Beyond profit

646 views

Published on

Some things commercial business can learn from social enterprise

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
646
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
13
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Beyond profit

  1. 1. Beyond Profit:Lessons from Social Enterprise
  2. 2. A story about a man and $27 "looking for the most timid."
  3. 3. Simply a good brand or a great model? "Shameless Exploitation in Pursuit of the Common Good".
  4. 4. Towards a definition: Conditions necessary Entrepreneurial context Sub-optimal equilibrium Entrepreneurial characteristics New equilibrium The pursuit of “mission-related impact.”Social Entrepreneurship: The Case for Definition, Stanford Social InnovationReview Spring 2007Roger L. Martin & Sally Osberg
  5. 5. The importance of definition..“Social entrepreneurship…combines the passion of a socialmission with an image of business-like discipline, innovation, and determination commonly associated with, for instance, the high-tech pioneers of silicon valley” (Dees (1998, p1))
  6. 6. Some Stats, Trends and Big Society
  7. 7. Income spectrum The sector overview
  8. 8. The Sector: Some facts 62,000 Social Enterprises in the UK 1 Civil Society was estimated to have contributed £147 Billion to the economy in 2007/082 £77bn contribution by social enterprise activity3 78.6% ave growth 4 56% increased TO (20% reduced TO) vs SME’s where 28% increased (48% reduced) 51. 2009 Annual Survey of Small Businesses (ASBS)2. Singh, A. ‘The Civil Effect’ (2010)3. The UK Civil Society Almanac4. RBS SE100 Data Report 20105. IFF Research, 2009, BERR SME Business Barometer February 2009, Department for Business,Enterprise and Regulatory Reforms (BERR)
  9. 9. The Sector Size 3% 7% 4% 11% 16% <£10K £10k-£50K £50K-£100K £100K-£250K 20% £250K-£1M 16% £1M-£5M £5M-£10M £10M + 23%Source: State of social enterprise survey 2009 Social enterprise coalition
  10. 10. The Sector overview Sector sizeSource: State of social enterprise survey 2009 Social enterprise coalition
  11. 11. A societal shift? Trends Embedded Random Acts of Generosity Kindness Status Fixes – Generation G Generosity,Connectivity, Green www.trendwatching.com
  12. 12. The route cause
  13. 13. Changing trends TrendsIn 2006, ‘strong financial performance’ was the third most important factor for USconsumers in determining corporate reputation. By 2010,‘transparent and honestpractices’ and ‘company I can trust’ were the two most important. (Source: EdelmanTrust Barometer, 2010.)71% of people buy brands from companies whose values are similar to their own.(Source: Young & Rubicam, August 2010.)“87% of UK consumers expect companies to consider societal interests equal tobusiness interests, while 78% of Indian, 77% of Chinese and 80% of Brazilianconsumers prefer brands that support good causes”. (Source: Edelman, November2010.) www.trendwatching.com
  14. 14. • Empowering individuals and communities• Encouraging social responsibility• Creating an enabling and accountable stateEast End Prints
  15. 15. What can we learn? What can we learn?
  16. 16. 1 The importance of purpose Purpose and passion What are Economic you best engine at? Source: Jim Collins: Good to great
  17. 17. 1 The importance of Purpose • Involving young people at the front end of the creative process • Key proposition is Co-Creation • Applying youth marketing, to one of the most enduring of challenges, helping young people to fulfil their potential •Annual turnover: £2 million •Doubled in size in 2010 •100% traded income •25% of profits into bursaries • Clients include: Google, Coke, PlayStation, BBC, Home Office, O2 and C4
  18. 18. 1 The best place to work?
  19. 19. 1 What is your purpose? Focus on what you stand for not what you do 1. Be inspiring to those inside the company. 2. Be something that could be as valid 100 years from now as it is today. 3. It should help you think expansively about what you could do but arent doing. 4. Help you decide what not to do. 5. Authentic to your company/brand. Companies that fail on this count are often the ones that really dont stand for anything and never will.
  20. 20. 2 Innovation & creativity • Deep understanding of target audience • Social entrepreneurs observe, experience, question, challenge • Relentless determination to change driven by purpose • Skilled at re-directing, using and regenerating under- used, abandoned, redundant or derelict human and physical resources • Work in creative partnership with multiple organisations
  21. 21. 2 Innovation & creativity • FoodWorks brings together young volunteers, surplus food and an idle kitchen space to create nutritious meals for people affected by food poverty in the community. • Triple donation model has allows nutritious meals at a low cost.
