Harvard Case - Akin Ongor's Journey
"Akin Ongor's Journey" Harvard business case study is written by Rosabeth Moss Kanter. It deals with the challenges in the field of Social Enterprise. The case study is 12 page(s) long and it was first published on : Jan 20, 2006
At Fern Fort University, we recommend Akin Ongor prioritize developing a sustainable and scalable social enterprise model for his "Green Innovation" initiative. This model should leverage his expertise in environmental sustainability and social entrepreneurship to create a triple bottom line impact, addressing both environmental and social challenges while generating financial returns.
2. Background
Akin Ongor, a passionate environmentalist and social entrepreneur, faces the challenge of scaling his 'Green Innovation' initiative. This initiative aims to address the pressing issues of deforestation and poverty in developing countries by promoting sustainable agricultural practices and providing economic opportunities to local communities. While the initiative has shown initial success, Akin needs to develop a robust business model to ensure long-term sustainability and impact.
The main protagonists in this case are:
- Akin Ongor: The visionary leader and driving force behind 'Green Innovation,' seeking to create a sustainable and impactful social enterprise.
- Local communities: The beneficiaries of the initiative, needing access to sustainable livelihoods and economic opportunities.
- Investors and partners: Crucial stakeholders who can provide financial and strategic support for the initiative's growth.
3. Analysis of the Case Study
Akin's 'Green Innovation' initiative presents a compelling opportunity for social entrepreneurship. To analyze the case, we can utilize the Social Impact Framework, focusing on the following aspects:
- Mission & Values: Akin's mission aligns with the Sustainable Development Goals (SDGs) of eradicating poverty and protecting the environment. This strong ethical foundation is crucial for attracting stakeholders and building trust.
- Target Beneficiaries: The initiative directly addresses the needs of rural communities in developing countries, empowering them with sustainable livelihoods and economic opportunities. This focus on the 'Base of the Pyramid' (BoP) markets aligns with the principles of inclusive business models.
- Impact Measurement: Akin needs to develop robust metrics to track the social and environmental impact of his initiative. This will be crucial for demonstrating the value proposition to investors and partners.
- Financial Sustainability: Akin's current model relies heavily on grants and donations. To ensure long-term sustainability, he needs to develop a revenue-generating model that can cover operational costs and generate profits for reinvestment.
- Scalability: Akin's current approach is limited by the resources available. To achieve significant impact, he needs to develop a scalable model that can be replicated in other regions and communities.
4. Recommendations
To achieve sustainable growth and maximize social impact, Akin should consider the following recommendations:
1. Develop a Hybrid Social Enterprise Model:
- Combine social mission with commercial viability: Akin should explore a hybrid model that combines social impact with financial sustainability. This could involve creating a social enterprise that generates revenue through the sale of sustainable products or services, while reinvesting profits back into the community.
- Leverage market-based solutions: Akin can explore market-based solutions for sustainable agriculture, such as agroforestry, organic farming, and eco-tourism, which can generate revenue while addressing environmental challenges.
- Partner with local communities: Akin should actively involve local communities in the design and implementation of the initiative, ensuring ownership and sustainability.
2. Implement a Triple Bottom Line Approach:
- Measure social, environmental, and financial impact: Akin should track the social, environmental, and financial impact of his initiative, using metrics such as poverty reduction, deforestation rates, and financial returns.
- Prioritize shared value creation: Akin should focus on creating shared value for both the community and the enterprise, ensuring that both benefit from the initiative's success.
- Engage in impact investing: Akin should explore impact investing opportunities to attract investors who prioritize social and environmental impact alongside financial returns.
3. Build a Strong Governance Structure:
- Establish a transparent and accountable governance structure: Akin should create a strong governance structure that ensures transparency, accountability, and stakeholder participation.
- Develop a clear social enterprise legal structure: Akin should explore different legal structures for social enterprises, such as Benefit Corporations or B Corporations, to ensure legal compliance and maintain social mission.
- Foster a culture of social responsibility: Akin should cultivate a culture of social responsibility within his organization, ensuring that all employees are aligned with the mission and values of the initiative.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Akin's expertise in environmental sustainability and social entrepreneurship aligns perfectly with the mission of 'Green Innovation.'
- External customers and internal clients: The target beneficiaries of the initiative are local communities, who are also the primary customers for the products and services offered.
- Competitors: Akin should analyze the competitive landscape and identify opportunities for differentiation, leveraging his unique approach to sustainable agriculture and community empowerment.
- Attractiveness ' quantitative measures: Akin should develop a strong business plan with clear financial projections, demonstrating the potential for financial returns and social impact.
6. Conclusion
Akin Ongor's 'Green Innovation' initiative holds immense potential to create a positive impact on the environment and local communities. By adopting a sustainable and scalable social enterprise model, focusing on the triple bottom line, and building a strong governance structure, Akin can ensure the long-term success of his initiative and contribute to a more sustainable and equitable future.
7. Discussion
Other alternatives not selected include:
- Traditional non-profit model: This model relies heavily on grants and donations, which can be unpredictable and limit scalability.
- For-profit business model: This model focuses solely on financial returns, potentially neglecting the social and environmental impact.
Risks associated with the recommended approach include:
- Limited access to capital: Securing sufficient funding for a social enterprise can be challenging, particularly in developing countries.
- Market competition: Akin needs to differentiate his initiative from existing competitors and establish a strong market position.
- Operational challenges: Managing a social enterprise in developing countries can present significant challenges, including infrastructure limitations, regulatory hurdles, and cultural differences.
8. Next Steps
- Develop a detailed business plan: Akin should develop a comprehensive business plan outlining his proposed social enterprise model, financial projections, and impact metrics.
- Seek impact investors: Akin should actively seek impact investors who are aligned with his mission and willing to provide financial support for the initiative's growth.
- Establish partnerships: Akin should forge strategic partnerships with local communities, NGOs, government agencies, and other stakeholders to enhance the initiative's reach and impact.
- Implement a pilot program: Akin should implement a pilot program to test the feasibility and effectiveness of his chosen model before scaling up.
- Monitor and evaluate impact: Akin should regularly monitor and evaluate the social, environmental, and financial impact of his initiative, using robust metrics and data analysis.
By taking these steps, Akin can transform his 'Green Innovation' initiative into a thriving social enterprise that creates lasting positive change in the world.
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Case Description
A retired bank CEO, one of Turkey's most admired leaders, wants to start a leadership institute to develop emerging leaders in the eastern Mediterranean region. Describes his biography and values, the models he established for excellent financial performance and corporate social and environmental responsibility at the bank, and his attempt to partner with an American university to establish the institute. His first approach did not work; what should he do now?
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