Strategic Planning: Human Rights Watch

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Table of Contents

Introduction
Strategy Formulation
Strategy Analysis
Strategy Implementation
Conclusion
References

Introduction

Human Rights Watch (HRW) is a non-governmental and non-profit organization dedicated to protecting human rights around the world. In terms of prevalence and representation in world countries, it has no analogs. The overall mission of HRW is also shared by the Red Cross and World Health Organization.

The company’s competitive position represents the largest coverage of countries in various areas: monitoring military conflicts, protecting access to medicine, addressing and the rights of vulnerable segments of the population. Despite the value of the mission, HRW is facing organizational challenges, predominantly caused by the COVID-19 pandemic.

Strategy Formulation

The strategy is formulated based on the mission of the organization, and its non-profit nature. Design thinking aims to gain insights into the users of an organization’s services. The bottom-up approach was chosen based on the mission of HRW to protect vulnerable populations. The main needs include access to education, medicine, assistance during conflicts and natural disasters, and the fight against discrimination.

At the moment, a successful strategy is hampered by the impact of COVID-19, which has prevented many countries from receiving timely assistance. HRW needs to become more accessible and expand its presence in more countries to address the risks of disrupting international chains.

Strategy Analysis

To identify the vulnerabilities, it is necessary to look at the company’s financial performance and conduct a SWOT analysis aimed at identifying weaknesses and threats. The value of the organization is significant as it is unparalleled in scope and scale, which is its strength, as shown in the table below.

Table 1: SWOT Analysis.

Strengths	Weaknesses	Opportunities	Treats
The values of the organization are well communicated and meet moral and ethical standards. The organization has representation in vulnerable countries.	Implementation of the basic principles of the organization may vary from country to country. The organization is not stable to global risks.	Expanding the scale of the organization will present new opportunities. Increasing risk resilience will help assist vulnerable countries.	Funding is insufficient for new initiatives. The organization is undergoing a period of post-COVID recovery.

Execution becomes a major threat as global disasters disrupt physical presence in countries where HRW is not headquartered. Scale is an opportunity for expansion, distributing the mission to more countries. Defensiveness is a major threat, as the company may not be protected from political factors in the country of presence and does not have a strategy against global threats.

Financial figures may indicate that HRW is recovering from the global pandemic. As can be seen from Table 2, the company’s total turnover has declined over the past year (HRF, 2022).

Table 2: Financial Statements. Human Rights Watch (HRW). (2022). Consolidated financial report. Human Rights Watch, Inc. and Subsidiaries.

	2022	2021
Cash and cash equivalents	$37,221,783	$38,327,353
Contributions receivable, net	$22,837,169	$18,202,488
Prepaid expenses and other assets	$4,724,898	$3,601,894
Investments	$167,472,898	$189,446,174
Property and equipment, net	$6,461,026	$7,209,018
Total assets	$238,717,697	$256,604,927

Looking at the overall scale presented in the figure below, it can be concluded that the overall financial performance is declining (HRV, 2020; HRV, 2022). The strategy proposed for implementation favors additional funding over increased representation, as it will affect a larger number of investors. The organization’s next steps should be an analysis of the countries most in need of HRW’s physical presence and the direct deployment of headquarters there.

Human Rights Watch (HRW). (2020). Consolidated financial report. Human Rights Watch, Inc. and Subsidiaries.

Strategy Implementation

HRW will be able to implement the proposed strategy as it meets all the key parameters for success. Despite its size, the company is aligned externally and internally and is represented by a strong leader with a clear vision. The ability to implement was proven by the company’s previous experience, which was successful even in disadvantaged countries.

The architecture may not be sufficient due to the interruption of international links, but the ability of the company to operate even during armed conflicts proves the opportunities to adapt. Finally, HRW is responsible and agile, assisting even in the most difficult regions.

Conclusion

HRW is facing difficulties due to the impact of the COVID-19 pandemic. The financial performance of a non-profit organization is slightly reduced due to difficulties in organizing activities in some countries. However, the company needs to address new conditions and expand its influence in more countries through a physical presence. Such a strategy would attract new investors and respond to the core mission of HRW in protecting vulnerable populations.

References

Human Rights Watch (HRW). (2020). Consolidated financial report. Human Rights Watch, Inc. and Subsidiaries. Web.

Human Rights Watch (HRW). (2022). Consolidated financial report. Human Rights Watch, Inc. and Subsidiaries. Web.

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