  22. 22. 2 Innovation is learned skill “Close to 80% of innovation thinking is learned and acquired... its like exercising your muscles -- if you engage in the actions you build the skills” Hal Gregersen Skills include: • Associating, questioning, observing, experimenting and discovering.
  23. 23. 3 things you can do to be more2 innovative • Identify a problem and write nothing but questions about it for 10 minutes a day for 30 days • Identify a business, customer, supplier, or client, and spend a day or two observing • Set aside 30 minutes a week to talk with a contact you wouldnt normally talk to
  24. 24. 3 Ownership & employee participation Efficiencies through ownership • Employees have a stake in the outcome • Workers come from the community itself • Employees are often the benefactors • Input is directly related to output
  25. 25. 3 Ownership and participation • 1 farmer...8000 landlords • £800K community shares
  26. 26. 4 Organisational alignment Purpose People Activity Impact Measures
  27. 27. 4 Sustainable communities
  28. 28. 4 Measurement & Social Return • 86% of social enterprises report on impact of activities 1 • Evaluation is thought of at the earliest stage – What do we want to do and how will we measure it? • Anticipatory rather than retrospective evaluation • Real time evaluation 1. RBS SE100 Data Report 2010
  29. 29. 4 Social enterprise in Public services Commercial outcome •£23.3m Turn Over • Ave growth 20-25% per year for past 5 years • 99% on time Measurement of social impact • 117 long term unemployed into work • +26% increase in passenger journeys to disadvantaged groups • +64% increase in journeys for passenger groups Commercial success is enabling community impact
  30. 30. Challenges for Social Enterprise• Access to finance• Business support• Capability building• Bridging the credibility gap• Sustainability• Partnerships (private and public sector)
  31. 31. What of the future?• Government’s reforms open up public services to more diverse sources and methods of delivery• Increased competition between sectors• Skill sets between the sectors become more similar and an increasing number of people may switch sectors• Increased consumer demand to embed societal sustainability in organisations Source: http://www.3s4.org.uk/drivers
  32. 32. Business brains for social gains
  33. 33. Who we are: Our values and other things We are an innovative, dynamic business development agency specialising in the social sector. We help make social businesses happen, by bringing commercial practices and skills from the private sector. Like the people we partner with, we are passionate about social change and we are disciplined in developing sustainable business. When you combine passion with disciplined thinking and action you can affect real change. We believe every person and organisation can benefit from a set of principles which defines what they do and how they do it. Below we set out the principles that we live by, in business and personally: • Anything can be done • Don’t let adversity stand in the way of a good decision • Say it as it is • Be more passionate about clients success than they are • Be human, be kind, be empathetic • Don’t do it if you don’t believe in it - not for all the money in the worldwww.provadisgroup.com • Be demanding Business brains for social gains
  34. 34. Tamsin Fielden: Managing Director Tamsin Fielden is an energetic, skilled sales and marketing professional with 16+ years experience in consumer, healthcare and third sector organisations. She has worked for the likes of Unilever, Colgate Palmolive, Raleigh International, Manchester Business School, Bristol Meyers Squibb. A passion for social change and innovation led Tamsin to establish Provadis in 2009, to help make social businesses happen. She works with social enterprises, community groups and charities to help them access commercial skill-sets through a hybrid training/consultancy model that builds capacity in people quickly. She works with start-up through to small/medium sized social businesses with aspirations for growth and commercial organisations aiming to deliver social value. She has delivered programmes in youth and community engagement, employability, mental health andtamsin@provadisgroup.com delivered a Social Enterprise action learning conference in partnership 0161 980 1371 with Manchester Business School and Social Solutions Academy in 2010. 07940 923 102 www.provadisgroup.com Her expertise includes visioning and strategic positioning; marketing strategy, action planning; team development and facilitation; marketing communication; project management, implementation and evaluation. Her experience ranges from leading global product portfolios of over $300m, with budgets in excess of £1m to project managing community school builds in Africa. Business brains for social gains

×