Harvard Case - AARP and AARP Services, A Multi-Sector Approach to Social Change
"AARP and AARP Services, A Multi-Sector Approach to Social Change" Harvard business case study is written by James Phills, Brian Tayan. It deals with the challenges in the field of Social Enterprise. The case study is 23 page(s) long and it was first published on : Aug 12, 2007
At Fern Fort University, we recommend AARP continue its multi-sector approach to social change, focusing on scaling its impact through strategic partnerships, innovation, and impact investing. This strategy will allow AARP to leverage its vast resources and expertise to address critical social and economic issues facing the aging population and beyond, while also ensuring its long-term financial sustainability and growth.
2. Background
This case study examines AARP, a non-profit organization dedicated to empowering people 50 and older. AARP has evolved from a membership organization to a multi-faceted entity encompassing advocacy, research, education, and various business ventures. The case highlights AARP's efforts to address diverse social issues, including healthcare access, financial security, and community engagement, through a combination of advocacy, service provision, and business initiatives.
The main protagonists of the case are:
- AARP: A non-profit organization with a mission to empower people 50 and older.
- AARP Services: A for-profit subsidiary of AARP offering various products and services to its members.
- The aging population: A growing segment of the population facing unique challenges and opportunities.
- Stakeholders: Individuals, organizations, and governments impacted by AARP's activities.
3. Analysis of the Case Study
AARP's multi-sector approach can be analyzed through the lens of social entrepreneurship, utilizing a triple bottom line framework:
- Social Impact: AARP's core mission is to empower and advocate for the aging population, addressing issues like healthcare access, financial security, and ageism. Their initiatives, like the 'Livable Communities' program, demonstrate a commitment to improving the lives of seniors and creating a more inclusive society.
- Environmental Sustainability: While not a primary focus, AARP's initiatives like 'Green Living for Seniors' demonstrate a growing awareness of environmental sustainability and its impact on the aging population.
- Financial Sustainability: AARP's for-profit subsidiary, AARP Services, generates revenue through various products and services, ensuring the organization's financial independence and ability to fund its social impact initiatives.
Key Strengths:
- Strong Brand and Reputation: AARP enjoys a strong brand and reputation built on decades of advocacy and service to its members.
- Large Membership Base: AARP boasts a large membership base, providing a significant platform for advocacy and outreach.
- Diverse Portfolio of Initiatives: AARP's portfolio includes advocacy, research, education, and business ventures, allowing it to address a wide range of social issues.
- Financial Stability: AARP Services provides financial stability, enabling the organization to invest in its social impact initiatives.
Key Challenges:
- Maintaining Relevance: AARP must continuously adapt to the evolving needs and interests of the aging population.
- Balancing Social Impact and Financial Sustainability: AARP faces the challenge of balancing its social mission with the need to generate revenue through its business ventures.
- Competition: AARP faces competition from other organizations serving the aging population, both for members and resources.
- Navigating Regulatory Environment: AARP operates in a complex regulatory environment, requiring careful navigation of government policies and regulations.
4. Recommendations
- Embrace Impact Investing: AARP should actively engage in impact investing, channeling its financial resources towards initiatives that generate both financial returns and positive social impact. This could involve investing in social enterprises, impact bonds, or venture philanthropy initiatives aligned with its mission.
- Expand Strategic Partnerships: AARP should actively seek out and cultivate strategic partnerships with other organizations, both non-profit and for-profit, to leverage complementary resources, expertise, and reach. This could involve collaborations with healthcare providers, technology companies, and community organizations.
- Foster Innovation: AARP should prioritize innovation to develop new products, services, and programs that meet the evolving needs of the aging population. This could involve investing in research and development, fostering a culture of experimentation, and embracing emerging technologies.
- Develop a Robust Social Impact Measurement Framework: AARP should develop a comprehensive framework for measuring the social impact of its initiatives, ensuring accountability and transparency. This could involve using metrics like SROI (Social Return on Investment) and engaging with independent third-party evaluators.
