DESCRIPTION: The year was coming to a close, and the founders of Operation ASHA (OpASHA), Sandeep Ahuja, CEO, and Shelly Batra, President, were looking back on their accomplishments — 2012 had been a great year for the non-governmental organization (NGO). OpASHA had won the Wall Street Journal Technology Innovation Award for the health care category. Bill Gates tweeted “@MSFTResearch has teamed up with @OperationASHA to fight#TB in India. Better data = better outcomes.”
The publicity enhanced OpASHA’s profile, but Ahuja and Batra worried about sustainability. While the government of India provided funding for diagnostics and medicines, financial support for health care start-ups was rarely offered. Funding gaps constrained scalability. Lobbying the government for support was one route, but Ahuja wondered if OpASHA could leverage its key assets and capabilities to generate additional sources of revenue.
After reading and discussing this case, students should be able to:
- Examine OpASHA’s service delivery model and explain why the model works.
- Explain how OpASHA decides how many providers it needs in a community.
- Analyze how OpASHA’s eCompliance system helps it to track patient status in real time and quickly scale to new communities.
- Provide strategy recommendations on how OpASHA can maintain financial sustainability.
Secondary Tags: Business and Society; Government & Policy; Healthcare
Sales Rank: #128