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Need for preventive health care: To comprehend the contribution of preventive health care in improving the health quotient. Sri Sathya Sai Sanjeevani Hospital (SSSSH) and its initiative is an apt example of the wonder which preventive care can bring in the context of rural health. Community participation: The case can be instrumental in showing the pathway to encourage community involvement in mainstream health by promoting the holistic model of SSSSH that understands mothers and children's health profile and needs, especially in the unreached rural segments of an emerging economy like India. Importance of healthy childhood: World Health Organization (WHO) promotes the school health programme to prevent health risks among children by inculcating healthy behaviours during childhood. The successful SSSSH model proves that it is implementable by integrating comprehensive health education modules in the existing institutions for medical care.

The challenge of a healthy childhood is inadequate availability and accessibility of quality care. Non-awareness of the parents is also a significant reason for the children who miss the benefit of a happy childhood. While much is planned by the Government and some part of it being executed, this case highlights the effectiveness of the maternal and child health programme executed by the Sri Sathya Sai Sanjeevani Hospital (SSSSH). This initiative fulfills the dire need of ensuring the preventive healthcare component leading to safe motherhood and safe birth of healthy children. Further, the case is also the culmination of pin-pointed innovative awareness activities such as school health screening and the Divine Mother and Child Health Program (DMCHP). It opens up the discussion on the current model of health care followed by SSSSH, Raipur, and its impact in the local areas to decide on its expansion across the country for nationwide implementation.

Bachelors in Business Administration, MBA, Executive MBA, Post Graduate Diploma in Healthcare Management

Teaching notes are available for educators only.

CSS 2: Built Environment.

The information presented in this case was gathered through interviews and observations carried out during the time Ms Joy attended the Initiative for A Competitive Inner City business support program in 2017. In addition, focus groups that took place after the program provided important information and insights into her decision-making process and business goals. Additional interviews were conducted in 2018 and 2019 after the business program ended to gain in-depth knowledge of Ms Joy’s entrepreneurial journey.

This case details the experiences of Winsome Joy in recognizing market opportunities in the child care industry and then expanding into the educational materials industry. The case focuses on challenges related to founding and sustaining her business and the ways in which Ms Joy engaged in “opportunity recognition” and “effectuation” to become a successful entrepreneur. The case points out the challenges of the child care and early education field in terms of professional training, hiring practices and retaining qualified staff. It provides an aspirational role model who has overcome these challenges by finding and recognizing new market opportunities.

This case is relevant for undergraduate and graduate courses in entrepreneurship.

The subject area is entrepreneurship.

Graduate and executive education level in leadership, entrepreneurship and strategic management are used to discuss leadership, entrepreneurship and strategy in health services.

This case talks about the passionate journey of a pediatrician practicing in the Mumbai city of India, who as an individual private practitioner is contributing to the fulfilment of the global health agenda and the fourth Millennium Development Goal (MDG) – “reduce child mortality”. His vision is to make quality and affordable expert pediatric care accessible to all the individuals, right from pre-birth to adulthood. Surya Mother and Child Care Hospital (SMCH) is being strengthened as a nation-wide network of mother and child hospital offering patient/consumer-centric integrated collaborative quality care, and it needs to be seen how this model can be made sustainable as it enlarges in scale for the future.

The case is structured to achieve the following learning outcomes: to understand about effectuation as a logic for entrepreneurial success through the lens of Dr Avasthi and his venture SMCH; To understand and apply Porter’s Principles of value transformation that essentially focus on outcome-driven cost-efficient work practices in a collaborative integrative fashion, where transformation must come from within (some practices suggested can be applied to the Indian Healthcare Services Delivery systems); to critically analyze the overall strategic position of SMCH as an organization and its competitive environment; to discuss the factors influencing health-care delivery capacity build up, given the MDGs 2015, Every Newborn Action Plan and Indian Newborn Action Plan framework, as applicable to India; and to discuss and analyze mechanisms for future sustainable service delivery options for SMCH. Although each of these principles is important, possibly, the instructor could emphasize and encourage more discussions on potential models of shared partnerships that can help quality health-care services reach the unreached and the incorporation of technology in achieving this. The learning process can also facilitate discussions about leadership qualities in the creation of health-care entrepreneurs, for the “Change That They Would Want To See”.

