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Hospice Care Association: Turnaround of a Healthcare Nonprofit Organization

Author

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  • Adel Dimian

    (Singapore Management University, Singapore)

  • Anne-Valerie Ohlsson

    (Singapore Management University, Singapore)

Abstract

This is the case of a Singapore-based nonprofit organization in need of strategic turnaround. Funding changes from the Singapore government were the primary cause of Hospice Care Association's (HCA) critical financial situation. Additionally, staffing response to changes in operations was severe and negative. Dr. Akhileswaran is thrust into a position of leadership that initially overwhelms and surprises him, given that his expected role — and the role he had agreed to take on — was that of Medical Director. The urgent need for the organization was strategic leadership, without which it is very likely that HCA would not be able to sustain its mission, and would have to close its doors. That outcome would result in patients not being treated in their final year of life; something Dr. Akhileswaran was not able to accept as Medical Director. The relevance and difficulty of achieving a nonprofit mission, and the need for strategy and strategic leadership were key elements in this situation.

Suggested Citation

  • Adel Dimian & Anne-Valerie Ohlsson, 2013. "Hospice Care Association: Turnaround of a Healthcare Nonprofit Organization," Asian Case Research Journal (ACRJ), World Scientific Publishing Co. Pte. Ltd., vol. 17(01), pages 161-180.
    • Handle: RePEc:wsi:acrjxx:v:17:y:2013:i:01:n:s0218927513500077
    DOI: 10.1142/S0218927513500077
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