Frontline AIDS provides a vulnerable population with important and life-saving services. According to its website, the establishment responds to AIDS and HIV by working with marginalised individuals who are denied treatment by other organizations (Frontline AIDS, no data, para. 2). The given entity does its best to identify strategic drivers and align its directional strategies with them. Thus, the paper will comment on whether the organization has coped with the task.
One should state that the strategic drivers were formulated in 2012. They included global power dynamics, shifts in the target population dynamics, increasing focus on quantifiable results, the end of AIDS exceptionalism and improvement in technology (Johnson, 2012, pp. 702-705). Further, the International HIV/AIDS Alliance (2016, p. 5) turned them into four directional strategies that typically reflected the drivers above.
According to Ginter, Duncan and Swayne (2018, p. 209), such strategies are useful since they determine the organization’s future vision. Simultaneously, it is reasonable to rely on SAFE to evaluate these initiatives (Wittington et al., 2019, p. 371). In general, the strategies are useful since they focus on the existing challenges and address the target population. It is so because the organization admits the necessity to intensify its activity against the worsened economic background.
However, an issue occurs because not every strategic formulation addresses practicality. For example, Result 3 states that the organization will expand its services in hostile environments, but a practical aspect of how it can be achieved is not covered (International HIV/AIDS Alliance, 2016, p. 5). It is possible to mention that some directional strategies imply inefficiencies.
In conclusion, one can state that the strategic drivers have been successfully developed into the four directional strategies. It is so because the strategic strengths outweigh possible weaknesses, and a strategy evaluation tool supports this claim. That is why one can admit that Frontline AIDS will manage to benefit from the stipulated strategies to link theory to practice and achieve successful results in serving the target population.
Reference List
Frontline AIDS (no date). Who we are. Web.
Ginter, P. M., Duncan, W. J. and Swayne, L. E. (2018) Strategic management of health care organizations. 8th edn. Hoboken, NJ: John Wiley & Sons.
International HIV/AIDS Alliance (2016) Our strategy updates 2016-2020: HIV, health & rights – sustaining community action. Web.
Johnson, G. (2012) Case study International HIV/AIDS (B): a strategy for 2020. International HIV/AIDS Alliance.
Wittington, R. et al. (2019) Exploring strategy: text and cases. 12th edn. Harlow: Pearson Education.