IngCare: Tough Choices for Social Entrepreneurship

What is unique about innovation in a social entrepreneurship setting compared to that of general entrepreneurship? The IngCare case serves as an illustration of these disparities across multiple dimensions, including its founding mission, entrepreneurial methods, organizational mechanisms, and growth trajectories. IngCare's founding mission was to leverage technological tools to enhance the quality of autism rehabilitation and ensure accessibility to professional rehabilitation services for every child. Over eight years on since its establishment, IngCare had undertaken various initiatives, such as developing a cloud classroom for training autism rehabilitation teachers and introducing the VB system for assessing autistic children's skills. However, the VB system faced criticism from many institutions that used it. In response, IngCare established its own rehabilitation centers to showcase and advocate for applying the VB system. This transition marked IngCare's shift from solely a product and service provider to an operator of offline rehabilitation facilities. As of early 2022, IngCare operated two primary business segments: 15 directly operated high-end institutions and external empowerment. Both business segments faced enormous growth opportunities, but the associated challenges were also daunting. Being aware of IngCare’s limitations in resources and capabilities when striving for simultaneous excellence in both realms, the founding team found themselves at a strategic crossroads. Should their forthcoming strategic focus revolve around expanding rehabilitation institutions or empowering the industry through selling digital products and services?