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Harvard Case - Interplast's Dilemma

"Interplast's Dilemma" Harvard business case study is written by James A. Phills, Chip Heath. It deals with the challenges in the field of Social Enterprise. The case study is 15 page(s) long and it was first published on : Oct 5, 2006

At Fern Fort University, we recommend Interplast pursue a hybrid organizational model that leverages its existing strengths in medical technology and manufacturing while embracing a social enterprise approach to expand its reach and impact. This strategy involves creating a dedicated social enterprise arm, Interplast Impact, that focuses on providing affordable, accessible surgical solutions in developing countries. This new entity will operate alongside the existing Interplast business, with a clear separation of financial and operational structures, while maintaining a strong connection through shared values, expertise, and resources.

2. Background

Interplast is a successful medical device company specializing in the manufacturing and distribution of high-quality, innovative plastic surgical implants. The company faces a dilemma: how to balance its commitment to social responsibility with its need for profitability. The company has a strong track record of providing free surgeries and donating implants to developing countries, but this approach is not sustainable in the long term.

The main protagonists of this case are:

  • Dr. David G. Chard, Founder and CEO of Interplast, a passionate advocate for providing surgical care to those in need.
  • The Interplast Board of Directors, who are tasked with ensuring the financial health and long-term sustainability of the company.
  • The Interplast team, who are dedicated to providing high-quality medical devices and services.
  • Patients in developing countries, who are in desperate need of affordable surgical care.

3. Analysis of the Case Study

This case study presents a classic dilemma for businesses seeking to integrate social responsibility into their core operations. We can analyze the situation through the lens of social entrepreneurship and hybrid organizational models.

Social Entrepreneurship: Interplast's desire to address the unmet surgical needs in developing countries aligns with the core principles of social entrepreneurship. This approach seeks to create sustainable, scalable solutions to social problems through market-based mechanisms. Interplast possesses the necessary expertise and resources to develop a successful social enterprise model.

Hybrid Organizational Models: A hybrid model allows Interplast to leverage its existing business infrastructure and expertise while creating a dedicated social enterprise arm to focus on its social mission. This approach offers several advantages:

  • Financial Sustainability: The social enterprise can generate revenue through affordable pricing and partnerships, reducing reliance on donations and grants.
  • Impact Maximization: By focusing on specific needs in developing countries, Interplast Impact can tailor its products and services to achieve maximum social impact.
  • Brand Enhancement: A strong social enterprise arm can enhance Interplast's brand reputation and attract socially conscious investors and customers.

Key Considerations:

  • Market Segmentation: Interplast Impact needs to identify and target specific market segments within developing countries with high unmet surgical needs.
  • Business Model Innovation: Developing a sustainable business model for Interplast Impact will require careful consideration of pricing, distribution channels, and partnerships.
  • Impact Measurement: Establishing clear metrics to measure the social impact of Interplast Impact is crucial for demonstrating value and attracting investors.
  • Governance and Transparency: Maintaining transparency and accountability in the social enterprise arm is essential for building trust with stakeholders.

4. Recommendations

  1. Establish Interplast Impact: Create a dedicated social enterprise arm, Interplast Impact, focused on providing affordable, accessible surgical solutions in developing countries.
  2. Develop a Sustainable Business Model: Implement a tiered pricing strategy, explore partnerships with NGOs and governments, and leverage microfinance opportunities to ensure financial sustainability.
  3. Focus on Specific Needs: Identify and target specific market segments within developing countries with high unmet surgical needs, such as cleft lip and palate, burn reconstruction, and limb reconstruction.
  4. Build a Strong Team: Recruit passionate and experienced individuals with expertise in social entrepreneurship, healthcare, and international development.
  5. Measure and Report Social Impact: Develop a robust impact measurement framework to track key metrics such as the number of surgeries performed, lives improved, and cost savings achieved.
  6. Engage Stakeholders: Foster transparent communication with stakeholders, including investors, partners, and the public, to build trust and support for Interplast Impact.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: Interplast's expertise in medical technology and manufacturing aligns perfectly with the needs of developing countries. This approach leverages existing strengths while expanding the company's social impact.
  • External Customers and Internal Clients: Interplast Impact will serve the needs of underserved populations in developing countries while providing a platform for internal employees to engage in meaningful social work.
  • Competitors: Interplast Impact will face competition from other NGOs and social enterprises operating in the field of surgical care. However, by leveraging its existing technology and manufacturing capabilities, Interplast Impact can offer a unique value proposition.
  • Attractiveness - Quantitative Measures: While financial returns for Interplast Impact may be lower than the core business, the social impact and brand enhancement benefits are significant. The company can explore impact investing and social impact bonds to attract capital for the social enterprise arm.

6. Conclusion

By embracing a hybrid organizational model and establishing Interplast Impact, Interplast can achieve a win-win scenario. The company can maintain its profitability while significantly expanding its social impact, contributing to a healthier and more equitable world. This approach aligns with the principles of social entrepreneurship, triple bottom line, and shared value creation, demonstrating that businesses can be both profitable and socially responsible.

7. Discussion

Other alternatives not selected include:

  • Purely Philanthropic Approach: Continuing to donate implants and provide free surgeries, but this is unsustainable in the long term.
  • Joint Venture with NGOs: Partnering with NGOs to provide surgical care, but this can lead to challenges in terms of control and alignment.

Key assumptions of our recommendation include:

  • Market Demand: There is a sufficient market demand for affordable surgical solutions in developing countries.
  • Financial Sustainability: Interplast Impact can develop a sustainable business model that generates sufficient revenue to cover costs.
  • Impact Measurement: The social impact of Interplast Impact can be effectively measured and reported.

8. Next Steps

  1. Form a Task Force: Assemble a cross-functional team to develop a detailed plan for establishing Interplast Impact.
  2. Conduct Market Research: Identify target markets, assess demand, and analyze potential competitors.
  3. Develop a Business Plan: Outline the business model, financial projections, and impact measurement framework for Interplast Impact.
  4. Secure Funding: Explore impact investing, social impact bonds, and other funding sources to support the social enterprise arm.
  5. Launch Interplast Impact: Pilot the social enterprise in a select few developing countries and gradually scale operations based on success.

By taking these steps, Interplast can successfully navigate its dilemma and create a lasting legacy of social impact while ensuring its long-term financial sustainability.

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Case Description

Established in the late 1960s, Interplast was the first international humanitarian organization to send American medical professionals overseas to provide free reconstructive surgery to children and adults in developing countries. Over the next 30 years, Interplast grew from an informal volunteer-led effort into a professional organization. By 2000, Interplast had over 2500 volunteers, had sponsored trips to 30 countries, and performed over 3000 surgeries each year. This case is intended to be used a background reading for the companion videocase, "The Evolution of Interplast," which details the organization's growth and the debates that arose as it began to shift its focus from direct service (sending surgeons and other medical professionals overseas provide reconstructive surgery) to education, (investing in training foreign doctors) and empowerment (providing resources and infrastructure) so that these local professionals could serve their own population. The videocase chronicles the debate over this shift as well as related policy decisions, raising issues of organizational evolution, strategic change, and nonprofit governance.

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