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CSS:3 Entrepreneurship.

This case is to familiarize students with the peculiarities of social enterprises (SEs). They would be able to recognize that SEs are hybrid organizations that merge a social purpose with the managerial logics of business ventures. Because of this dual nature, social entrepreneurs need to balance their social aim and the financial viability of the project when analyzing different ways to grow the business, as well as understand and address internal tensions that arise because they have to deal with diverse stakeholders. At the end of the analysis, students would have clear that social and commercial ventures respond to different logics, and therefore, require different managerial models.

Andrea Meoño was the founder of Hope Home, a center for early childhood education in San José, Costa Rica. The goal of the center was to provide education and daily care to children of disadvantaged families, especially single mothers for whom it was a real challenge to maintain a permanent job to sustain their children, and at the same time, provide them with adequate care and attention. After five years of operating the center, Andrea had to figure out the best way to grow her business, ensuring financial sustainability while keeping true to her original purpose of helping vulnerable mothers by providing their children with excellent educational opportunities.

Master’s and Master of Business Administration students taking a course on social entrepreneurship.

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CSS 3: Entrepreneurship

Social entrepreneurship/innovation.

Basic to advanced level.

This case introduces students to the context of social innovation and social entrepreneurship. Societies are facing new challenges that will require innovative solutions. In our society, social needs are addressed in a variety of different ways. Some of these needs are addressed mainly through public organizations, some in private spheres through associations or businesses, and others in informal organizations or maybe not at all. As changes occur in our society, the current practices we use to meet our needs will not necessarily be the same practices we use to meet our needs in the future. In response, a number of initiatives are emerging. This case describes the process of such a new initiative.

Students need to understand what social innovation is; in how many ways it manifests; and why it is a multi-disciplinary field. Students need to understand the difference between for-profit and not-for-profit organizations and which challenges they are effective in addressing (context dependency). Students need to understand, describe and discuss the process and methods of developing social entrepreneurship and social innovations using the House of Plenty Social Innovation Model as a case. Students need to understand and discuss the main challenges that not-for-profit social innovations face in securing financial sustainability and in scaling up using the House of Plenty Social Innovation Model as a case.

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CSS 3: Entrepreneurship.

This trio of cases is appropriate for upper-level undergraduate classes or for postgraduate programs in non-profit management, leadership and community development, international development, global studies, women’s and gender studies and social entrepreneurship. It allows the instructors and students to engage with classical leadership tenets and emerging social entrepreneurship literature. Upon completion of the case study discussion and assignments, students will be able to: identify diverse obstacles that African women face in starting social enterprises; understand the ways that African women leaders build a social dimension to their enterprise; and identify characteristics of women’s leadership and critique the value of women’s leadership for establishing sustainable social enterprises.

The case stories of the three African social enterprises portray how female leaders have fostered sustainable organisations through prioritising social, over economic and governance investments. Martha Letsoalo, a former domestic worker, founded the Heartfelt Project in South Africa, which now employs fifteen women, ships products all around the world and enriches the community of Makapanstad with its workshop, training and education centre. Victoria Nalongo Namusisi, daughter of a fisherman in rural Uganda, founded Bright Kids Uganda, a thriving care facility, school and community centre that educates vulnerable children, empowers victims of gender-based violence and distributes micro-loans to female entrepreneurs. Gertrude, abandoned in Lusaka, Zambia, founded Chikumbuso, a home of resilience and remembrance to educate children and offer women employment in a cooperative business. Each case documents the founding years of the social enterprise and outlines some of the shared women’s leadership approaches. The case dilemma focuses on why and how women start social enterprises in socially and economically difficult contexts.

This trio of cases is appropriate for undergraduate or graduate-level programs in non-profit management, leadership and community development, international development, global studies and social entrepreneurship.

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CSS 3: Entrepreneurship.

Teaching notes are available for educators only.

The North Side Children' Agency (NSCA) was a twenty-three-year-old nonprofit organization founded to serve very low-income working parents who qualified for income-based government child care subsidies. In support of its mission, the NSCA operated year-round, full-day child care programs at seven different sites for children from six weeks through twelve years of age. It employed a standard nonprofit governance model with a volunteer board of directors, each of whom was assigned to one of six committees, which functioned quite independently. After years of success, in 2004 the NSCA faced a serious cash shortage and its first deficit in a decade. Board members were not only surprised by the crisis but also unprepared to deal with the short- and long-term issues it raised. Board members required strong leadership to organize them to identify the causes of the crisis and think strategically about the organization' response.

