Who – the protagonist
Dave Morris, Public Officer of Umoya.
What?
Umoya was a South African social enterprise founded in April 2020 during the pandemic to develop a solution in addressing the shortage of respiratory care for COVID-19 patients.
The outcome was Umoya’s flagship product, the OxERA®, a non-invasive respiratory device which boasted improved efficiency of oxygen usage when compared to products in the market at the time.
By 2021 Umoya, working with partner organisation Gabler Medical, had the capacity to provide 15,000 units per week which were distributed to 25 hospitals in the country, including public and private hospitals.
The Umoya core team consisted of four directors - including Dave and fellow full-time medical doctor Dr Craig Parker - and eight shareholders, all working on a voluntary basis.
Why?
As COVID-19 waned, the demand for the OxERA® completely dissipated.
The device was being earmarked for other applications, such as use in patient transport like ambulances, but this still relied on a new wave of uptake.
Furthermore, if Umoya wanted to push on with the OxERA® and new devices, Dave might have to look at the enterprise’s structure, namely no offices and a core team consisting of volunteers.
When?
It was a late night in December 2022 when Dave and Umoya’s directors met on Zoom to discuss their enterprise’s next steps.
Where?
The team was spread out across South Africa.
Whilst the OxERA® primarily served patients in their country, 900 devices were sent to hospitals in nearby Zimbabwe and Zambia.
Key quote
“In isiZulu or isiXhosa, ‘umoya’ means air or wind. It has a breathing connotation, which is what suited us with the first device (the OxERA®).”
Dave Morris.
What next?
The urgent need for a respiratory device to save lives during COVID meant the development and regulatory process was condensed, leading to lower costs.
But could Umoya continue to expedite the introduction of new products at low cost when there wasn’t so much of an urgent need?
And would the OxERA® be as popular with the new uses Umoya had planned for it?
On reasons for writing the case…
Thabile said: “I first heard about Umoya in 2021 from a friend who was also a colleague of one of the founding Directors of Umoya.
“As I delved into my research, several aspects of the organisation and its team stood out for me. It was founded through the collaboration of professionals from diverse industries, coming together to develop a ground-breaking innovation during one of the most turbulent periods of the past decade. I was particularly impressed by how the team managed to fast-track the development of the breathing device within a highly regulated industry, all while working remotely due to lockdowns. Additionally, their evolution into a for-profit organisation, while staying true to their core mission of focusing on innovations that serve underserved communities, was truly inspiring.
“I was instantly inspired by the potential of pooling resources and expertise to tackle complex social challenges at unprecedented speeds. The way innovation ecosystems were reimagined - removing barriers to progress, as we saw during the COVID-19 pandemic - showed what could be achieved when collaboration takes centre stage.
“In addition, the concept of a social enterprise was still relatively new in the South African context, and organisations in this space often struggle with the dilemma of balancing profitability and impact as they scale. I found it particularly interesting to learn how Umoya was positioning itself to navigate this challenge as it matured. These factors made me believe that Umoya’s business story was one worth telling.”
On the case writing highlights and challenges…
Thabile continued: “Given the wide range of fascinating factors surrounding Umoya, my biggest challenge was pinpointing a strategic focus that would also capture the nuanced elements of its story. It took several iterations to finalise both the theme and structure, which at times proved quite frustrating. However, I received invaluable support and feedback from the UCT GSB Case Writing Centre team throughout the entire process.
“A standout moment during the development of the case was the opportunity to sit down with Dr Craig, one of the visionaries behind Umoya’s flagship innovation, the OxERA®, and Dave Morris, who has been guiding the company’s evolution into a full-fledged enterprise. Hearing their insights into the grassroots story behind Umoya was incredibly inspiring. Collaborating with Mikael to shape the case and witnessing his unique teaching style as he presented it to MBA students was an invaluable learning experience. Finally, completing the case and seeing it taught for the first time was one of my proudest highlights.”
