeed, so that it could extend its reach. How should Ummeed position itself? What would be the best way to create an impact in this field?
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