Harvard Case - Project Sashakt: The Scaling-Up Dilemma of a Women's Empowerment Initiative in India
"Project Sashakt: The Scaling-Up Dilemma of a Women's Empowerment Initiative in India" Harvard business case study is written by Saumya Sindhwani, Lakshmi Appasamy. 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 : May 28, 2019
At Fern Fort University, we recommend Project Sashakt adopt a hybrid social enterprise model to achieve sustainable growth while maintaining its social impact. This model will leverage strategic partnerships with both for-profit and non-profit organizations, enabling them to scale their operations while ensuring the continued focus on empowering women in rural India.
2. Background
Project Sashakt is a non-profit organization (NGO) dedicated to empowering women in rural India through skill development, financial literacy, and entrepreneurship training. Founded by a group of passionate individuals, the organization has achieved significant success in its initial years, impacting the lives of hundreds of women. However, Project Sashakt now faces a critical dilemma: how to scale its operations to reach a larger number of women while maintaining the quality and impact of its programs.
The case study highlights the challenges of scaling up a social enterprise, including limited funding, resource constraints, and the need to balance social impact with financial sustainability. The main protagonists are the founders of Project Sashakt, who are grappling with these challenges and seeking a sustainable path forward.
3. Analysis of the Case Study
This case study can be analyzed using the Social Enterprise Canvas, a framework that helps understand the key elements of a social enterprise's business model:
1. Customer Segments: Project Sashakt's target customers are women in rural India, specifically those facing economic and social disadvantages.
2. Value Propositions: Project Sashakt offers skill development, financial literacy, and entrepreneurship training, empowering women to improve their livelihoods and achieve economic independence.
3. Channels: The organization utilizes a network of community-based organizations and local NGOs to reach women in rural areas.
4. Customer Relationships: Project Sashakt builds strong relationships with its beneficiaries through ongoing support and mentorship.
5. Revenue Streams: Currently, Project Sashakt relies primarily on grants and donations.
6. Key Resources: The organization's key resources include its dedicated staff, training materials, and partnerships with other organizations.
7. Key Activities: Project Sashakt's key activities include conducting training programs, providing financial support, and facilitating access to markets for women-led businesses.
8. Key Partnerships: The organization collaborates with local NGOs, government agencies, and private sector businesses to expand its reach and impact.
9. Cost Structure: The organization's costs include staff salaries, training materials, and operational expenses.
10. Social Impact: Project Sashakt aims to reduce poverty, empower women, and promote economic development in rural India.
The analysis reveals that Project Sashakt has a strong social mission and a proven track record of impact. However, the organization's reliance on grants and donations limits its ability to scale.
4. Recommendations
To address the scaling dilemma, Project Sashakt should adopt a hybrid social enterprise model that combines social impact with financial sustainability:
1. Develop a Social Enterprise Business Model:
- Create a portfolio of income-generating activities: This could include providing services like microfinance, consulting, or manufacturing products using local resources and skills.
- Develop a 'Pay-It-Forward' model: Offer training programs with tiered pricing, allowing women who have benefited from the program to pay a subsidized fee for subsequent cohorts.
- Explore social impact bonds: Partner with investors who are willing to provide funding based on the achievement of specific social impact goals.
2. Strategic Partnerships:
- Collaborate with for-profit businesses: Partner with companies seeking to expand their operations in rural India, offering training and employment opportunities for women. This could involve joint ventures or supply chain partnerships.
- Build alliances with other NGOs: Partner with organizations working on similar social issues to leverage resources, expertise, and networks. This could involve joint fundraising initiatives or program collaborations.
- Engage with government agencies: Seek support from government agencies through grants, subsidies, and policy changes that promote women's entrepreneurship.
3. Focus on Innovation and Sustainability:
- Develop sustainable business models: Explore options like fair trade, circular economy principles, and inclusive business models that benefit both the environment and the community.
- Embrace technology: Utilize technology to enhance training programs, facilitate access to markets, and improve communication with beneficiaries.
- Promote social innovation: Encourage women to develop innovative solutions to local challenges, fostering a culture of entrepreneurship and self-reliance.
