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Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
Ashoka Dr Iman Bibars
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Ashoka Dr Iman Bibars

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Social Enterprise In Pakistan Unlocking Innovation Through Enterprise Incubation. 7/02/2013.

Social Enterprise In Pakistan Unlocking Innovation Through Enterprise Incubation. 7/02/2013.

Published in: Investor Relations
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  • 1. ASHOKACreating a New Framework for Social Change in Pakistan 7th February 2013
  • 2. Ashoka and Social Entrepreneurship: A Story of Success Social entrepreneurs are not content just to give a fish or teach how to fish. They will not rest until they have revolutionized the fishing industry. Bill Drayton, CEO & Founder, Ashoka
  • 3. Ashoka and Social Entrepreneurship: A Story of Success 1% 3,000+ Fellows in 70+ countries GLOBALFELLOWS
  • 4. Ashoka and PakistanIn Pakistan, Ashoka elected its first cohort of Fellows in1997 and, so far, has supported 47 Fellows in areas suchas education, environment, health, economic development,civic participation and human rights. Some of the mostrespected leaders in the Pakistani social sector areAshoka Fellows – such as Roshaneh Zafar, Asher Hasan,and Shoaib Sultan Khan.
  • 5. Pakistan NowNow, with an estimated population of over 187 millionand a citizen sector in need of support, Pakistan is at astage where strategic investments in socialentrepreneurship can shape a positive future for itscitizens and the region.Social entrepreneurship has a crucial role to play inrealizing Pakistan’s needs – advancing youth leadershipand economic development.Ashoka wants to tap in to this potential in order tocreate a new framework for social change in Pakistan.
  • 6. Pakistan NowThe EPG study showed that there is a need to re-engageentrepreneurs in Pakistan and to upgrade and supportthe strengthening of the skill-sets of the youth.The study showed that a fifth of global youngentrepreneurs see a gap in the market that they thinkthey can fill and a fifth also feel that their knowledge andskills are best suited to being an entrepreneur.
  • 7. What is neededThe world is changing at a rapidly accelerating pace and newchallenges are being globalized (because of the phenomenon ofglobalization as a whole, which means that problems in Pakistan andthe Middle East affect global social and business markets).What is needed is a hybrid:• Social enterprises and not for profit organizations.• Social enterprises and financially sustainable/for profitorganizations.• Not only inclusive businesses or businesses with a social heart.
  • 8. What is neededThe new models are not only new in terms of their focus andexpertise, ie:• Renewable energy• New financial models• Mobile bankingTheir implementation also involves a new approach:• Combining the social sector with the business sector.• Involving the poor and marginalized (in capital and in knowledge),a process which increases their participation and brings them manybenefits, thus upgrading or improving their situation.
  • 9. What Ashoka Can DoThe goals needed to promotesocial entrepreneurship in Pakistanshould be:1. To scale up existing models.2. To simultaneously prioritize finding/identifying and supporting new comers or early cycle initiatives.3. Working on creating and improving the ecosystem for a hybrid sector so that it will thrive.
  • 10. Ashoka Value AddedWe want to:1. Identify and support the next generation of Pakistani inspirational leaders.2. Through our Diaspora initiative, create a community of citizens who will support innovators and promote innovation as a concept3. Through our network of global fellows support elected fellows in Pakistan and also create group entrepreneurships to tip the sectors
  • 11. How to Engage Diaspora Business Leaders and the Corporate Sector with Social Change?Engage a group of diaspora business leaders and companies to mentor, supportand co-develop groundbreaking initiatives with Ashoka in Pakistan.Examples:• Skills: Ashoka has developed a range of strategic partnerships with companiessuch as McKinsey & Co, Intel, Google and Hogan Lovells, offering Fellowsessential services to their development.• Strategy: the Ashoka Support Network members (ASN) is a network ofbusiness people who personally engage with the Ashoka Fellows on a regularbasis through sounding boards or coaching sessions, helping them to define andimplement the development strategy of their ventures.• Ecosystem: Ashoka and its community establish partnerships with companiesthat want to play a role in local development and co-create initiatives to supportinnovations impacting the social sector.
  • 12. Additional Annexes
  • 13. 1. Select and Support Role Models for Social InnovationIn Pakistan, Ashoka will focus on supporting SocialEntrepreneurs working with Youth & WomenEmpowerment, Empathy (and tolerance),Education, Health, Human Rights and EconomicInclusion.
