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Harvard University > John F. Kennedy School of Government > Case Program This file was last updated on 24-May-2001 . Email the Case Program. |
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A
small group of leading pediatric researchers from around the U.S. form
a new non-profit with a clear, if far-reaching, mission—to improve
healthcare for children across the country, particularly those who are
poor and poorly-served. They plan on doing so by having a direct and lasting
effect on the ways doctors and other caregivers go about their work in
thousands of doctors’ offices around the country where most children
receive their care. But they also seek novel means to support their work.
Based on the model of an existing healthcare non-profit, they plan to
earn their way to national recognition by selling their services. This
case details the beginnings and first year of their efforts, at the end
of which they find themselves struggling to define not only who their
"customers" are but also the services and products they intend
to sell as the means of ensuring their new organization’s survival.
The case raises questions about the strategic management of non-profits
and, in particular, the application of entrepreneurial strategies to problems
in the public sector.