AARP and AARP Services Multi-Sector Approach to Social Change Harvard Case Solution & Analysis

In 2006, AARP was one of the largest and most well-known non-profit organizations in the United States. Its membership base exceeded 38 million people, by far the largest non-profit membership base in the country. In recent years, it has affected the major federal laws on issues including health, social security and pension reform through the coordinated efforts of professional lobbyists and mass of volunteers numbering about one million. In addition, AARP Services Inc, a wholly-owned organization, taxation (earned income activities) support, managed relationships with AARP-approved enterprises, which generated over $ 500 million in royalties from health insurance, life insurance, mutual funds and other products - that makes this one of the largest social enterprises in the country. With activities in the business, philanthropic and political arenas, AARP has taken a truly multi-sectoral approach to achieving its mission to "improve the quality of life for all as we age." Despite its size, influence and visibility, AARP felt the public does not fully appreciate and understand the organization. In the face of growing public interest and media fascination with the use of business practices and market principles in the social sphere - in the category of social entrepreneurship - AARP has received relatively little attention of journalists, opinion leaders, and scholars of his enterprising approach. In addition, the organization has faced the problem of public relations for the fundamental principles of its cross-cutting model. Left unchecked, AARP knew that such allegations, regardless of their merit, could undermine its ability to achieve its long term goals. Organizations also face competitive challenges and problems of increasing internal collaboration and communication within the organization in order to increase its competitiveness and fulfill their social implications and the agenda, members value. "Hide
by James Phills, Brian Tayan Source: Stanford Graduate School of Business 23 pages. Publication Date: August 12, 2007. Prod. #: SI91-PDF-ENG

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