On teaching the case…
Mikael said: “The Umoya case is a compelling study set against the backdrop of a crisis, featuring a group of dynamic individuals working to solve an urgent problem. The combination of business, social entrepreneurship, and healthcare in an emerging economy makes it an ideal case for developing students’ capacity to analyse and solve real-world problems. We occasionally present it as a live case study, which our students consistently find valuable.”
On how the students react to the case…
Mikael added: “The students enjoy engaging with the challenge, and their emotional and rational approaches to the case inspire discussion and welcome diverse perspectives. The case's setting in an emerging market context is particularly valuable for students who want to broaden their horizons and learn about different environments.”
On case writing tips…
Mikael explained: “Writing an effective teaching case is, in my view, a collaborative effort. It requires high-quality, unique data and compelling protagonists. A strong case is built on an engaging narrative that captivates readers while allowing for multiple approaches to solutions within the same domain. It's important to avoid introducing too many unrelated concepts in the classroom, as this can complicate the learning process.”
Thabile commented: “Writing a case involves several layers, which really came together for me when I worked on the Umoya case. Through that experience, I identified the key elements of writing a strong case. The content itself is a critical aspect, but even that requires a multi-layered approach.
“First, it’s important to establish a shared understanding and alignment with the featured organisation about the purpose behind writing the case. This makes the collaboration smoother throughout the process. For upcoming cases, having a solid support structure - one that provides feedback and guidance through the various iterations - is invaluable. Working with the UCT GSB Case Writing Centre played a crucial role.
“Finally, as the case writer, having a clear conviction about why a particular business story needs to be told is essential for pushing through the challenges and ensuring the narrative stays strong.”
Final word…
Thabile concluded: “My experience as a case writer has given me a unique opportunity to explore the depth of African innovativeness, particularly at the grassroots level. It has also allowed me to engage in conversations about the role of technology in addressing some of the continent’s most pressing challenges.
“Umoya stands out as a prime example of an African startup that is not only challenging the status quo but also driving innovation and fostering inclusivity within society. Moreover, Umoya’s entrepreneurial journey demonstrates Africa’s potential to unlock new innovations by reimagining entrepreneurial and innovation ecosystems.”
Promoting Umoya
Dave said: “The reason we agreed to collaborate on the case was to share the story of what began as an experiment and to encourage others to take a similar approach. We believe this could offer a more sustainable way to create social impact than the traditional non-profit route. While we’re doing work similar to a non-profit, we’re not relying on funding in the same way. And, of course, this also serves as an opportunity to promote Umoya and its products - it’s a bit of marketing for us too.”
Shared vision
Dave added: “From the perspective of the protagonist and the company being featured, the key factor was having a clear reason for wanting the case study written. There was a strong alignment in terms of the purpose behind it - we (Umoya and the UCT GSB Case Writing Centre) were all on the same page about why it needed to be done. This shared understanding made the process much easier. It was simple for me to dedicate time to providing the authors with the information they needed, and we went through several productive iterations along the way.”
Learning from the case process
He continued: “We’re sort of an evolving story, and there’s definitely an update that could happen at some point. Since the initial collaboration to write the case, we’ve gained a much clearer understanding of how we make decisions about new products.
“Our model now is to partner with innovators to develop and trial products that already show potential for social impact. If the product proves clinically successful, we can then transform it into a commercial offering. This approach has been reaffirmed with the development of our latest products, where the social impact is considered more important than commercial viability when deciding to move forward with development. Separating the product in-use and commercial decision-making is an important step in unlocking innovative ideas. Doing this outside of a conventional business’s ‘innovation hub’ allows much swifter decision-making.”
Teaching experience
Dave concluded: “So far, I've participated in one teaching session, and I really enjoyed the experience. I received some insightful feedback from the students. After the session, I had follow-up conversations with about half a dozen of them in the canteen, so I feel like it resonated with them. As a follow-up, it would be interesting to know how it’s influenced their thinking - I’d certainly be willing to repeat the classroom exercise.”
