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Harvard Case - Driving Successful Ageing in Singapore

"Driving Successful Ageing in Singapore" Harvard business case study is written by Kheng Min Ma, Jovina Ang, Sheetal Mittal. It deals with the challenges in the field of Strategy. The case study is 10 page(s) long and it was first published on : Oct 25, 2021

At Fern Fort University, we recommend a multi-pronged strategy for Singapore to drive successful ageing, focusing on creating a vibrant and inclusive ecosystem that empowers older adults to lead fulfilling lives, contributing to the economy and society. This strategy will leverage innovation, technology, and collaboration across government, private sector, and civil society.

2. Background

Singapore faces the challenge of a rapidly ageing population, with the median age projected to reach 50 by 2030. This presents both opportunities and challenges. The case study highlights the government's commitment to fostering a 'silver economy' through initiatives like the Ageing Research Institute and the Silver Academy. However, the case study also reveals the need for a more holistic approach that addresses the diverse needs and aspirations of older adults.

The main protagonists in the case study are the Singapore government, various stakeholders in the healthcare and social services sectors, and older adults themselves.

3. Analysis of the Case Study

SWOT Analysis:

  • Strengths: Singapore's strong economic foundation, robust healthcare system, and proactive government policies provide a strong base for successful ageing.
  • Weaknesses: Limited awareness of available resources and services among older adults, potential for social isolation, and a need for greater workforce participation among seniors.
  • Opportunities: Growing demand for age-friendly products and services, potential for innovation in healthcare and technology, and a growing pool of experienced and skilled seniors.
  • Threats: Increasing healthcare costs, potential for ageism and discrimination, and a need to adapt infrastructure and services to meet the needs of an ageing population.

Porter's Five Forces:

  • Threat of New Entrants: High barriers to entry due to regulatory requirements and the need for specialized expertise.
  • Bargaining Power of Buyers: Moderate, as older adults have diverse needs and preferences, but there is also a growing demand for age-friendly products and services.
  • Bargaining Power of Suppliers: Moderate, as there are both specialized and mainstream suppliers catering to the needs of older adults.
  • Threat of Substitutes: Moderate, as alternative solutions like home healthcare and telehealth services are becoming more prevalent.
  • Rivalry Among Existing Competitors: Moderate, as there is a growing number of organizations and businesses catering to the needs of older adults.

Value Chain Analysis:

The value chain for successful ageing in Singapore involves a complex interplay of stakeholders:

  • Inbound Logistics: Providing access to healthcare resources, social services, and age-friendly products.
  • Operations: Developing and delivering healthcare, social care, and community services.
  • Outbound Logistics: Connecting older adults with resources and services through outreach programs and digital platforms.
  • Marketing and Sales: Promoting awareness of available resources and services, and building trust and engagement with older adults.
  • Service: Providing high-quality and personalized care and support to older adults.

Business Model Innovation:

Singapore can leverage business model innovation to address the challenges of successful ageing:

  • Subscription-based models: Offer access to a range of services and resources through a monthly fee.
  • Pay-for-performance models: Incentivize healthcare providers based on the quality of care and outcomes achieved.
  • Social impact investing: Attract private investment in projects that address the needs of older adults.

4. Recommendations

1. Create a National Ageing Strategy:

  • Develop a comprehensive national strategy that outlines a clear vision for successful ageing in Singapore, encompassing healthcare, social services, economic participation, and community engagement.
  • Establish a dedicated agency to oversee the implementation of the strategy and coordinate efforts across different government ministries and agencies.

2. Foster Innovation and Technology Adoption:

  • Invest in research and development to create age-friendly technologies and solutions, such as assistive devices, smart home technologies, and telehealth platforms.
  • Promote the adoption of digital literacy programs to empower older adults to access and utilize technology effectively.

3. Empower Older Adults through Education and Skills Development:

  • Expand access to lifelong learning opportunities through programs tailored to the needs and interests of older adults.
  • Develop skills training programs to equip older adults with the skills needed to re-enter the workforce or pursue new career paths.

4. Promote Active Ageing and Community Engagement:

  • Create age-friendly communities that provide accessible infrastructure, transportation, and social spaces for older adults.
  • Encourage participation in community activities and volunteer programs to foster social connections and a sense of purpose.

5. Enhance Healthcare and Social Services:

  • Strengthen the healthcare system to provide comprehensive and integrated care for older adults, including preventative care, chronic disease management, and end-of-life care.
  • Expand access to social services such as home care, respite care, and mental health support.

6. Foster Public-Private Partnerships:

  • Encourage collaboration between government, private sector, and civil society to develop innovative solutions and services for older adults.
  • Leverage the expertise and resources of the private sector to create new business opportunities and investment in the silver economy.

5. Basis of Recommendations

These recommendations are based on a careful consideration of:

  • Core competencies and consistency with mission: The recommendations align with Singapore's commitment to creating a vibrant and inclusive society for all citizens, regardless of age.
  • External customers and internal clients: The recommendations address the diverse needs and aspirations of older adults, while also considering the needs of healthcare providers, social workers, and other stakeholders.
  • Competitors: The recommendations aim to position Singapore as a global leader in successful ageing, leveraging its strengths and addressing its weaknesses in comparison to other countries.
  • Attractiveness ' quantitative measures if applicable: The recommendations are expected to generate positive economic and social returns, including increased productivity, reduced healthcare costs, and improved quality of life for older adults.

6. Conclusion

By implementing these recommendations, Singapore can create a more age-friendly and inclusive society that empowers older adults to lead fulfilling lives, contributing to the economy and society. This will require a sustained commitment to innovation, collaboration, and a shared vision for successful ageing.

7. Discussion

Other Alternatives:

  • Focusing solely on healthcare: While essential, this would neglect the social, economic, and community aspects of successful ageing.
  • Adopting a purely market-driven approach: This could lead to inequities and exclude vulnerable populations.

Risks and Key Assumptions:

  • Funding and resource allocation: Adequate funding and resources are crucial for implementing the recommendations.
  • Acceptance and adoption by older adults: Older adults may have varying levels of comfort with technology and new approaches to ageing.
  • Shifting societal attitudes: Overcoming ageism and promoting a more inclusive and age-friendly society is essential.

8. Next Steps

  • Develop a detailed implementation plan with clear timelines, milestones, and responsibilities.
  • Conduct pilot programs to test and refine the proposed initiatives.
  • Monitor progress and make adjustments as needed to ensure the effectiveness of the strategy.

Timeline:

  • Year 1: Develop the national ageing strategy and establish the dedicated agency.
  • Year 2-3: Implement pilot programs for key initiatives, such as technology adoption and community engagement.
  • Year 4-5: Scale up successful initiatives and monitor progress towards achieving the goals of the national ageing strategy.

By taking these steps, Singapore can become a global model for successful ageing, creating a society where older adults are valued, empowered, and actively engaged in all aspects of life.

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Case Description

This case study is set in July 2021. It describes the ageing landscape in Singapore including the policies that have been developed to address Singapore's rapidly ageing population and features the stories of two seniors. Since the 1980s, the Singapore Government had been developing plans and policies to help seniors, "to not just add years to life but add life to years". The concept of successful ageing, defined by the five indicators - no major diseases, no disability, high cognitive function, physically fit and mobile, and active engagement with life, had been a focus area of the Singapore government for the past four decades. However, the rate of successful ageing had remained low, at only 25.4 percent. Given the rapidly ageing population, Lim Soon Meng, a director at Singapore's Ministry of Health, wondered what else could be done to help more seniors age successfully? This case introduces the concept of the Third Age and invites discussion on the topic of successful ageing.

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