WORLD VISION INTERNATIONAL'S AIDS INITIATIVE: CHALLENGING A GLOBAL PARTNERSHIP - CASE ANALYSIS This paper analyses the case "World Vision International's AIDS Initiative: Challenging a Global Partnership" (Bartlett and Curran 1-23). The case analysis is presented as responses to three questions and a proposed strategy for World Vision through 2010.
What Strategies Did World Vision Follow over the Course of the World Vision AIDS Initiative Case?
In addition to identifying the strategies followed by World Vision, several sub-questions are addressed. The sub-questions are as follows:
What drove the changes in direction from one strategy to another?
Considering only evidence presented in the case, how successful has the organizational strategies been?
How has the organization's non-profit status affected its strategy choices?
The identification of the strategies implemented by World Vision International and the three sub-questions stated above are discussed together in relation to each strategy. The organization's strategies are identified and discussed below.
The Shift from Entrepreneurial Strategy to Corporate Strategy
The initial strategy shift at World Vision occurred toward the end of the 1960s. By this time, the organization had outgrown its entrepreneurial roots (Bartlett and Curran 2). The action-oriented entrepreneurial leadership so essential to the establishment and initial growth of World Vision threatened the future viability of an organization that needed to pl
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