(9 pages of text)
Founded in 1973 with a vision of inclusion, integration and normalization, Monnikenheide had pioneered a series of innovative approaches to improve the quality of life of people with mental disabilities. It had introduced some of its practices to local partners in China, India and Indonesia and now had the most sought-after facilities in Belgium for families with special-needs children and other family members. At the age of 69, the co-founder of Monnikenheide felt the necessity to plan for the transition for Monnikenheide, and decided to appoint her third son to be the director of the board. Her son and the board were confronted with how to evaluate the options for the transition. Should it continue as an independent organization or join a larger group with adequate organizational capabilities? How should Monnikenheide go about meeting its financial targets? Should Monnikenheide play a bigger role globally and, if so, how?
Revolving around the transition options, students will be exposed to the innovative approaches of Monnikenheide in taking care of people with mental disabilities. Classroom debates and discussions can be geared around the two main issues of innovation and entrepreneurship. These two issues can be examined from various perspectives. The case is suitable for both MBA and undergraduate-level modules on innovation and/or entrepreneurship.
Social Advocacy Organizations
Belgium, Medium, 2013
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