The case
Who – the protagonist
Dave Morris, Public Officer of Umoya.
What?
Umoya was a South African social enterprise founded in April 2020 during the pandemic to develop a solution in addressing the shortage of respiratory care for COVID-19 patients.
The outcome was Umoya’s flagship product, the OxERA®, a non-invasive respiratory device which boasted improved efficiency of oxygen usage when compared to products in the market at the time.
By 2021 Umoya, working with partner organisation Gabler Medical, had the capacity to provide 15,000 units per week which were distributed to 25 hospitals in the country, including public and private hospitals.
The Umoya core team consisted of four directors - including Dave and fellow full-time medical doctor Dr Craig Parker - and eight shareholders, all working on a voluntary basis.
Why?
As COVID-19 waned, the demand for the OxERA® completely dissipated.
The device was being earmarked for other applications, such as use in patient transport like ambulances, but this still relied on a new wave of uptake.
Furthermore, if Umoya wanted to push on with the OxERA® and new devices, Dave might have to look at the enterprise’s structure, namely no offices and a core team consisting of volunteers.
When?
It was a late night in December 2022 when Dave and Umoya’s directors met on Zoom to discuss their enterprise’s next steps.
Where?
The team was spread out across South Africa.
Whilst the OxERA® primarily served patients in their country, 900 devices were sent to hospitals in nearby Zimbabwe and Zambia.
Key quote
“In isiZulu or isiXhosa, ‘umoya’ means air or wind. It has a breathing connotation, which is what suited us with the first device (the OxERA®).”
Dave Morris.
What next?
The urgent need for a respiratory device to save lives during COVID meant the development and regulatory process was condensed, leading to lower costs.
But could Umoya continue to expedite the introduction of new products at low cost when there wasn’t so much of an urgent need?
And would the OxERA® be as popular with the new uses Umoya had planned for it?
Author perspective
On reasons for writing the case…
Thabile said: “I first heard about Umoya in 2021 from a friend who was also a colleague of one of the founding Directors of Umoya.
“As I delved into my research, several aspects of the organisation and its team stood out for me. It was founded through the collaboration of professionals from diverse industries, coming together to develop a ground-breaking innovation during one of the most turbulent periods of the past decade. I was particularly impressed by how the team managed to fast-track the development of the breathing device within a highly regulated industry, all while working remotely due to lockdowns. Additionally, their evolution into a for-profit organisation, while staying true to their core mission of focusing on innovations that serve underserved communities, was truly inspiring.
“I was instantly inspired by the potential of pooling resources and expertise to tackle complex social challenges at unprecedented speeds. The way innovation ecosystems were reimagined - removing barriers to progress, as we saw during the COVID-19 pandemic - showed what could be achieved when collaboration takes centre stage.
“In addition, the concept of a social enterprise was still relatively new in the South African context, and organisations in this space often struggle with the dilemma of balancing profitability and impact as they scale. I found it particularly interesting to learn how Umoya was positioning itself to navigate this challenge as it matured. These factors made me believe that Umoya’s business story was one worth telling.”
On the case writing highlights and challenges…
Thabile continued: “Given the wide range of fascinating factors surrounding Umoya, my biggest challenge was pinpointing a strategic focus that would also capture the nuanced elements of its story. It took several iterations to finalise both the theme and structure, which at times proved quite frustrating. However, I received invaluable support and feedback from the UCT GSB Case Writing Centre team throughout the entire process.
“A standout moment during the development of the case was the opportunity to sit down with Dr Craig, one of the visionaries behind Umoya’s flagship innovation, the OxERA®, and Dave Morris, who has been guiding the company’s evolution into a full-fledged enterprise. Hearing their insights into the grassroots story behind Umoya was incredibly inspiring. Collaborating with Mikael to shape the case and witnessing his unique teaching style as he presented it to MBA students was an invaluable learning experience. Finally, completing the case and seeing it taught for the first time was one of my proudest highlights.”
