Social enter strategic planning

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  • 1. Certainty comes from the courage to follow uncertain paths Social Enterprise Strategic Planning v 3.0
  • 2. Very Simple Questions What is your name, and who are you ??! 1
  • 3. Very Simple Questions • Non-Government and Non-Profit organization are negative terms in nature, and tells us only what these organizations are not. These organizations do something very different from either business or government. • These organizations “product” is neither a pair of shoes nor an effective regulation. Its “product” is a changed human being. 2
  • 4. Very Simple Questions These organization are human-change agents, their “product” is: a cured patient, a child that learns, a young man or women grown into a self-respecting adult, a volunteer who contributes his time and efforts, a donor that contributes donations, an employee who loves being there and serving; a changed human life altogether. 3
  • 5. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning 4
  • 6. What is Social Enterprise ? An enterprise that has social impact as a principal component of its activity Non-Profit For-Profit Public Sector Because of this social mission, it is an enterprise different than a conventional commercial entity 5
  • 7. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning 6
  • 8. Profile of Social Entrepreneurs (1) : Dr. Mohammad Yunus For-Profit • He is a Bangladeshi banker and economist. He previously was a professor of economics and is famous for his successful application of microcredit - Grameen Bank • Grameen Bank is a microfinance organization and community development bank started in Bangladesh that makes small loans for the poor people who have skills that are under-utilized • In 2006, Yunus and the bank were jointly awarded the Nobel Peace Prize 7
  • 9. Profile of Social Entrepreneurs (2) : Jeremy Hockenstein For-Profit • He is the founder and Chief Executive Officer of Digital Divide Data (DDD), before that Jeremy was a strategy consultant at McKinsey and Company, he holds MBA from the Massachusetts Institute of Technology • (DDD) Delivers highly accurate data-entry and digitization services for customers while maintaining a mission to employ underprivileged youth and facilitate their human development through providing fair wages, health care, education, and career advancement opportunities 8
  • 10. Profile of Social Entrepreneurs (3): Dr. Victoria Hale Non-Profit • She is the founder of The Institute for OneWorld Health, she holds Ph.D. in Pharmaceutical Chemistry from the University of California, San Francisco (UCSF). She works also as an advisor to the World Health Organization (WHO) • The Institute for OneWorld Health is a nonprofit pharmaceutical company develops safe, effective, and affordable new medicines for people with infectious diseases in the developing countries 9
  • 11. Profile of Social Entrepreneurs (4): Zedny Team Non-Profit • They design and implement intensive, comprehensive training programs for the youth. • The training is delivered by professional trainers, at very competitive prices that would help equip them with the skills needed to face the current global challenges 10
  • 12. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning 11
  • 13. Your Strategic Choices Charity OR Development Are there really any Differences ?! 12
  • 14. Your Strategic Choices (1) – Return Structure Social Return V.S. Economic Return 13
  • 15. Social Return V.S. Economic Return Social and/or Environmental Return Social Enterprises walk a tightrope in trying to balance the generation of Purely philanthropic enterprises both social/environmental and economic returns To remain effective and sustainable at the same time. The balance between economic and social/environmental return are choices base on each enterprise’s Purely commercial preference. enterprises Economic Return 14
  • 16. Your Strategic Choices (2) – Offering Service Oriented OR Product Oriented OR Hybrid Enterprise 15
  • 17. Product…Service…Hybrid Ebannok.com Digital Divide Data (DDD) Provides an e-commerce Delivers highly accurate data- platform to sell the entry and digitization services handicrafts produced in rural for customers while communities maintaining a mission to employ underprivileged youth Hybrid Enterprise TRN Its work involves preserving indigenous agricultural knowledge in Thailand, combining it with global best practices to deliver appropriate knowledge and best solutions using ICTs to rural communities 16
  • 18. Your Strategic Choices (3) – Human Capital Orientation Volunteers Based OR Employees Based 17
  • 19. Volunteers…Employees Wikipedia Oxfam 18
  • 20. Your Strategic Choices (4) – Financing Options Fundraising & Sponsors Based OR Donations Based OR Projects Financing 19
  • 21. Sponsors…Donation…Project Financing University Research – Qatar Charity Al-Boraq e.g. Stanford 20
  • 22. Your Strategic Choices (5) – Growth Model Physical Expansion OR Spread of the Concept 21
  • 23. Physical Expansion…Spread of the Concept Resala Life-Makers 22
  • 24. Your Strategic Choices (6) – Working Sector Culture OR Economic Development OR Education OR Public Health OR Poverty & Hunger OR Environment OR 23 Hybrid
  • 25. Culture..Education..Public Health..Poverty..Environment..Hybrid Al Sawy America RPM Keep Egypt Bill Gates Culture wheel University in Partnership Clean Foundation Cairo 24
  • 26. Your Strategic Choices (7) – Involvement Type Investor OR Intermediary OR Implementer 25
  • 27. Investor…Intermediary…Implementer Save The Voxtra Social Edge Children 26
  • 28. Your Strategic Choices (8) – Value Chain Positioning R&D OR Program / Activity Design OR Implementation OR Advocacy 27
  • 29. R&D…Design…Implementation…Advocacy 28
  • 30. Your Strategic Choices (9) – Beneficiaries Segmentation Easier Harder Socioeconomics OR Demographics Internal External OR Interests & Skills OR Values & Beliefs Harder Easier 29
  • 31. Socioeconomics…Demographics…Interests & Skills… Values & Beliefs 30
  • 32. Putting All Together – Social Enterprise Puzzle (9 pieces) Return Structure Human Capital Offering Orientation Financing Options Working Value Chain Sector Positioning Beneficiaries Involvement Segmentation Growth Type Model 31