  • 14. Ashoka Selection ProcessAshoka identifies and selects Fellows based on one of the most extensive and rigorous application processes found anywhere in the world. 30 years of expertise in leading the Ashoka Venture ensures that we elect the most innovative, dedicated and successful social entrepreneurs. Research SecondNomination Candidates’ Global and Site Opinion Panel Retreat Board Visits Interview
  • 15. Some of the most respected leaders in the Pakistani socialsector today are Ashoka Fellows - such as:Roshaneh Zafar who pioneered the development of a women-centered and women-managed initiative thatcombines a micro-level lending and savings operation with related training and support activities at thecommunity level. Her organization, Kashf Foundation was the first microfinance institute in Pakistan toachieve financial self-sufficiency and demonstrate the business case for investing in women’s economicempowerment.Asher Hasan has founded Naya Javeen to finance low-cost, private health insurance for the working poorin Pakistan by sharing costs across the well-to-do corporate executive and the informal domestic worker of thecorporate executive who is the end beneficiary of the health plan. Asher’s team negotiates exclusive pooled-risk agreements with insurance underwriters and leverages the underwriters’ existing nationwide networks ofquality, inpatient/ER-trauma healthcare delivery systems.Raziq Fahim launched the College of Youth Activism and Development (CYAD) to empower youth tochannel their feelings of anger and frustration in to peace and community building in some of the mostpolitically turbulent areas of Pakistan. After identifying at-risk youths between the ages of 15 and 26, Raziqcomprehensively addresses the problems they face. He gives them the option to help build ventures for thebenefit of their communities, and provides them with learning opportunities they need to become leaders andmentors for other at-risk youth.
  • 16. 2. Develop Collaborations and Communities of Social EntrepreneursAshoka unites its Fellows into a dynamic community that produces cross-cutting synergiesthat are much greater than the sum of its parts. The combined efforts of theseentrepreneurs allow us to explore many methods for systemic solutions to local andglobal challenges. Ashoka shares these principles with the larger population ofchangemakers by seeding innovation into, through and between our various programs. InPakistan, Ashoka aims to develop five programs:• Changemakers• Youth Venture• Ashoka U• Empathy• Women’s Initiative for SocialEntrepreneurship
  • 17. Women’ s Initiative for Social Entrepreneurship (WISE)Ashoka believes that the development of a country depends on the role of women in thatsociety. The Women’s Initiative for Social Entrepreneurship (WISE) is a platform forcooperation among women entrepreneurs at all stages to address the obstaclesthey face and foster an environment where they are empowered as changemakers.Ashoka will:• Elect Leading Social Entrepreneurs working to empower girls and women in different fields, such as education, economic development, health, and human rights;• Create a network of women social entrepreneurs, organize a media campaign highlighting the success of existing women Fellows, facilitate specialized problem-solving sessions and community-building activities and train the women in management, networking and leadership;• Support young girls as changemakers through our Youth Venture and Ashoka U programs. Ashoka Fellows and partners will mentor young women to develop and start their own initiatives for social change, motivating them to become active and empowered citizens.
  • 18. 3. Ashoka Cohort of PartnersExamples:Mark Cheng (ASN member) has more than 15 years of experience in finance, having worked atDeutsche Bank and AMBAC Assurance. In 2007, he joined Ashoka as an ASN member and hasassisted many Fellows in raising investment for social causes, in areas including micro-finance,renewable energy, conservation, healthcare and education. Mark is a now the Director of Ashoka UKand continues to work as an advisor for Fellows expanding their work into multiple countries. Healso serves as Board Member and Trustee for several social enterprises, including two set up byAshoka Fellows.McKinsey & Company: Ashoka and McKinsey & Co. share offices and expertise in severalcountries. McKinsey consultants provide pro bono management services to Ashoka Fellows,strengthening institutional capacity and training them to write business plans, make effectivepresentations, and market their work.Intel: Ashoka and Intel recently joined forces to sponsor, showcase and spread the most importanttechnology based innovations and learning of Ashoka fellows and changemakers related to women’sand girls’ issues. Intel employees will further engage by partnering with Ashoka Fellows and ournetwork through voting in Changemakers competitions, connecting with ICT-focused Ashoka Fellowsas possible volunteers, and eventually through engagement with our Fellows through the Ashoka Hubonline communities.
  • 19. Contacts:Iman Bibars, Ashoka’s Vice President & Regional Director for the Arab World ibibars@ashoka.orgMaria Clara Pinheiro, Global Diaspora & Expansion mpinheiro@ashoka.orgMark Cheng, UK Country Director mcheng@ashoka.org

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