Harvard Case - Oxfam America: Becoming a Global Campaigning Organization
"Oxfam America: Becoming a Global Campaigning Organization" Harvard business case study is written by Esther Scott, David Brown. It deals with the challenges in the field of Social Enterprise. The case study is 28 page(s) long and it was first published on : Mar 25, 2004
At Fern Fort University, we recommend Oxfam America adopt a strategic framework focused on social entrepreneurship and impact investing to achieve its goal of becoming a global campaigning organization. This framework will leverage Oxfam's existing strengths in nonprofit organizations, international business, and social and global issues while embracing new approaches like hybrid organizations, social innovation, and sustainable business models to maximize its impact.
2. Background
Oxfam America, a prominent nonprofit organization dedicated to fighting global poverty and injustice, faces a critical juncture. The organization seeks to transition from a primarily grant-making model to a more impactful global campaigning organization. This shift necessitates a strategic approach that balances corporate social responsibility with social entrepreneurship to achieve sustainable and scalable change.
The case highlights key challenges:
- Shifting from grant-making to campaigning: Oxfam needs to develop new strategies to engage in advocacy and influence policy changes on a global scale.
- Building a global presence: Expanding operations requires navigating diverse cultural contexts, political landscapes, and regulatory environments.
- Securing funding and resources: Oxfam must secure sustainable funding sources to support its ambitious global campaigning efforts.
3. Analysis of the Case Study
We can analyze Oxfam's situation using the Triple Bottom Line framework, which considers social, environmental, and economic impacts.
Social Impact: Oxfam's core mission is to alleviate poverty and injustice. This requires a deep understanding of developing countries, their unique challenges, and the role of government policy and regulation in shaping their development trajectories.
Environmental Sustainability: Oxfam's work increasingly intersects with environmental issues, including climate change and resource scarcity. Incorporating environmental sustainability into its campaigns and programs will be crucial for long-term impact.
Economic Impact: Oxfam needs to develop sustainable business models that generate revenue and ensure financial stability. This can be achieved through impact investing, social finance, and social enterprise initiatives.
Strategic Framework:
- Social Entrepreneurship: Oxfam can leverage social entrepreneurship by creating innovative programs and initiatives that address social problems while generating revenue. This includes developing inclusive business models that benefit marginalized communities and promote fair trade practices.
- Impact Investing: Oxfam can attract impact investors who seek to generate both financial returns and positive social impact. This can be achieved by developing social impact bonds and venture philanthropy initiatives.
4. Recommendations
- Develop a Hybrid Organizational Model: Oxfam should consider adopting a hybrid organizational model that combines elements of both nonprofit organizations and social enterprises. This will allow them to access diverse funding sources, leverage market-based solutions, and enhance their overall impact.
- Embrace Social Innovation: Oxfam should actively promote social innovation by fostering a culture of experimentation and collaboration. This can be achieved through social innovation labs, impact accelerators, and cross-sector partnerships.
- Develop Sustainable Business Models: Oxfam should develop sustainable business models that generate revenue and support its campaigning efforts. This can include creating social enterprises, implementing microfinance programs, and promoting ethical supply chains.
- Invest in Impact Measurement: Oxfam needs to invest in robust social impact measurement systems to track the effectiveness of its programs and campaigns. This will allow them to demonstrate their impact to donors, investors, and stakeholders.
- Build Strategic Alliances: Oxfam should forge strategic alliances with B Corporations, benefit corporations, and other organizations committed to shared value creation. This will allow them to leverage resources, expand their reach, and amplify their impact.
- Embrace Digital Technologies: Oxfam should leverage digital technologies to enhance its campaigning efforts, improve communication with stakeholders, and expand its global reach. This includes utilizing social media, online platforms, and data analytics.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Oxfam's core competencies in international business, social and global issues, and nonprofit organizations. They also support its mission to alleviate poverty and injustice.
- External Customers and Internal Clients: The recommendations address the needs of Oxfam's external customers, including donors, beneficiaries, and stakeholders. They also consider the needs of internal clients, such as staff, volunteers, and partners.
- Competitors: The recommendations position Oxfam to compete effectively in the evolving landscape of nonprofit organizations and social enterprises.
- Attractiveness: The recommendations are attractive to impact investors and other stakeholders who are seeking to invest in organizations with a strong track record of social impact.
6. Conclusion
By embracing social entrepreneurship, impact investing, and sustainable business models, Oxfam America can effectively transition from a grant-making organization to a global campaigning organization. This strategic shift will allow Oxfam to achieve its mission of alleviating poverty and injustice while ensuring its long-term sustainability and impact.
7. Discussion
Alternative Options:
- Maintaining the current grant-making model: This option would be less ambitious and may not allow Oxfam to achieve its goal of becoming a global campaigning organization.
- Focusing solely on traditional fundraising: This option would be more challenging in the current economic climate and may not provide the necessary resources for global expansion.
Risks and Key Assumptions:
- The success of social enterprises: The success of social enterprises depends on factors such as market demand, operational efficiency, and access to capital.
- The availability of impact investors: The availability of impact investors willing to invest in Oxfam's initiatives will depend on factors such as the organization's track record, the attractiveness of the investment, and the overall market conditions.
- The effectiveness of social impact measurement: The effectiveness of social impact measurement depends on the rigor of the methodology, the availability of data, and the ability to interpret the results.
8. Next Steps
- Develop a comprehensive strategic plan: Oxfam should develop a comprehensive strategic plan that outlines its vision, mission, goals, and objectives for becoming a global campaigning organization.
- Conduct a feasibility study: Oxfam should conduct a feasibility study to assess the viability of its proposed social entrepreneurship and impact investing initiatives.
- Pilot test new programs and initiatives: Oxfam should pilot test new programs and initiatives to gather data and refine its approach.
- Build a team of experts: Oxfam should build a team of experts in social entrepreneurship, impact investing, and sustainable business models.
- Engage stakeholders: Oxfam should engage stakeholders, including donors, beneficiaries, and partners, in the development and implementation of its new strategy.
By taking these steps, Oxfam America can successfully transition to a global campaigning organization and make a lasting impact on the world.
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Case Description
In 2000, Oxfam America, an international relief and development organization, launched itself on a bold new course. A small but respected agency, it had devoted itself for three decades to supporting "partner" organizations in developing countries throughout the world, funding a variety of grassroots activities. Now, under the leadership of its president, Raymond Offenheiser, Oxfam America had joined with eleven other Oxfams worldwide to become a "global campaigning force" that would focus on challenging the policies and practices of governments and corporations that harmed the poor. The new initiative was in keeping with Offenheiser's belief that it was time for the international development community to move beyond the "welfare" model of service delivery and embrace an approach that took aim at structural impediments that kept impoverished people from improving their lot. But the commitment to becoming a global campaigning organization would pose new challenges for Offenheiser and his senior managers. Within Oxfam America, the campaign work put new pressures on the organization's staff and resources. Some staff members, particularly those who worked with partner organizations in the field, found the campaign work onerous and, in some cases, irrelevant, and worried that Oxfam America's grassroots work in its regional offices was losing its primacy in the agency. HKS Case Number 1738.0
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