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Thumbnail image for product with reference number 9B18M130
Institute on Aging: When Non-Profits Operate Like For-Profits
Case
-
Reference no. 9B18M130
Subject category: Strategy and General Management
Authors: James Pike (Claremont Graduate University); Vijay Sathe (Claremont Graduate University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-09-17
Length: 15 pages
Data source: Field research
Topics: Elderly; Senior care; Nursing homes; Health care; Non-profit management; Non-profit strategy; General management/strategy
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Abstract

In 2012, the Institute on Aging, a US non-profit organization that served seniors in San Francisco, appointed a new chief executive officer (CEO). His mission was to salvage the organization, which was close to bankruptcy. His strategy was to consolidate services and pursue geographic expansion. Through these efforts, net income rose steadily and gross revenue increased from USD28.7 million in 2012 to USD45.2 million in 2017. However, not every outcome was positive. Morale among the line staff had suffered, and the senior leadership raised questions about the long-term business model that the organization should adopt. What more could the CEO do to help the Institute on Aging, an organization that straddled the public and private sectors?
Location:
United States
Industry:
Other services
Size:
Large
Other setting(s):
2017
Thumbnail image for product with reference number 8B18M130
Institute on Aging: When Non-Profits Operate Like For-Profits
Teaching note
-
Reference no. 8B18M130
Subject category: Strategy and General Management
Authors: James Pike (Claremont Graduate University); Vijay Sathe (Claremont Graduate University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-09-17
Length: 8 pages
Data source: Field research
View full details

About

Abstract

In 2012, the Institute on Aging, a US non-profit organization that served seniors in San Francisco, appointed a new chief executive officer (CEO). His mission was to salvage the organization, which was close to bankruptcy. His strategy was to consolidate services and pursue geographic expansion. Through these efforts, net income rose steadily and gross revenue increased from USD28.7 million in 2012 to USD45.2 million in 2017. However, not every outcome was positive. Morale among the line staff had suffered, and the senior leadership raised questions about the long-term business model that the organization should adopt. What more could the CEO do to help the Institute on Aging, an organization that straddled the public and private sectors?

Settings

Location:
United States
Industry:
Other services
Size:
Large
Other setting(s):
2017

Related

Thumbnail image for product with reference number 8B18M130
Institute on Aging: When Non-Profits Operate Like For-Profits
Teaching note
-
Reference no. 8B18M130
Subject category: Strategy and General Management
Authors: James Pike (Claremont Graduate University); Vijay Sathe (Claremont Graduate University)
Published by: Ivey Publishing
Originally published in: 2018
Version: 2018-09-17
Length: 8 pages
Data source: Field research
View full details