Harvard Case - Young 1ove: Scaling in Botswana
"Young 1ove: Scaling in Botswana" Harvard business case study is written by Matthew Saucedo, Russell Siegelman. It deals with the challenges in the field of Social Enterprise. The case study is 26 page(s) long and it was first published on : Oct 31, 2016
At Fern Fort University, we recommend Young 1ove adopt a hybrid organizational structure to scale its impact in Botswana. This structure will leverage the strengths of both nonprofit and for-profit models, allowing Young 1ove to maximize its reach while ensuring financial sustainability. This strategy will involve:
- Expanding its service offerings to include for-profit ventures that align with its mission, such as providing sexual health products and services.
- Developing strategic partnerships with businesses and government agencies to access resources and expertise.
- Implementing a robust social impact measurement framework to track and demonstrate the value created by its programs.
This approach will enable Young 1ove to become a sustainable and impactful social enterprise that addresses the pressing issue of adolescent sexual and reproductive health in Botswana.
2. Background
Young 1ove is a non-profit organization founded in 2008 by a group of young Batswana passionate about improving adolescent sexual and reproductive health (SRHR) in their country. They offer a range of services, including sexual and reproductive health education, HIV prevention programs, and counseling. Young 1ove faces significant challenges, including limited funding, a lack of trained staff, and a complex social and cultural environment. The case study highlights the organization's desire to scale its impact and reach more young people in Botswana.
The main protagonists of the case study are:
- Mpho ' Founder and Executive Director of Young 1ove, driven by a strong social mission and a desire to empower young people.
- The Young 1ove team ' Dedicated staff working tirelessly to deliver impactful programs despite limited resources.
- The Board of Directors ' Responsible for providing strategic guidance and oversight to the organization.
3. Analysis of the Case Study
This case study presents a classic dilemma faced by many social enterprises: balancing social impact with financial sustainability. Young 1ove's current model, relying solely on grants and donations, limits its ability to scale and reach a wider audience. To address this, we propose a hybrid organizational structure that combines the strengths of both nonprofit and for-profit models.
Key Considerations:
- Social Impact: Young 1ove's core mission is to improve adolescent SRHR in Botswana. This mission must remain central to all activities, ensuring that any for-profit ventures are aligned with and contribute to this goal.
- Financial Sustainability: A sustainable business model is crucial for long-term growth and impact. This requires exploring diverse revenue streams and ensuring financial stability.
- Market Opportunity: Botswana's growing economy and increasing demand for SRHR services present a significant market opportunity for Young 1ove.
- Stakeholder Engagement: Engaging with stakeholders, including donors, government agencies, and the community, is critical for building trust and support.
Framework:
We will use the Triple Bottom Line framework to assess the effectiveness of Young 1ove's proposed strategies. This framework considers three key dimensions:
- Social: Impact on individuals, communities, and society.
- Environmental: Impact on the environment and natural resources.
- Economic: Financial performance and sustainability.
4. Recommendations
Young 1ove should adopt a hybrid organizational structure that combines social impact with financial sustainability. This approach will involve the following:
- Expanding Service Offerings:
- For-profit ventures: Young 1ove can develop for-profit ventures that align with its mission, such as providing sexual health products and services (e.g., condoms, contraceptives, and STI testing). This will generate revenue while addressing a market need.
- Social enterprise partnerships: Young 1ove can partner with other social enterprises in the SRHR space, leveraging their expertise and resources to expand its reach and impact.
- Strategic Partnerships:
- Business partnerships: Young 1ove can forge partnerships with businesses that share its values and have a vested interest in improving adolescent SRHR. This can include partnerships with pharmaceutical companies, retailers, and media outlets.
- Government partnerships: Young 1ove can collaborate with government agencies to access resources, expertise, and reach a wider audience. This can involve joint programs, funding, and policy advocacy.
- Social Impact Measurement:
- Robust framework: Young 1ove should implement a comprehensive social impact measurement framework to track and demonstrate the value created by its programs. This will involve collecting data on key indicators, such as knowledge, attitudes, and behaviors related to SRHR.
- Transparency and accountability: Young 1ove should be transparent about its social impact and accountable to its stakeholders. This will build trust and attract further investment.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Young 1ove's core competency lies in its expertise in adolescent SRHR. The proposed strategies leverage this expertise to create new ventures and partnerships that align with its mission.
- External customers and internal clients: Young 1ove's target audience is young people in Botswana. The proposed strategies aim to reach a wider audience through for-profit ventures and partnerships with government agencies.
- Competitors: Young 1ove faces competition from other NGOs and government agencies. The hybrid model will allow Young 1ove to differentiate itself by offering a combination of social impact and financial sustainability.
- Attractiveness: The proposed strategies offer a compelling value proposition for investors and partners, demonstrating the potential for both social and financial returns.
6. Conclusion
By adopting a hybrid organizational structure, Young 1ove can become a sustainable and impactful social enterprise that addresses the pressing issue of adolescent SRHR in Botswana. This approach will enable the organization to scale its impact, reach more young people, and create a lasting legacy.
7. Discussion
Alternatives not selected:
- Remaining solely a non-profit: This option would limit Young 1ove's ability to scale and reach a wider audience due to dependence on grants and donations.
- Becoming a fully for-profit entity: This option could compromise Young 1ove's mission and focus on profit maximization, potentially neglecting its social impact.
Risks and key assumptions:
- Market acceptance of for-profit ventures: There is a risk that the market may not be receptive to Young 1ove's for-profit ventures.
- Maintaining social impact focus: There is a risk that Young 1ove may lose focus on its social mission as it expands its for-profit activities.
- Partner reliability: There is a risk that partners may not fulfill their commitments or align with Young 1ove's values.
8. Next Steps
- Develop a detailed strategic plan: This plan should outline the specific for-profit ventures, partnerships, and social impact measurement strategies.
- Conduct market research: This research will assess the market opportunity for Young 1ove's for-profit ventures and identify potential partners.
- Secure funding: Young 1ove should seek funding from impact investors, foundations, and other sources to support its growth and expansion.
- Build a strong team: Young 1ove should recruit and retain talented staff with expertise in social enterprise, business development, and social impact measurement.
- Monitor and evaluate progress: Young 1ove should regularly monitor and evaluate the effectiveness of its strategies, making adjustments as necessary.
By taking these steps, Young 1ove can successfully implement its hybrid organizational structure and become a leading force in improving adolescent SRHR in Botswana.
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Case Description
Noam Angrist cofounded Young 1ove with the promise of connecting young Africans to proven life-saving information. By massively scaling sexual health information campaigns that were previously shown in randomized trials to have significant impact, he hoped Young 1ove would be able to reach 1 million youth in Africa by 2017. However, while he and his team were less than a year into the project, they were already dealing with anfractuous government processes, strained by limited resources, and unsure of how their operations would succeed at scale. There were also important decisions ahead: Which delivery model would most efficiently and effectively scale the Young 1ove educational campaign? When and how- if at all-should they rigorously test an intervention that they had reason to believe was already working? Though convinced wholeheartedly in the importance of the Young 1ove mission and excited by its early progress, Angrist pondered these important decisions and how their resolution would figure in the organization's path forward.
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