On teaching the case…
Mikael said: “The Umoya case is a compelling study set against the backdrop of a crisis, featuring a group of dynamic individuals working to solve an urgent problem. The combination of business, social entrepreneurship, and healthcare in an emerging economy makes it an ideal case for developing students’ capacity to analyse and solve real-world problems. We occasionally present it as a live case study, which our students consistently find valuable.”
On how the students react to the case…
Mikael added: “The students enjoy engaging with the challenge, and their emotional and rational approaches to the case inspire discussion and welcome diverse perspectives. The case's setting in an emerging market context is particularly valuable for students who want to broaden their horizons and learn about different environments.”
On case writing tips…
Mikael explained: “Writing an effective teaching case is, in my view, a collaborative effort. It requires high-quality, unique data and compelling protagonists. A strong case is built on an engaging narrative that captivates readers while allowing for multiple approaches to solutions within the same domain. It's important to avoid introducing too many unrelated concepts in the classroom, as this can complicate the learning process.”
Thabile commented: “Writing a case involves several layers, which really came together for me when I worked on the Umoya case. Through that experience, I identified the key elements of writing a strong case. The content itself is a critical aspect, but even that requires a multi-layered approach.
“First, it’s important to establish a shared understanding and alignment with the featured organisation about the purpose behind writing the case. This makes the collaboration smoother throughout the process. For upcoming cases, having a solid support structure - one that provides feedback and guidance through the various iterations - is invaluable. Working with the UCT GSB Case Writing Centre played a crucial role.
“Finally, as the case writer, having a clear conviction about why a particular business story needs to be told is essential for pushing through the challenges and ensuring the narrative stays strong.”
Final word…
Thabile concluded: “My experience as a case writer has given me a unique opportunity to explore the depth of African innovativeness, particularly at the grassroots level. It has also allowed me to engage in conversations about the role of technology in addressing some of the continent’s most pressing challenges.
“Umoya stands out as a prime example of an African startup that is not only challenging the status quo but also driving innovation and fostering inclusivity within society. Moreover, Umoya’s entrepreneurial journey demonstrates Africa’s potential to unlock new innovations by reimagining entrepreneurial and innovation ecosystems.”
Protagonist perspective
Promoting Umoya
Dave said: “The reason we agreed to collaborate on the case was to share the story of what began as an experiment and to encourage others to take a similar approach. We believe this could offer a more sustainable way to create social impact than the traditional non-profit route. While we’re doing work similar to a non-profit, we’re not relying on funding in the same way. And, of course, this also serves as an opportunity to promote Umoya and its products - it’s a bit of marketing for us too.”
Shared vision
Dave added: “From the perspective of the protagonist and the company being featured, the key factor was having a clear reason for wanting the case study written. There was a strong alignment in terms of the purpose behind it - we (Umoya and the UCT GSB Case Writing Centre) were all on the same page about why it needed to be done. This shared understanding made the process much easier. It was simple for me to dedicate time to providing the authors with the information they needed, and we went through several productive iterations along the way.”
Learning from the case process
He continued: “We’re sort of an evolving story, and there’s definitely an update that could happen at some point. Since the initial collaboration to write the case, we’ve gained a much clearer understanding of how we make decisions about new products.
“Our model now is to partner with innovators to develop and trial products that already show potential for social impact. If the product proves clinically successful, we can then transform it into a commercial offering. This approach has been reaffirmed with the development of our latest products, where the social impact is considered more important than commercial viability when deciding to move forward with development. Separating the product in-use and commercial decision-making is an important step in unlocking innovative ideas. Doing this outside of a conventional business’s ‘innovation hub’ allows much swifter decision-making.”
Teaching experience
Dave concluded: “So far, I've participated in one teaching session, and I really enjoyed the experience. I received some insightful feedback from the students. After the session, I had follow-up conversations with about half a dozen of them in the canteen, so I feel like it resonated with them. As a follow-up, it would be interesting to know how it’s influenced their thinking - I’d certainly be willing to repeat the classroom exercise.”
