Beyond Support: Ensuring Sustainable Independence – The Exit Strategy of Aarohan from Women’s Empowerment Programmes

This case examines the strategic challenge faced by Rani Patel, founder of Aarohan, an NGO dedicated to empowering marginalized women, particularly ragpickers, through education, vocational training and entrepreneurship. Over the years, Aarohan has trained more than 2,000 women in trades such as tailoring, housekeeping and beauty services, with support from CSR funding from organizations such as Tenneco. The organization had also impacted a large number of underprivileged children and transgender individuals through a range of inclusive programmes. As the initiative gained momentum, Patel faced a critical dilemma: how to ensure the long-term sustainability of these women-led microenterprises as Aarohan prepared to scale back its direct involvement. Marketing Head Ashish Gupta presented a five-pillar strategy focusing on financial literacy, digital marketing, legal guidance, mentorship and market access. He also suggested leveraging business school interns to strengthen outreach and branding. However, Patel remained concerned: would these women maintain their independence and resilience without continued NGO support? Should Aarohan encourage collective models such as self-help groups (SHGs) or cooperatives to strengthen sustainability? Set within India’s dynamic CSR ecosystem, the case prompts discussion of sustainable NGO exit strategies, women’s economic empowerment and the building of systemic capacity in underserved communities. It encourages learners to think critically about designing scalable and inclusive social enterprises whilst navigating the tension between external guidance and self-sufficiency in social impact programmes.