Anticipate how changes in the external environment and government policy can have an impact on a nonprofit' operations and mission Identify ways to organize governance to maximize effectiveness and minimize blind spots Use strategic thinking to identify causes of a crisis and potentially redefine a nonprofit' mission Identify the lack of control over funding and the overreliance on one funding source as primary pitfalls of nonprofits that deliver services paid for by the government

Entrepreneurship, Marketing management, Consumer behaviour

Undergraduate students, taking courses of entrepreneurship, marketing management and/or consumer behaviour that cover the topics related to entrepreneurial challenges, institutional support, growth strategy, market segmentation and marketing promotion strategy.

This case demonstrates the dilemma of a founder, cum entrepreneur dealing with the issue related to a change in operating days that would affect her business profitability in the kindergarten industry. The case begins with the problem faced by Azizah Ayob, the founder and entrepreneur of Taska Kyrana when she hears that the state minister of Johor has announced that business operation days will be changed from Sunday to Friday with effect from 1 January 2014. The change would be applicable to government institutions in the state. However, businesses and corporations in the private sector can choose to continue observing Saturday-Sunday weekends or switch to the new official rest days of Friday-Saturday. As customers of Taska Kyrana consist of parents working in public and private sectors, as well as Singaporean parents, Ayob needs to choose either to follow the state requirement or to maintain the usual operation days.

Using this case, the students should be able to understand the need for institutional support for an entrepreneur; understand a possible growth strategy to cope with the volatile situation; understand the importance of a proper segmentation strategy to target the right group of customers; and understand the importance of a promotional strategy to attract new customers and to retain the existing one in a volatile situation.

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CSS 8: Marketing.

Mission and vision for strategic management of non governmental organizations.

This case can be used for strategic management course (with a focus on vision and mission), particularly for the management of non governmental organizations (NGOs) (with a focus on discovering and defining directions).

Shraddhanand Mahila Ashram completed 83 years of its existence in 2011. Sharadhanand Mahila Ashram has been managed by the Hindu women's welfare society. The organization for the last eight decades has been caring for destitute women, orphans up to six years old, and caring for girls till they reached 18 years of age. The Ashram has also been taking care of mentally and physically challenged orphans. The Ashram over the years changed its policies and practices to be in tune with the social requirements in the changing environment. Up to the close of the first decade of the 21st century the Ashram had been providing traditional training to the young ladies and then subsequently would marry them. In the last two decades beginning 1991, because of the economic development of India and the economic integration of India with the West, cultural changes had transpired in Indian society. Women in general have been becoming more empowered and economically independent. Given this context the committee members of the Ashram were contemplating on the future guidance to the girls of the Ashram for making them empowered and independent individuals. This would shift the established policies and practices of the Ashram and lead to a new vision.

The case would help students to reflect on the significance of mission and vision statement of an NGO. The case would further help students to understand the day to day working practices of an NGO as derived from mission and mission statements. The students will be able to comprehend the need for review and change in mission and vision statements. The students will also be able to understand how mission and vision statements aligned to the organizational practices and policies impact at ground zero and above.

Teaching notes are available.

To analyze and personally relate to an individual having faced a quarter-life crisis; to define how environmental factors influence the person’s career priorities; to analyze the causes of career-family conflicts; to comprehend another gender’s position and concerns; and to originate ideas for prospective career development.

The case study presents a career management dilemma of a PhD candidate, senior lecturer at the Almaty Management University, Kazakhstan and a married mother of two small children. Having faced a kind of quarter-life crisis and the pressures of a traditional society with gendered career trajectories, the protagonist (33) is challenging her initial plan of an academic career that sees gradual promotion and progress and has to make a difficult decision about her professional and personal identity amidst the realities of a newly emerging and transitional economy.

Master’s level

Teaching notes, company’s organizational charts, protagonist’s curriculum vitae, PowerPoint slides with the protagonist and her classmates’ pictures.

CSS 6: Human Resource Management.