C3 and Social Enterprise
Upcoming SlideShare
Loading in...5
×
 

C3 and Social Enterprise

on

  • 299 views

 

Statistics

Views

Total Views
299
Views on SlideShare
299
Embed Views
0

Actions

Likes
0
Downloads
9
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

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

C3 and Social Enterprise C3 and Social Enterprise Presentation Transcript

  • CSR & SocEntShared principles and common strategies CSR in Action April 1st, 2013
  • Agenda  Introduction  Leadership and success re-defined  Strategic approach to CSR  Case study: Bain and Booz  Appendix@CandC4aCause 2 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • INTRODUCTION C3 in a nutshell C3 is a social enterprise MOBILIZING corporate professionals to SUPPORT SOCIAL ENTREPRENEURS on volunteer basis 130+ volunteers 100+ soc ent supported Network of partners Word of mouth 1st Social Enterprise Week in the Region IN ONE YEAR! @CandC4aCause 3 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • INTRODUCTION C3 vision and mission Maximize Maximize UNLOCK the Social Impact Performance potential of SOCIAL VENTURES and help them SOCIAL MISSION MAXIMIZE their BUSINESS KNOW-HOW IMPACT on the community IMPACT @CandC4aCause 4 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • INTRODUCTION What’s next MEMBERSHIP Social Impact PROGRAM EXPERTS NETWORK for Social for SMEs and Entrepreneurs CSR Divisions @CandC4aCause 5 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED Leadership and success redefined I want to work for a ‘Businessmen who ‘Business benefits 0f ‘The most powerful company that focus on profits wind [social responsibility] and enduring brands contributes to and is up in the hole. For are hard measures of are built from the part of the me, profit is what growth and margin heart. The companies community. I want happens when you improvement. It’s a that are lasting are some-thing I believe do everything else no-brainer. ’ those that are in.‘ right.’ authentic’ ANITA RODDICK, YVON CHOUINARD PAUL POLMAN HOWARD SCHULTZ Founder Founder CEO CEO The Body Shop Patagonia Unilever Starbucks @CandC4aCause 6 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED The socially conscious consumer Global consumers think that THE ROLE OF BUSINESS IN SOCIETY is: Just make money Play limited role in 6% the community 13% Change the way they Support larger operate to align with 31% 20% issues with greater social needs donation & time 30% Support larger issues with donation & time AND advocate for change Source: The 2011 Cone / Echo Global CR Opportunity Study @CandC4aCause 7 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED The role of social media Online Information’s Impact on Purchase Decisions 81% After getting a recommendation, I go online to do ADDITIONAL research 85% before deciding whether to purchase it 80% NEGATIVE information online has made me change my mind about purchasing a 87% recommended product / service 68% POSITIVE information online has reinforced my decision to purchase a 80% recommended product / service 2010 2011 Source: The 2011 Cone Online Influencer Tracker @CandC4aCause 8 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED From linear marketing… company consumer @CandC4aCause 9 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED … to Square MarketingTM company employee social responsibility & social media prosumer consumer @CandC4aCause 10 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED Arabs’ interest in social causes Interest in Social Causes (Post Arab Spring) 60% MENA 68% 52% 62% UAE Kuwait 63% 68% 60% 52% KSA Bahrain 67% 65% 59% 49% Qatar Oman 67% 63% Interest in Volunteering In Improving Communities Source: Social Entrepreneurship: Why is it Important Post Arab Spring? Online Survey Report - March 2012 - Stanford University, Bayt.com, YouGov @CandC4aCause 11 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED Social media in the Arab world @CandC4aCause 12 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED Glocal Issues Population Water Climate Middle East Population 40% of Heading towards x2 by 2050 global shortfall by 2030 > 2°C Waste Food Inequality Middle East Next 1:10 Obese Hazardous Waste 40 years >600 kg supply = 1bn Hungry per person Past 8,000 years @CandC4aCause 13 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • LEADERSHIP AND SUCCESS RE-DEFINED Companies’ shift towards social responsibility @CandC4aCause 14 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS A strategic six-step approach Well-designed CSR strategies can maximize social impact while unlocking business performance 1 2 3 Make sure Choose a Align Social you don’t feasible & Financial HARM Biz Model Performance 4 5 6 Include All Unlock Measure Stake- $$$ Social holders Benefits Impact @CandC4aCause 15 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 1 Doing Good vs Not Doing Harm CSR as Contingent Benefit Not Past CSR activities make Doing Savings in Doing firm value stakeholders perceive an Good Harm after product adverse event as ‘ bad luck’ rather than ‘bad management’ recall if compared to +1.6% Saving the company money, +2.0% regulatory scrutiny and brand value +3.6% Source: Berkeley Haas School of Business – California Management Review @CandC4aCause 16 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 1 UNGC – The 10 principles HUMAN RIGHTS LABOR RIGHTS (P1/P2) (P3-P6) Ethics / Equality / Policies / Protection Discrimination / Health & Safety ENVIRONMENT ANTI-CORRUP- (P7-P9) TION (P10) Impact / Strategy/ Transparent / Fair / Responsibility Accountable Source: UNGC @CandC4aCause 17 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 