Subject category:
Strategy and General Management
Published in:
2012
Length: 28 pages
Data source: Field research
Abstract
This case describes the strategic challenges faced by a unique non-profit organisation that was founded in South Africa to pioneer an innovative approach to controlling the spread of HIV/AIDS through prevention of mother-to-child transmission (PMTCT) of HIV in developing countries. The founders recognised that poor uptake of PMTCT services in low-income countries was not solely an issue of access to limited resources but also a number of psycho-social factors which prevented HIV-positive women from seeking treatment. Based on extensive interviews and internal data, the case describes the unique peer mentoring model developed by mothers2mothers which not only significantly improved outcomes but trained and empowered many of the women involved. The success of mothers2mothers led to their rapid growth within South Africa and then across a number of African countries. The case centers on the strategic challenge m2m faced in Kenya in 2010 where the United States Agency for International Development (USAID - the largest funder of m2m programs) was encouraging them to modify their direct delivery model to work with the Kenyan Ministry of Health through their national health system. The case describes the internal debate over issues such as mission, scope, quality, risk and the impact on the m2m brand. Students are presented with four broad strategic options and are asked to evaluate these and, based on their decision, prepare an action plan for presentation at a joint meeting of USAID and the Ministry. The case gives students the opportunity to analyse the operations of an innovative social enterprise and understand why they were successful in dealing with a disease that affects over 400,000 babies a year worldwide. They learn about the challenges of growth for a social enterprise and how a relatively small organisation can have a major impact on public policy and processes. They experience the internal debate over whether m2m should continue with its successful direct delivery model or modify it to broaden their reach and potentially help many more women and children. Based on their conclusion they are then asked to develop an action plan which will be acceptable to two key stakeholders.
Location:
Industry:
Size:
1501 employees
Other setting(s):
April 2009
About
Abstract
This case describes the strategic challenges faced by a unique non-profit organisation that was founded in South Africa to pioneer an innovative approach to controlling the spread of HIV/AIDS through prevention of mother-to-child transmission (PMTCT) of HIV in developing countries. The founders recognised that poor uptake of PMTCT services in low-income countries was not solely an issue of access to limited resources but also a number of psycho-social factors which prevented HIV-positive women from seeking treatment. Based on extensive interviews and internal data, the case describes the unique peer mentoring model developed by mothers2mothers which not only significantly improved outcomes but trained and empowered many of the women involved. The success of mothers2mothers led to their rapid growth within South Africa and then across a number of African countries. The case centers on the strategic challenge m2m faced in Kenya in 2010 where the United States Agency for International Development (USAID - the largest funder of m2m programs) was encouraging them to modify their direct delivery model to work with the Kenyan Ministry of Health through their national health system. The case describes the internal debate over issues such as mission, scope, quality, risk and the impact on the m2m brand. Students are presented with four broad strategic options and are asked to evaluate these and, based on their decision, prepare an action plan for presentation at a joint meeting of USAID and the Ministry. The case gives students the opportunity to analyse the operations of an innovative social enterprise and understand why they were successful in dealing with a disease that affects over 400,000 babies a year worldwide. They learn about the challenges of growth for a social enterprise and how a relatively small organisation can have a major impact on public policy and processes. They experience the internal debate over whether m2m should continue with its successful direct delivery model or modify it to broaden their reach and potentially help many more women and children. Based on their conclusion they are then asked to develop an action plan which will be acceptable to two key stakeholders.
Settings
Location:
Industry:
Size:
1501 employees
Other setting(s):
April 2009