The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014. Nick Temple (Director of Business, Social Enterprise UK) discussed how an enterprising culture can help create opportunities that are both sustainable and innovative. This session used real examples to demonstrate how an enterprising culture can be developed within organisations. Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference

1. Workshops
PM7: Actions and words:
building a culture of enterprise
Nick Temple, Director of Business, Social
Enterprise UK

2. Social Enterprise UK
• Established in 2002 as the national body for social
enterprise (as a coalition)
• Membership organisation: nearly 700 members; reach to
over 10,000 through founding partners
• Bring together all the different forms of social
enterprise under one umbrella
• Main purposes:
• Supporting social enterprises to thrive
• Developing the evidence base for social enterprise
• Influencing policy and political agendas (with govt)
• Showcasing the benefits of social enterprise
• Broker, facilitator, market builder

3. Social Enterprise UK
• Established in 2002 as the national body for social
enterprise (as a coalition)
• Membership organisation: nearly 700 members; reach to
over 10,000 through founding partners
• Bring together all the different forms of social
enterprise under one umbrella
• Main purposes:
• Supporting social enterprises to thrive
• Developing the evidence base for social enterprise
• Influencing policy and political agendas (with govt)
• Showcasing the benefits of social enterprise
• Broker, facilitator, market builder

6. Social Enterprise in the UK – state of play
• c. 70,000 social enterprises in the UK (5% of all businesses)
• Contributing c.£20 billion to the UK economy and employing
over 1 million people.
• Operate in almost every sector: from health and social care,
to renewable energy, transport, retail and housing
• There are many routes to social enterprise including:
 spinning out of parts of the public sector
 entrepreneur-led organisations
 charities becoming more business-orientated

7. Social Enterprise in the UK – state of play
• c. 70,000 social enterprises in the UK (5% of all businesses)
• Contributing c.£20 billion to the UK economy and employing
over 1 million people.
• Operate in almost every sector: from health and social care,
to renewable energy, transport, retail and housing
• There are many routes to social enterprise including:
 spinning out of parts of the public sector
 entrepreneur-led organisations
charities becoming more enterprising

8. CULTURE?

9. “a pattern of shared basic assumptions that
the group learns as it solves its problems of
external adaptation and internal integration,
that has worked well enough to be
considered valid and therefore, to be taught
to new members as the correct way to
perceive, think, and feel in relation to those
problems”

10. “the way we do things round here”

11. “the way we are”

13. FORMAL /
STATED
INFORMAL /
UNSTATED
Dress code, policies,
processes, structures,
statements, spaces
Beliefs, assumptions,
prejudices, feelings,
attitudes, values,
norms

14. “Culture is difficult to define - but for me the
evidence of culture is how people behave when
no-one is watching. Our culture must be one
where the interests of customers and clients are at
the very heart of every decision we make; where we
all act with trust and integrity. But it's not just
about how we behave towards our customers and
clients. It's also about how we work together with
our colleagues, because if you have to deliver for
customers as we do, you better be able to work as
a team. As far as I'm concerned, if you can't work
well with your colleagues, with trust and integrity,
you can't be on the team.
Culture truly helps define an organisation.”

16. “Culture eats strategy for breakfast”
- Peter Drucker

18. ENTERPRISE?

26. IN ACTION?

27. Carla Wilding has been successful in selling one aspect of
youth services, resulting in a £15,000 profit that has been
able to pay for significant provision elsewhere.
She tries to do this in a second area, but the service flops
with £10,000 of costs to your organisation. This expenditure
was not submitted for approval to her manager though she
now takes full responsibility for the loss.
Question: As Carla’s manager how do you react?
Would it be different if it was a (a) £1,000 or (b) £50,000
loss?
Case Study 1: risk, responsibility, reward

28. You have a tried and tested approach to your criminal justice
work, that is highly regarded by commissioners. One option
is to continue to deliver this service. Your manager feels they
can maintain the outcomes while reducing the costs by 5% a
year and sees no need to consult further.
A member of the team has picked up ideas for a radically
different approach from service users. They want to consult
to confirm and refine the idea, which involves much more
active participation from those users. They believe the
benefits could be considerable but extensive time and
resources will be used up in consultation and development.
Question: Which approach do you go for?
What factors would decide it?
Case Study 2: innovation + status quo

29. You have a senior manager who is extremely competent at
operations and risk management. He has a local authority
background, and is prone to being bureaucratic.
Two people in his team have real entrepreneurial spirit, an
excellent track record of delivery, and have fresh ideas for
how the organisation might do things. But they are being
micro-managed and controlled by the senior manager, to the
point where one of them is considering leaving because they
are frustrated by the situation.
Question: There is a risk to losing the senior manager’s
competencies, and a risk to losing the good team members.
What would you do? What are the factors in the decision?
Case Study 3: empowerment and autonomy

30. 10 TIPS FOR
BUILDING A CULTURE
OF ENTERPRISE

31. 1. Create a
balanced vision

32. - Mission:money
- Individual:collective
- Strategic:opportunist

33. 2. Keep and validate
what is currently good

35. 3. Start with recruitment

36. Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills

37. Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills

38. Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
TRAINING

39. Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
TRAINING

40. Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
TRAINING

41. 4. Demonstrate it in practice -
especially leaders

42. - Symbols of change: challenge
- Small practical projects
- Examples that can become
stories to be told

43. 5. Be transparent -
with information +
about the challenge

45. 6. Encourage learning
and networking

49. 7. Promote
cross-team working
- combine strengths + skills

50. 8. Give people responsibility
when ready:
over resources and decisions

53. 9. Ensure systems and
processes support culture

55. 10. Constantly communicate
and reiterate

60. JOIN: www.socialenterprise.org.uk
@SocialEnt_UK @nicktemple1
nick.temple@socialenterprise.org.uk
QUESTIONS?

61. Evolve 2014