5. Basis of Recommendations
These recommendations are based on the following considerations:
1. Core competencies and consistency with mission: The proposed hybrid model aligns with Project Sashakt's core competencies in training and empowering women. It also ensures the organization remains true to its mission by prioritizing social impact alongside financial sustainability.
2. External customers and internal clients: The model caters to the needs of both external customers (women beneficiaries) and internal clients (staff and partners). It provides a sustainable framework for the organization to grow while ensuring the well-being of its employees and stakeholders.
3. Competitors: The hybrid model allows Project Sashakt to differentiate itself from other NGOs by offering a more sustainable and scalable approach to social change. It also enables them to compete with for-profit businesses by offering a unique value proposition that combines social impact with commercial viability.
4. Attractiveness ' quantitative measures: While quantifying the impact of social enterprises is challenging, the proposed model offers potential for increased revenue generation and improved efficiency. This will enable the organization to reach more women and achieve greater social impact.
5. Assumptions: The recommendations assume that Project Sashakt has the capacity to develop and implement a hybrid model, and that it can secure the necessary funding and partnerships. The organization's success will depend on its ability to adapt and innovate in a dynamic environment.
6. Conclusion
By embracing a hybrid social enterprise model, Project Sashakt can achieve sustainable growth while maintaining its social impact. This approach will enable the organization to scale its operations, reach more women, and create a lasting positive impact on rural India.
7. Discussion
Alternatives:
- Remaining solely a non-profit: This option would limit the organization's growth potential and make it reliant on external funding.
- Becoming a for-profit enterprise: This option could lead to a focus on profit maximization at the expense of social impact.
Risks:
- Financial sustainability: The hybrid model requires careful planning and execution to ensure financial viability.
- Maintaining social impact: The organization must prioritize social impact and ensure that its commercial activities do not compromise its mission.
- Partner relationships: Building and managing strategic partnerships requires strong communication and trust.
Key Assumptions:
- The organization has the capacity to develop and implement a hybrid model.
- The organization can secure the necessary funding and partnerships.
- The market for social enterprise products and services is growing in India.
8. Next Steps
Timeline:
- Phase 1 (Year 1): Develop a detailed business plan for the hybrid model, including financial projections and impact measurement strategies.
- Phase 2 (Year 2): Pilot test income-generating activities and explore potential partnerships.
- Phase 3 (Year 3): Scale up operations based on the success of the pilot phase and continue to refine the hybrid model.
Key Milestones:
- Secure funding for the hybrid model.
- Develop and launch income-generating activities.
- Establish strategic partnerships with for-profit and non-profit organizations.
- Implement a robust impact measurement framework.
By taking these steps, Project Sashakt can successfully navigate the scaling dilemma and create a sustainable and impactful future for women in rural India.
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Case Description
The case, set in October 2017, follows the predicament of two enterprising young women, Saranya Das Sharma (Saranya) and Aamiya Viswanathan (Aamiya ), the founders of Project Sashakt. After learning that a large number of girls dropped out of school after reaching puberty due to lack of access to affordable disposable sanitary napkin and the adverse impact on the environment caused by the rampant use of disposal of non-indegradable sanitary napkins, Saranya and Aamiya founded Project Sashakt (Sashakt). It crowdsourced fund and procured 100% compostable sanitary pads that it distributed free of cost to the beneficiaries in and around Delhi. In addition, Sashakt conducted awareness workshops and outreach programs to educate the girls on MHM and dispel the taboos surrounding menstruation and they eventually extended their outreach programs to nearby slums. Sashakt's suppliers, Aasma Foundation and Aakar Innovations, were supportive of the cause and supplied biodegradable sanitary napkins at subsidized prices. Yet, as Sashakt grew, in order to become financially self-reliant and sustainable, the founders began to seriously consider the idea of vertically integrating the operations by setting up a biodegradable sanitary pad manufacturing unit in a village in Bihar, a state in Eastern India with poor gender parity indicators. They hoped that the manufacturing unit would not only create employment opportunities for disadvantaged rural women but also produce cost-competitive supplies for the project's free distribution drives, thereby scaling the scope and impact of Sashakt. The proposed venture involved a large capital outlay, yet that was the least of their concerns. They were more concerned about the potential implications of a non-profit transitioning into a social enterprise and the challenges and risks involved in setting up - and scaling up - the proposed venture.
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