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Wanted Dead or Alive?Modeling the ‘Walking Dead’ Social Venture       Jennifer Woolley, Santa Clara University     Norris ...
Math problems…• Social Venture 1: Feeds 100 people a day with  an annual budget of $100,000• Social Venture 2: Feeds 250 p...
And what about beta?• Social Venture 1: Feeds 100 people a day with  an annual budget of $100,000• Social Venture 2: Feeds...
Are “Zombies” a Joking Matter?The back story of this project• “walking dead”/“living dead” from venture  finance• Impact i...
A few questions that we need to ask:Misallocated resources or misunderstood role?• What causes an organization to become a...
For Impact Investors & Other Funders• Who should be encouraged? Who should be  discouraged?• What are appropriate metrics?...
Theory of Zombies?• Who are they? Really…• How/Where/When do they matter?• How will we know?• And perhaps… how to fix them...
Scaling & Investment• Diagnostics for “failure” to scale?  – Want to grow [controllable?]  – Know how to grow [fixable?]  ...
Community embeddedness• Stakeholders –what is their role(s)?• Connectivity -> nonlinearity in returns• Portfolio theory is...
• Social Venture 1: Feeds 100 people a day with  an annual budget of $100,000• Social Venture 2: Feeds 500 to 1500 people ...
Back to research questions• But are they the right ones?• <more shameless pandering to audience>Misallocated resources or ...
For Impact Investors & Other Funders• Who should be encouraged? Who should be  discouraged?• What are appropriate metrics?...
Thanks!• Want in?• these slides: http://goo.gl/cUJ8H• Jennifer “Michonne” Woolley  – jwoolley (at) scu.edu• Norris “Shaun”...
Wanted dead or alive
Wanted dead or alive
Wanted dead or alive
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Wanted dead or alive

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A theory of zombies? :) Slides from NYU paper on walking dead social ventures

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Transcript of "Wanted dead or alive"

  1. 1. Wanted Dead or Alive?Modeling the ‘Walking Dead’ Social Venture Jennifer Woolley, Santa Clara University Norris Krueger, Entrepreneurship Northwest these slides: http://goo.gl/cUJ8H
  2. 2. Math problems…• Social Venture 1: Feeds 100 people a day with an annual budget of $100,000• Social Venture 2: Feeds 250 people a day with an annual budget of $75,000• Who do you invest in?• Who do you keep investing in?
  3. 3. And what about beta?• Social Venture 1: Feeds 100 people a day with an annual budget of $100,000• Social Venture 2: Feeds anywhere from 50 to 150 people a day with an annual budget of $100,000
  4. 4. Are “Zombies” a Joking Matter?The back story of this project• “walking dead”/“living dead” from venture finance• Impact investors?• But when could a zombie = GOOD thing?• And when do we….
  5. 5. A few questions that we need to ask:Misallocated resources or misunderstood role?• What causes an organization to become a ‘walking dead’, but not exit or scale?• When do the ‘walking dead’ create value and if so, how?• Under what circumstances is the status of ‘walking dead preferred?
  6. 6. For Impact Investors & Other Funders• Who should be encouraged? Who should be discouraged?• What are appropriate metrics?Deeper Issues• Should we re-allocate resources away from the ‘walking dead’?• When (and how) do we intervene with the ‘revivable’ ‘walking dead’?
  7. 7. Theory of Zombies?• Who are they? Really…• How/Where/When do they matter?• How will we know?• And perhaps… how to fix them? – Assuming that they need fixing…
  8. 8. Scaling & Investment• Diagnostics for “failure” to scale? – Want to grow [controllable?] – Know how to grow [fixable?] – External constraints [??] Scaling usually means higher beta Is that true for social ventures?
  9. 9. Community embeddedness• Stakeholders –what is their role(s)?• Connectivity -> nonlinearity in returns• Portfolio theory issues? – For impact investors – AND – For communities?! – Why not apply MPT, etc. here?
  10. 10. • Social Venture 1: Feeds 100 people a day with an annual budget of $100,000• Social Venture 2: Feeds 500 to 1500 people a day with an annual budget of $1,000,000• I love gamma but shouldn’t there be two terms? (two alphas, two betas?)
  11. 11. Back to research questions• But are they the right ones?• <more shameless pandering to audience>Misallocated resources or misunderstood role?• What causes an organization to become a ‘walking dead’, but not exit or scale?• When do the ‘walking dead’ create value and if so, how?• Under what circumstances is the status of ‘walking dead actually preferable?
  12. 12. For Impact Investors & Other Funders• Who should be encouraged? Who should be discouraged?• What are appropriate metrics?Deeper Issues• Should we re-allocate resources away from the ‘walking dead’?• When (and how) do we intervene with the ‘revivable’ ‘walking dead’?
  13. 13. Thanks!• Want in?• these slides: http://goo.gl/cUJ8H• Jennifer “Michonne” Woolley – jwoolley (at) scu.edu• Norris “Shaun” (or “Shaun’s Friend”?) Krueger – @entrep_thinking – Norris.krueger[at]gmail.com
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