• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Website   breakaway feedback - enterprise development
 

Website breakaway feedback - enterprise development

on

  • 708 views

Feedback from del

Feedback from del

Statistics

Views

Total Views
708
Views on SlideShare
600
Embed Views
108

Actions

Likes
0
Downloads
5
Comments
0

1 Embed 108

http://csimatters.co.za 108

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Website   breakaway feedback - enterprise development Website breakaway feedback - enterprise development Presentation Transcript

    • Enterprise Development Marathon Room Facilitator: Rob Worthington Smith Hepsy Mkhungo – SABMiller Charles Maisel – Innovation ShackTracey Webster – Branson Centre for Entrepreneurship
    • Enterprise Development Communication: Practices holding us back• Lack of face-to-face communication• Lack of visibility from leadership• Misunderstanding of terminology (use of jargon) means people aren’t talking about the same thing• Not enough information on ED programmes in the public sphere• Not enough resources to get evidence to move beyond qualitative reporting• Treating communication with the media as a once-off (e.g. just about the launch)• Inadequate effort put into creating effective marketing and communication plans
    • Enterprise DevelopmentCommunication: Practices that should be encouraged• Calls for proposals should be made publicly with clear eligibility guidelines• Increase accessibility of office bearers to enable discussion• More awareness programmes around ED and its related terminology• Give all parties in a partnership acknowledgement in communications• Expose the project continuously to the community• Use beneficiaries to communicate the impact of the story (make it real) - Harness word-of-mouth marketing• Communicate how others can get involved to replicate the project
    • Enterprise Development Collaboration: Practices holding us back• Not all stakeholders are engaged (or willing to be)• Balance of power is always an issue• Strategic partnerships are difficult to develop – lack of leadership• There’s not enough innovation in partnership creation• Competition over limited funds – “scarcity-based” mentality. Often fuelled by how funds are allocated.• NGOs are not networking among themselves
    • Enterprise Development Collaboration: Practices holding us back2/• Divergent policies and approaches, coupled with an inability to compromise• Lack of transparency
    • Enterprise Development Collaboration: Practices that should be encouraged• Identify *relevant* stakeholders and their synergies – Identify areas of collaboration that address mutual challenges, leveraging particular strengths• Create a forum where CSI practitioners can brainstorm• Foster mutual respect• Longer-term funding cycles so that NGOs feel less competitive• Strategic funding, rather than prescriptive funding – be led by what is really happening. Identify actual needs and match partners to them.
    • Enterprise Development Collaboration: Practices that should be encouraged2/• More innovative and collaborative grant-making• More rigorous stakeholder management• Stronger collaboration between NGOs to draw other stakeholders into partnerships
    • Enterprise Development Strategic Alignment: Practices holding us back• NGOs fear initiating the approach to corporates to pitch ideas, fearing that corporates don’t share their objectives.• CSI is inhibited by too narrow an alignment focus• Regulation of ED can restrict corporates, and also encourages them to accrue benefits to themselves (e.g. creating supply chains)• Lack of understanding by NGOs that investment needs to show a return and demonstrating that.• Business only wanting to know what’s in it for them, and not offering their services / expertise
    • Enterprise Development Strategic Alignment: Practices holding us back2/• Business develop objectives without consulting the people they are trying to reach• No preferred spending directed to social enterprises• Red tape!
    • Enterprise Development Strategic Alignment: Practices that should be encouraged• Corporates can be more flexible – understanding that programmes can change with changing feedback / needs• Corporates make commitment to spend with social enterprises / SMMEs• Benefication related to specific industries• Internal volunteerism (mentoring, corporate skills etc) - consider different ways of volunteering to organisations
    • Enterprise Development Strategic Alignment: Practices that should be encouraged2/• Diversify to manage risk• Training programmes must be innovative and income generating• Identify the market for the enterprise upfront
    • Enterprise Development Ongoing Learning: Practices holding us back• ED is a competitive space that makes sharing seem a risk• Successful people are wary of sharing their recipe for success• Fear: We might feel inadequate about our ideas• Not documenting what we have learned (pressure to deliver and no time to reflect)• Not enough active engagement / conversation before engaging in a project• Inability to apply what is learned (NGOs / CSI not adaptive enough)
    • Enterprise Development Ongoing Learning: Practices that should be encouraged• Publishing of leading practice and experiences• Create a culture of idea-sharing within organisations / collaborations with a reward system for sharing innovations• Research and reinvent yourself in alignment with changing external dynamics• Factor in time to reflect• Providing mentorship for organisations as a whole• Create opportunities for personal and professional development within projects