  • 33. Remember !! These organization are human-change agents, their “product” is: a cured patient, a child that learns, a young man or women grown into a self-respecting adult, a volunteer who contributes his time and efforts, a donor that contributes donations, an employee who loves being there and serving; a changed human life altogether. 32
  • 34. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning 33
  • 35. Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning SE Business Planning CE Business Planning The Problems/Opportunity The Problems/Opportunity Mission, Vision, Values Vision, Mission, Values Theory of Change --- The Solution The Solution Social Impact --- Competition Analysis - Partnership Competition Analysis Social Marketing Marketing Team & HR Plan Team & HR Plan Financial Plan & Fundraising Financial Plan Impact Monitoring & Evaluation Impact Monitoring & Evaluation 34
  • 36. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 35
  • 37. The Problems/Opportunity (2) • What cause the problem? Develop a logical argument on the causes that create the problem situation. • Why is it important, what is the scale? Give clear explanation why the problem matter. What damage would it do, what good will it prevent, what opportunity it brings? How big is the problem and opportunity? 36
  • 38. The Problems/Opportunity (1) • What is the problem? Develop the problem statement that by providing context, problem situation (initial) and desired situation (goal). 37
  • 39. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 38
  • 40. Mission, Vision, Values • Social Enterprise Mission, is the most critical element in Social planning. • The mission would give you a sense of purpose or the reason why your social enterprise exist. • Why are we together? • Why we wake up every morning? 39
  • 41. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 40
  • 42. Theory of Change • Theory of Change is a way of • The basic format of any theory thinking about how the of change can be express as… outcomes of your activities lead ultimately to your desired To make desirable CHANGE social impact happen, Condition1, Condition2, Condition(n) • For example: must be met. • If rural communities can sell Or their local handicraft produce through an online e-commerce If Condition1, Condition2, platform, there will be economic Condition(n) are met, then, development in rural the desirable CHANGE will communities happen. 41
  • 43. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 42
  • 44. The Solution • What is your solution (products or services)? • Who are your customers? • How is ICTs a critical and integral component to your solution? Check www.kiva.org 43
  • 45. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 44
  • 46. Social Impact • What is your ultimate desired social change? • What are outcomes derived from your planned activities? 1 2 3 4 5 Inputs Activities Outputs Outcomes Social Impact 45
  • 47. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 46
  • 48. Competition Analysis • Who else are solving the problems? • Who are your Competitors / Substitutes / Compliment Bodies / Partners? • What can do you better or different from them? 47
  • 49. Partnership • As no one can be the best at everything, partners are needed in order to maximize your social impact • Partners are people and organizations that care about your mission. They might be in the field longer than you, they might have competency that you can’t match • What is important is to identify and learn how to work together in order to achieve synergy (1+1=11) 48
  • 50. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 49
  • 51. Social Marketing • Any enterprise’s ultimate clients that are critical to their survival fall into two groups. • Two different types of marketing campaigns have to be designed to satisfy the donors and to obtain the attention of the target groups. • Both groups have to be told clearly of what they can expect from your social enterprise. 50
  • 52. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 51
  • 53. Team & HR Plan • What is your human resource requirement? • What is your advisory and mentorship needs? • Who are your core team? • Self-Motivation is the Key • Leadership is the basic ingredient 52
  • 54. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 53
  • 55. Financial Plan & Fund Raising Sponsorship Revenues Revenue Sources Donations Membership Fees 54
  • 56. Agenda: • What is Social Enterprise • Profile of Social Entrepreneurs • Social Enterprise Strategic Directions • Social Enterprise (SE) Planning V.S. Commercial Enterprise (CE) Planning • The Problems/Opportunity • Competition Analysis - Partnership • Mission, Vision, Values • Social Marketing • Theory of Change • Team & HR Plan • The Solution • Financial Plan & Fundraising • Social Impact • Impact Monitoring & Evaluation 55
  • 57. Impact Monitoring & Evaluation • An evaluative logical model (LM) allows you to link your inputs, outputs, activities, outcomes and goals together. For evaluation purposes, the most important basic task is to be able to logically link your activities, outputs, short-term outcomes, intermediate outcomes and final goal together Evaluative Logical Model Sample 56
  • 58. Social Enterprise Development Cycle Fast & Rapid Change 57
  • 59. Story Time The Emperor’s New Clothes 58
  • 60. References • http://www.ideo.com • http://www.icatsprogram.com/ • http://www.wkkf.org • http://innocentive.com/ • http://www.aspeninstitute.org • http://www.keepegyptclean.com/ • http://www.bridgespan.org/ • http://www.nextbillion.net/ • http://www.ted.com/ • http://www.rollbackmalaria.org/ • http://www.ssireview.org/ • http://www.savethechildren.org/ • http://www.acumenfund.org/ • http://www.socialedge.org/ • http://alternativebreaks.org/ • http://www.voxtra.org/ • http://www.ashoka.org/ • http://www.kiva.org/ • http://www.care.org/ • http://www.oxfam.org/ • http://www.charitynavigator.org/ • http://resala.org/ • http://www.clintonglobalinitiative.org/ • http://www.qcharity.org/arabic/index. • http://www.culturewheel.com/ aspx • http://www.gatesfoundation.org/Pages/home.aspx • http://www.digitaldividedata.org/ • http://www.genevaglobal.com/ • http://www.ebannok.com/eng_new/ • http://www.globalvolunteers.org/ • http://www.grameen-info.org/ 59
  • 61. Thank You 60