- Embrace a Hybrid Organizational Structure: AARP should consider adopting a hybrid organizational structure that combines the strengths of both non-profit and for-profit models. This could involve creating a separate social enterprise subsidiary dedicated to generating revenue through impact-driven ventures.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with AARP's core competencies in advocacy, research, and service provision, while also supporting its mission to empower and advocate for the aging population.
- External Customers and Internal Clients: The recommendations address the needs of both AARP's members and its internal stakeholders, ensuring the organization's continued relevance and sustainability.
- Competitors: The recommendations help AARP stay ahead of the competition by embracing innovation, fostering strategic partnerships, and leveraging impact investing to generate a competitive advantage.
- Attractiveness - Quantitative Measures: The recommendations are expected to generate positive financial returns while also delivering significant social impact. This approach aligns with the principles of impact investing and social enterprise, where financial and social goals are intertwined.
Assumptions:
- AARP has the capacity and willingness to invest in innovation and impact-driven initiatives.
- AARP can successfully navigate the regulatory environment and build strong partnerships with other organizations.
- The aging population is receptive to new products, services, and programs that address their needs and preferences.
6. Conclusion
AARP's multi-sector approach to social change is a powerful model for addressing the complex challenges facing the aging population. By embracing impact investing, strategic partnerships, and innovation, AARP can further enhance its social impact, ensure its long-term financial sustainability, and continue to empower people 50 and older.
7. Discussion
Other Alternatives:
- AARP could focus solely on its non-profit mission, relying on donations and grants for funding. However, this approach could limit the organization's ability to scale its impact and respond to the evolving needs of the aging population.
- AARP could prioritize its for-profit subsidiary, AARP Services, and focus on generating revenue through traditional business ventures. This approach could compromise the organization's social mission and create conflicts of interest.
Risks and Key Assumptions:
- Risk of Financial Loss: Impact investing carries inherent risks, and AARP could experience financial losses on its investments.
- Risk of Reputational Damage: AARP's reputation could be damaged if its impact investing initiatives are perceived as being driven by profit rather than social impact.
- Risk of Regulatory Challenges: AARP's hybrid organizational structure and impact investing activities could face regulatory challenges, requiring careful navigation of government policies and regulations.
8. Next Steps
- Develop a strategic plan for impact investing: Identify potential investment opportunities, develop investment criteria, and establish a framework for measuring social impact.
- Identify and engage with potential partners: Build relationships with organizations that share AARP's mission and can contribute to its social impact goals.
- Invest in innovation and research: Develop new products, services, and programs that address the evolving needs of the aging population.
- Implement a robust social impact measurement framework: Track the social impact of AARP's initiatives and report findings to stakeholders.
- Develop a communication strategy: Communicate AARP's impact investing activities and social impact goals to members, stakeholders, and the public.
By taking these steps, AARP can effectively leverage its multi-sector approach to create a more positive and sustainable future for the aging population and beyond.
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Case Description
In 2006, AARP was one of the largest, most well known nonprofit organizations in the United States. Its membership base exceeded 38 million individuals, by far the largest nonprofit membership base in the country. In recent years, it had influenced major federal legislation on issues including Medicare, Social Security, and pension reform through a coordinated effort of professional lobbyists and grassroots volunteers numbering close to one million. In addition, AARP Services Inc, the organization's wholly owned, taxable (earned income activities) subsidiary, managed relationships with AARP-endorsed businesses that generated over $500 million in royalties from health insurance, life insurance, mutual funds, and other products--making it one of the largest social enterprises in the country. With activities in the commercial, charitable, and political arenas, AARP had adopted a truly cross-sector approach to achieving its mission to "enhance the quality of life for all as we age." Despite its size, influence, and visibility, AARP felt the public did not fully appreciate or understand the organization. In the face of growing public interest and media fascination with the application of business practices and market principles in the social sector--under the rubric of social entrepreneurship--AARP received relatively little attention from journalists, thought leaders, and academics for its enterprising approach. The organization also faced a public relations challenge over the fundamental principles of its cross-sector model. Left unchecked, AARP knew that such allegations, regardless of their validity, could undermine its ability to achieve its long-term goals. The organization also faced competitive challenges and the problem of increasing internal cooperation and synergy across the entire organization in order to improve its competitiveness and execute its social impact and member value agendas.
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