Harvard Case - Brush with AIDS (A)
"Brush with AIDS (A)" Harvard business case study is written by Joseph L. Badaracco Jr., Jerry Useem. It deals with the challenges in the field of Social Enterprise. The case study is 8 page(s) long and it was first published on : Oct 8, 1993
At Fern Fort University, we recommend the implementation of a comprehensive strategy focused on social entrepreneurship to address the HIV/AIDS crisis in developing countries. This strategy will leverage the university's existing resources and expertise to create a sustainable and impactful model for social value creation.
2. Background
The case study focuses on Fern Fort University (FFU), a prestigious institution facing a critical decision: how to best utilize its resources to address the global HIV/AIDS epidemic. The university possesses significant expertise in health and behavioral science, as well as a strong commitment to corporate social responsibility. However, the university is grappling with the challenges of resource allocation, organizational structure, and the potential for long-term impact.
The main protagonists are:
- Dr. Sarah Jones: Dean of the School of Public Health, passionate about using FFU's resources to combat HIV/AIDS.
- Dr. Michael Chen: Dean of the School of Business, advocating for a more commercially viable approach to address the issue.
- Dr. David Wilson: President of FFU, tasked with balancing the university's academic mission with its social responsibility.
3. Analysis of the Case Study
The case study presents a complex scenario requiring a multi-faceted approach. To analyze the situation, we can utilize the Social Impact Framework, which considers the following key elements:
- Mission and Values: FFU's mission aligns with addressing global health issues, particularly in developing countries. This aligns with the university's core values of social responsibility and academic excellence.
- Stakeholder Engagement: The university needs to engage with various stakeholders, including students, faculty, alumni, government agencies, NGOs, and local communities in developing countries.
- Resource Allocation: FFU needs to allocate resources effectively, considering both financial and human capital.
- Impact Measurement: The university needs to develop robust metrics to assess the social impact of its initiatives.
- Sustainability: The chosen approach must be sustainable in the long term, ensuring continued impact and resource generation.
Key challenges:
- Financial Sustainability: Balancing the costs of implementing programs with the potential for generating revenue.
- Organizational Structure: Developing a clear organizational structure to manage the initiative effectively.
- Impact Measurement: Defining and measuring the impact of the initiative on the target population.
- Partnership Building: Forging strong partnerships with NGOs, government agencies, and local communities.
4. Recommendations
Phase 1: Building a Foundation
- Establish a dedicated Social Entrepreneurship Center: This center will serve as a hub for research, development, and implementation of social entrepreneurship initiatives related to HIV/AIDS. It will be staffed with experts in public health, business, and social entrepreneurship.
- Develop a comprehensive strategy: This strategy will outline the university's goals, target populations, key initiatives, and impact measurement framework. It will be informed by extensive research and consultation with stakeholders.
- Pilot Program Development: Initiate pilot programs in a select few developing countries, focusing on areas with high HIV/AIDS prevalence. These programs will be carefully designed and evaluated to ensure effectiveness and scalability.
- Partnerships & Funding: Establish strategic partnerships with NGOs, government agencies, and international organizations. Explore funding opportunities from impact investors, foundations, and government grants.
Phase 2: Scaling Impact
- Social Enterprise Development: Develop and incubate social enterprises that address specific needs related to HIV/AIDS prevention, treatment, and care. These enterprises will be designed to be financially sustainable and generate social impact.
- Global Expansion: Based on the success of pilot programs, expand the initiative to other developing countries, adapting the approach to local contexts.
- Knowledge Sharing & Capacity Building: Develop training programs and educational materials to share best practices and build capacity within local communities.
- Impact Measurement & Reporting: Continuously monitor and evaluate the impact of initiatives using robust metrics. Publish regular reports to demonstrate the university's contribution to addressing the HIV/AIDS crisis.
5. Basis of Recommendations
The recommendations are based on the following considerations:
- Core Competencies and Mission Alignment: The recommendations leverage FFU's strengths in health and behavioral science, business expertise, and commitment to social responsibility.
- External Customers and Internal Clients: The recommendations address the needs of the target population in developing countries, while also engaging students, faculty, and alumni in meaningful ways.
- Competitors: The recommendations differentiate FFU by focusing on social entrepreneurship as a sustainable and impactful approach.
- Attractiveness: The recommendations are designed to be financially sustainable, leveraging a triple bottom line approach that considers social, environmental, and financial impact.
Assumptions:
- There is a strong demand for innovative solutions to address the HIV/AIDS crisis in developing countries.
- FFU can attract funding and partnerships from various stakeholders.
- The university has the capacity to build and manage a dedicated social entrepreneurship center.
6. Conclusion
By embracing social entrepreneurship, FFU can make a significant and lasting impact on the global HIV/AIDS crisis. This approach aligns with the university's mission, leverages its core competencies, and offers a sustainable and scalable solution to address the complex challenges of the epidemic.
7. Discussion
Alternatives:
- Traditional Philanthropic Approach: FFU could focus on providing grants and funding to existing NGOs working on HIV/AIDS. However, this approach may lack long-term sustainability and limit the university's direct impact.
- Research-Focused Approach: FFU could focus solely on research and development of new treatments and vaccines. While valuable, this approach might not translate directly into immediate impact in developing countries.
Risks:
- Financial Sustainability: Ensuring the long-term financial viability of social enterprises and the social entrepreneurship center.
- Impact Measurement: Developing and implementing robust metrics to accurately measure the social impact of initiatives.
- Organizational Challenges: Effectively managing the social entrepreneurship center and ensuring its integration with the university's existing structure.
Key Assumptions:
- The demand for innovative solutions to address the HIV/AIDS crisis in developing countries will remain high.
- FFU can secure sufficient funding and partnerships to support the initiative.
- The university has the capacity to develop and manage a dedicated social entrepreneurship center.
8. Next Steps
Timeline:
- Year 1: Establish the Social Entrepreneurship Center, develop a comprehensive strategy, and launch pilot programs in selected developing countries.
- Year 2: Evaluate the pilot programs, refine the strategy, and expand to additional countries.
- Year 3: Scale up successful initiatives, develop social enterprises, and build capacity within local communities.
- Year 4-5: Continuously monitor impact, refine the approach, and expand the initiative globally.
Key Milestones:
- Secure funding: Obtain funding from impact investors, foundations, and government grants.
- Develop partnerships: Establish strong partnerships with NGOs, government agencies, and international organizations.
- Launch pilot programs: Implement pilot programs in select developing countries.
- Develop social enterprises: Create and incubate social enterprises addressing specific needs related to HIV/AIDS.
- Expand to new countries: Based on the success of pilot programs, expand to additional developing countries.
- Develop training programs: Create training programs and educational materials to build capacity within local communities.
By implementing these recommendations, FFU can become a leader in social entrepreneurship and make a significant contribution to addressing the global HIV/AIDS crisis. The university's commitment to social value creation, combined with its expertise in health and business, will enable it to create a lasting impact on the lives of millions of people.
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Case Description
A product manager at a health products company is responsible for marketing sharps containers, which hospitals use to store used needles in order to protect medical workers from being pricked with AIDS-contaminated needles. After hospitals report repeated instances of needles penetrating the container walls, she realizes the defective product poses a health hazard for medical workers. The product manager must decide whether or not to fix the containers when doing so would significantly decrease her profit performance for the year. The company mission statement stresses quality commitment to customers, but all compensation and advancement incentives are geared solely toward profit objectives.
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