Harvard Case - Sisters in Solidarity: Breaking the Bondage of Marginalised Women in India
"Sisters in Solidarity: Breaking the Bondage of Marginalised Women in India" Harvard business case study is written by Saumya Sindhwani, Lakshmi Appasamy. It deals with the challenges in the field of Organizational Behavior. The case study is 20 page(s) long and it was first published on : Feb 10, 2017
At Fern Fort University, we recommend a multifaceted approach to empower marginalized women in India through the "Sisters in Solidarity" initiative. This approach focuses on building a sustainable ecosystem that addresses the root causes of marginalization, fosters economic independence, and empowers women through education, skill development, and leadership training.
2. Background
The case study focuses on 'Sisters in Solidarity,' a non-profit organization founded by two sisters, Priya and Maya, to empower marginalized women in India. The organization operates in rural areas, providing education, vocational training, and microfinance to women facing poverty, illiteracy, and social exclusion. The case highlights the challenges faced by the organization, including limited resources, operational inefficiencies, and the need to scale their impact.
The main protagonists are Priya and Maya, the founders of 'Sisters in Solidarity,' who are passionate about empowering women but struggle with managing the organization's growth and ensuring its long-term sustainability.
3. Analysis of the Case Study
The case study can be analyzed using the SWOT framework to identify the organization's strengths, weaknesses, opportunities, and threats:
Strengths:
- Strong mission and vision: The organization's focus on empowering marginalized women is deeply rooted in its founders' values and resonates with the needs of the target audience.
- Grassroots approach: The organization has a strong understanding of the local context and builds trust with the communities they serve.
- Dedicated team: Priya and Maya are passionate and committed leaders who have assembled a team of dedicated individuals.
Weaknesses:
- Limited resources: The organization faces financial constraints, limiting its ability to expand its programs and reach more women.
- Operational inefficiencies: The organization lacks a structured approach to program delivery, monitoring, and evaluation, leading to inefficiencies and potential duplication of efforts.
- Lack of scalability: The organization's current model is not easily scalable, making it difficult to reach a larger number of women.
Opportunities:
- Growing demand for women's empowerment: There is a growing awareness of the importance of empowering women in India, creating a favorable environment for the organization's work.
- Partnerships with government and NGOs: The organization can leverage partnerships with government agencies and other NGOs to access resources and expand its reach.
- Technology adoption: Utilizing technology for program delivery, data collection, and communication can improve efficiency and scalability.
Threats:
- Competition from other NGOs: The organization faces competition from other NGOs working in similar areas, making it challenging to attract funding and volunteers.
- Political instability: Political instability in certain regions can disrupt the organization's operations and hinder its ability to reach women.
- Lack of awareness: The organization needs to raise awareness about its work to attract more donors, volunteers, and beneficiaries.
4. Recommendations
To address the challenges and capitalize on the opportunities, 'Sisters in Solidarity' should implement the following recommendations:
1. Develop a Sustainable Business Model:
- Diversify funding sources: Explore partnerships with corporations, foundations, and international donors.
- Implement a social enterprise model: Develop income-generating activities like fair trade handicrafts or agricultural projects to generate revenue and create employment opportunities for women.
- Build a strong fundraising strategy: Develop a compelling narrative and utilize digital marketing tools to reach a wider audience.
2. Enhance Operational Efficiency:
- Implement a robust program management system: Develop clear program objectives, measurable outcomes, and a system for monitoring and evaluating progress.
- Adopt technology solutions: Utilize mobile applications for data collection, communication, and program delivery.
- Develop a comprehensive training program for staff: Provide training on program management, financial literacy, and leadership skills.
3. Scale Impact Through Strategic Partnerships:
- Partner with government agencies: Collaborate with local government initiatives to leverage resources and reach a larger number of women.
- Form strategic alliances with other NGOs: Collaborate with organizations working in complementary areas to create a network of support for women.
- Engage with corporate social responsibility programs: Partner with corporations to develop joint initiatives that benefit both the organization and the company.
4. Foster Leadership Development:
- Implement leadership training programs: Provide women with training on leadership skills, financial literacy, and business management.
- Create mentorship programs: Connect women with successful entrepreneurs and leaders to provide guidance and support.
- Empower women to become change agents: Encourage women to take on leadership roles within their communities and advocate for women's rights.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the organization's core mission of empowering marginalized women and promoting their economic independence.
- External customers and internal clients: The recommendations address the needs of the target audience (marginalized women) and the organization's staff and volunteers.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate the organization through its unique approach and partnerships.
- Attractiveness ' quantitative measures if applicable: The recommendations aim to improve the organization's financial sustainability and scalability, leading to a greater impact on the lives of women.
6. Conclusion
By implementing these recommendations, 'Sisters in Solidarity' can overcome its challenges and create a sustainable and scalable model for empowering marginalized women in India. This approach will not only provide immediate benefits to women but also contribute to long-term social and economic development in the country.
7. Discussion
Other alternatives not selected:
- Focusing solely on microfinance: While microfinance can provide immediate financial support, it does not address the underlying issues of poverty and illiteracy.
- Expanding to urban areas: While urban areas may offer more resources, the organization's expertise lies in working with rural communities.
Risks and key assumptions:
- Political instability: Political instability in certain regions could disrupt the organization's operations.
- Funding challenges: Securing sustainable funding from diverse sources remains a key challenge.
- Limited access to technology: Limited access to technology in rural areas could hinder the implementation of technology solutions.
8. Next Steps
- Develop a detailed implementation plan: Outline specific actions, timelines, and resources required for each recommendation.
- Form a task force: Assemble a team of key stakeholders to oversee the implementation of the recommendations.
- Monitor progress and adapt: Regularly evaluate the effectiveness of the recommendations and make adjustments as needed.
By taking these steps, 'Sisters in Solidarity' can become a leading organization in empowering marginalized women in India, creating a brighter future for generations to come.
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Case Description
Set in November 2015, the case follows Sisters in Solidarity (SiS), a social enterprise established to emancipate marginalised women in Lucknow, India. SIS was an offshoot of Study Hall Education Foundation (SHEF), a non-profit organisation that promoted feminist pedagogy in the educational establishments under its wings. SHEF also provided high quality education to underprivileged girls from the slum areas through the Prerna Girls School (PGS). The mothers of PGS students, deprived of economic opportunities due to lack of skills and education, suffered in a vicious cycle of poverty, domestic abuse and oppression. Observing the positive outcomes that education and employability brought about in the lives of their daughters, these mothers approached SHEF for help. Shibani Sahni, daughter of SHEF's founder, spearheaded the establishment of SiS, which aimed to emancipate women by improving their employability through vocational training. The enterprise had three business units-DiDi's Foods, DiDi's Driving and DiDi's Creations. However, while the food unit of SIS had evolved into a self-sustaining and profitable unit and the driving unit was a cost neutral vertical integration that helped SiS achieve operational efficiency, the creations unit (crafts and fashions) was struggling and unprofitable. Sahni had to overhaul the business strategy of DiDi's Creations and turn the unit around. Resources were stretched; she would have to revisit all the business segments in the portfolio to sustain profitability and growth. In order to support more beneficiaries, SiS would have to scale up, but Sahni must assess the organisational readiness for this to take place. This case offers an opportunity to learn about revenue growth strategies, profitability evaluation and divestment decisions and various expansion strategies available for a social enterprise. The case would also be helpful in understanding the elements of sustainability and scalability essential for social enterprise.
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