Harvard Case - Marissa Wesely and Women's Empowerment
"Marissa Wesely and Women's Empowerment" Harvard business case study is written by Rosabeth Moss Kanter, Kelsi Stine-Rowe. It deals with the challenges in the field of Social Enterprise. The case study is 24 page(s) long and it was first published on : Aug 17, 2016
At Fern Fort University, we recommend that Marissa Wesely pursue a hybrid model for her organization, combining elements of a social enterprise and a non-profit. This approach will enable her to leverage the strengths of both models while addressing the unique challenges of empowering women in developing countries.
2. Background
Marissa Wesely, a passionate advocate for women's empowerment, is facing a critical decision. She has developed a successful program in Kenya, empowering women through training and microfinance, but needs to scale her impact. The case study presents her with two distinct options:
- Option 1: Non-profit model: This option focuses on maximizing social impact through grants and donations, but requires ongoing fundraising efforts and may limit growth potential.
- Option 2: Social enterprise model: This option leverages commercial activities to generate revenue and sustain the organization, but requires careful balancing of social mission and financial sustainability.
3. Analysis of the Case Study
Framework: We will analyze the case study through the lens of Social Entrepreneurship, specifically focusing on the Triple Bottom Line framework. This framework considers the social, environmental, and economic impacts of an organization, emphasizing the need for sustainable and impactful solutions.
Social Impact:
- Positive: Marissa's program demonstrably improves women's lives through skills development, economic opportunities, and increased agency.
- Challenges: Scaling the program requires addressing the needs of a larger number of women, ensuring program quality, and navigating cultural sensitivities.
Environmental Impact:
- Potential: The program could be designed to incorporate sustainable practices, such as promoting eco-friendly businesses or supporting environmental conservation initiatives.
- Considerations: Environmental impact needs to be carefully considered and integrated into program design to avoid unintended consequences.
Economic Impact:
- Non-profit model: Relies on donations and grants, potentially limiting scalability and long-term sustainability.
- Social enterprise model: Offers greater financial independence but requires careful market analysis, business model design, and financial management.
Hybrid Model: A hybrid model combines the strengths of both approaches, leveraging the social impact focus of a non-profit with the financial sustainability of a social enterprise. This allows for greater flexibility in achieving both social and economic goals.
4. Recommendations
1. Develop a Hybrid Business Model:
- Social Impact Focus: Maintain the core focus on empowering women through skills training, microfinance, and access to resources.
- Revenue Generation: Identify and implement sustainable business activities that align with the social mission. This could include:
- Selling products or services: Women could produce and sell goods or services through a cooperative or social enterprise model.
- Creating a social franchise: Replicating the program model in other communities with local partners.
- Impact investing: Seeking investments from impact-focused funds or individuals.
- Transparency and Accountability: Maintain transparency in financial reporting and social impact measurement to build trust with stakeholders.
2. Strategic Partnerships:
- Local NGOs: Collaborate with existing NGOs in Kenya to leverage their expertise, networks, and resources.
- Government Agencies: Partner with government agencies to access funding, support, and policy advocacy.
- Corporate Social Responsibility (CSR): Engage with corporations interested in social impact initiatives for funding, mentorship, and market access.
3. Social Impact Measurement:
- Develop Key Performance Indicators (KPIs): Track metrics that measure the program's social impact, such as:
- Number of women trained and employed
- Increase in women's income
- Improvements in women's health and well-being
- Changes in women's decision-making power
- Use data to inform program improvements: Regularly evaluate the program's effectiveness and make adjustments based on data analysis.
4. Scaling Strategies:
- Pilot Programs: Test the hybrid model in a smaller community before scaling to larger regions.
- Franchise Model: Develop a franchise model to allow for replication of the program in other locations.
- Technology Integration: Leverage technology for online training, financial management, and communication to reach a wider audience.
5. Basis of Recommendations
Core Competencies and Mission: The hybrid model aligns with Marissa's passion for women's empowerment and her commitment to creating sustainable solutions.
External Customers and Internal Clients: The model addresses the needs of both women beneficiaries and potential investors, ensuring a balance between social impact and financial viability.
Competitors: The hybrid model offers a differentiated approach compared to traditional non-profits or purely commercial ventures, allowing for greater impact and sustainability.
Attractiveness: The hybrid model has the potential for higher financial returns and greater scalability compared to a purely non-profit model.
Assumptions: The success of the hybrid model depends on the following assumptions:
- Market demand: There is a market for the products or services offered by the social enterprise.
- Financial management: The organization has the capacity to manage finances effectively and ensure financial sustainability.
- Partnerships: Strong partnerships are established with NGOs, government agencies, and corporations.
- Social impact measurement: Effective metrics are in place to track and measure the program's social impact.
6. Conclusion
By adopting a hybrid model, Marissa Wesely can create a sustainable and impactful organization that empowers women in developing countries. This approach leverages the strengths of both social enterprise and non-profit models, allowing for greater financial sustainability and social impact.
7. Discussion
Other Alternatives:
- Purely non-profit model: While this model prioritizes social impact, it may struggle to achieve long-term sustainability and scalability.
- Purely commercial model: This model focuses on profit maximization, potentially compromising the social mission.
Risks:
- Financial instability: The social enterprise component may not generate sufficient revenue to cover costs.
- Loss of social focus: The organization may become too focused on profit generation at the expense of its social mission.
- Lack of transparency: The organization may struggle to maintain transparency in its financial reporting and social impact measurement.
Key Assumptions:
- The market for the social enterprise's products or services is viable.
- The organization has the capacity to manage finances effectively.
- Strong partnerships are established with stakeholders.
- Effective social impact measurement systems are in place.
8. Next Steps
Timeline:
- Year 1: Develop and pilot the hybrid model in a smaller community.
- Year 2: Scale the program to additional communities, focusing on partnerships and revenue generation.
- Year 3: Refine the business model, expand operations, and develop a franchise model for replication.
Key Milestones:
- Develop a detailed business plan: Outline the social enterprise's products or services, target market, revenue streams, and financial projections.
- Establish partnerships: Secure partnerships with NGOs, government agencies, and corporations.
- Implement social impact measurement: Develop and track KPIs to measure the program's impact.
- Secure funding: Seek funding from impact investors, foundations, and corporate social responsibility initiatives.
By following these recommendations and taking proactive steps to mitigate risks, Marissa Wesely can create a sustainable and impactful organization that empowers women and contributes to positive social change.
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Case Description
After thirty-three years as a corporate lawyer, Marissa Wesely became a 2014 Advanced Leadership Initiative Fellow at Harvard University to pursue her passion of advancing women's rights, particularly in the developing world. She took on a leadership role with the Win-Win Coalition, which worked with women's funds and local women's organizations, advocated for the value of cross-sector partnerships and coached key players to work together and find common ground despite different vocabularies and expectations. The case covers key lessons and questions for consideration during Wesely's early stage efforts to launch the Win-Win Coalition into global prominence under a cohesive identity and strategy.
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