In March 2024, Anil Nair, the CEO of St. Jude ChildCare Centres (St. Judes), Mumbai, India, was preparing to meet the board of trustees with a strategy. St. Judes, an NGO, had two initiatives: 1) Providing a free ‘Home Away from Home’ (HAH) to under-privileged children undergoing cancer treatment and their accompanying families. Nair looked forward to adding 200 more children at their newest centre, but the demand for places was still higher than they could accommodate. 2) St. Judes for Life (SJFL) aimed to reintegrate cancer-free children (Judians) into the mainstream to lead lives as thriving adults. However, very few Judians availed of this facility. How could Nair navigate the complex HAH shortfall and tweak the interconnections of SJFL toward success?
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