In 1998, Klaus Leisinger and Karin Schmitt of the Novartis Foundation for Sustainable Development in Basel, Switzerland, a sociologist who help with the launching of a pilot program in Tanzania with the crisis of wanted to employ more than 8 million approached HIV / AIDS orphans in sub-Saharan Africa. The proposed program was unusual in that it experienced the psychological and social trauma these children addressed. The other unusual aspect of this inquiry was that Novartis in this t … Read more »

In 1998, Klaus Leisinger and Karin Schmitt of the Novartis Foundation for Sustainable Development in Basel, Switzerland, a sociologist who help with the launching of a pilot program in Tanzania with the crisis of wanted to employ more than 8 million approached HIV / AIDS orphans in sub-Saharan Africa. The proposed program was unusual in that it experienced the psychological and social trauma these children addressed. The other unusual aspect of this inquiry was that Novartis did not make the second largest pharmaceutical company in the world, sell or distribute any products associated with HIV / AIDS. Novartis and its charitable foundation was committed to supporting the needy in developing countries, however. Leisinger and Schmitt does not believe that “with money” out solutions to problems, rather they were looking for innovative ways to address problems and crises. But given the unusual nature of the request Leisinger and Schmitt had to decide whether the Foundation should help you start this program.
This is a Darden case study.
«Hide

from
Pat Werhane,
Jenny Mead
Source: Darden School of Business
9 sides.
Release Date: 27 February 2008. Prod #: UV1149-PDF-ENG
The Novartis Foundation for Sustainable Development: Combating HIV / AIDS and poverty in South Africa (A) HBR case solution

[related_post themes="flat"]