2 For-purpose organizations’ business models Charitable For-Purpose Organizations Commercial Social Enterprise CSR-Focused Sustainable Non-Profit Social Business Business Financially sustainable Organization with a social Organization with a social non-profit organization mission (and a for profit mission (and a for profit legal entity) legal entity)  Relies entirely on strategic partnerships  Generates some revenues Reinvests 50% or more of Social Responsibility at the  Financially sustainable its returns back into social core of business strategy through its own income- causes generation activities (Hybrid model) Source: Brookings, Silatech @CandC4aCause 18 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 3 Social and financial alignment Beneficiaries Customers Maximize Maximize Social Financial Suppliers / Impact Performance Distributors Employees @CandC4aCause 19 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 4 Stakeholders’ alignment for scalability SOCIAL Stakeholders BUSINESS IDEA TM Stakeholders Shareholders Employees Suppliers / Con/Pro-sumers Company Environment Distributors Partners Community Source: ‘Who cares wins’ by David Jones @CandC4aCause 20 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 5 Potential benefits of a social mission Potential Benefits Focus Areas Competitive advantage / Customer consciousness sales edge preferences Marketing savings Social media / viral marketing HR - recruiting / retention savings Employee consciousness and productivity increase preferences Capital’s wider access and Social impact measurement lower cost (outcomes) Reputation insurance Authenticity / transparency @CandC4aCause 21 © 2012 Consult and Coach for a Cause FZ LLE All Rights Reserved
  • STRATEGIC APPROACH TO CRS 6 Measure your social impact What you cannot MEASURE, you cannot MANAGE What you cannot MANAGE, you cannot CHANGE! @CandC4aCause 22 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • CASE STUDY Case Study – CSR through C3 Speed Consulting Sessions Pro-bono for C3 and C3 members Speed Consulting Sessions Soc Ent Week Sponsorship Knowledge & Skills Volunteering Time Community Relevance Hands-on Experience @CandC4aCause 23 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • Thank you! medea@consultandcoachforacause.org alex@consultandcoachforacause.org www.consultandcoachforacause.org www.facebook.com/consultandcoachforacause @CandC4aCause
  • APPENDIX RISE* Social Venture Rubric BUILDING BLOCKS Financial Social Mission Context & Market Potential Theories of Change Products and Services Social & Financial Alignment Competitive Advantages Scalability / Social Impact Cash Flow & ROI Social Impact Metrics People Legal Form & Financing * Research Initiative on Social Entrepreneurship – Columbia Business School @CandC4aCause 25 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Theory of Change (1/2) The Theory of Change describes WHY the activities of the venture lead to the desired social outcomes. Source: Global Social Venture Competition @CandC4aCause 26 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Theory of Change (2/2) KEY QUESTIONS 1. Who are you seeking to 1. Target Population influence or benefit? 2. What benefits are you 2. Results seeking to achieve? 3. When will you achieve them? 3. Time Period 4. How will you and others make this happen? 4. Activities, strategies, 5. Where and under what resources circumstances will you do your work? 5. Context 6. Why do you believe your theory will bear out? 6. Assumptions Source: Stanford Social Innovation Review @CandC4aCause 27 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Social and financial alignment Beneficiaries Customers Maximize Maximize Social Financial Suppliers / Distributors Impact Performance Employees @CandC4aCause 28 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Scalability / Social Impact SOCIAL Stakeholders BUSINESS IDEA TM Stakeholders Shareholders Employees Suppliers / Con/Pro-sumers Company Environment Distributors Partners Community Source: ‘Who cares wins’ by David Jones @CandC4aCause 29 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Impact Value Chain (1/2) The Impact Value Chain illustrates HOW the venture’s activities lead to the desired outcomes and impact. Goal Inputs Activities Outputs Outcomes Alignment What is Venture’s Results that Changes to Activity and put into primary can be social systems goal the activities measured adjustment What would venture have happened anyway IMPACT Source: Global Social Venture Competition @CandC4aCause 30 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Impact Value Chain (2/2) The Impact Value Chain illustrates HOW the venture’s activities lead to the desired outcomes and impact. Outputs Outcomes E.G. NUMBER OF Results that Changes to E.G. DELTA % TRAINEES / YEAR can be social systems OF DOMESTIC ATTENDING BACK measured INCIDENTS TO BASICS What would B/W have HOUSEHOLDS TRAINING happened COURSES anyway EXPOSED TO B2B TRAINING vs NORMAL IMPACT HOUSEHOLDS Source: Global Social Venture Competition @CandC4aCause 31 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Why measuring? by Alex Lemille What you cannot MEASURE, you cannot MANAGE What you cannot MANAGE, you cannot CHANGE! @CandC4aCause 32 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved
  • APPENDIX Social Impact Indicators Specific operational metrics (OUTPUT MEASURES) that a venture can utilize to assess whether they are progressing towards their social benefit objectives. Choose the ones that most strongly correlate to desired outcomes. Source: Global Social Venture Competition @CandC4aCause 33 © 2012 Social Enterprise Advisors FZ LLE All Rights Reserved