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Globosocial Adventures with Social Enterprise. INSEAD 2010


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Introduction to Rizwan Tayabali's journey around the world, helping non-profits and social enterprises, connecting people and sharing ideas.

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Globosocial Adventures with Social Enterprise. INSEAD 2010

  1. Globosocial Adventures Journeys Into The Social Unknown INSEAD 2010 Rizwan Tayabali
  2. © 2007 Charteris plc© 2010 Social Effect 17 November 20102 Outline Bit about me  Background  How I got involved in Social Enterprise What I’m doing now with SE  Global Journeys  Some useful things I’ve learnt Social Enterprise in the Real World • SE in Theory • SE in Reality 3 Points for Budding Social Entrepreneurs
  3. About Me
  4. Grew up in Mumbai
  5. Displaced during the ‘93 Riots
  6. Riots Image
  7. Arrived freezing and unprepared into the UK winter
  8. Cool Runnings Image
  9. Planned to become a doctor
  10. A stint as an Auxiliary Nurse suggested it wasn’t for me
  11. Studied finance & technology instead
  12. Manchester University Image
  13. Social Triggers
  14. The Tiered British Education System
  15. “Race Class & Struggle” by Louis Kushnick
  16. Various unpredictable & disruptive events got me thinking... “If not now, then when?”
  17. So I got stuck in...
  18. Grassroots Literacy Community Sport for All Research Anti-Discrimination Anti War Advisory Crime & Disorder Civil Rights Startup Disabilities and Accessibility
  19. 2 Main Strengths Systemic Change & Consulting
  20. But... Needed better skills & A broader range of industry experience
  21. So I switched to management consulting
  22. In parallel started a social enterprise...
  23. Blog: Didn’t prove feasible but evolved into advisory work with Non Profits & SEs
  24. Developed and applied a range of skills
  25. Reached 5+ years of formal consulting and then faced a decision cross-road regarding the social sector
  26. Why??
  27. 1.
  28. In an environment that incentivises only positive representation, how much second hand information can you really trust??
  29. 2.
  30. $500bn donated to social causes annually Why aren’t we eradicating problems??
  31. Realised there was so much I still needed to know
  32. What I’m doing now
  33. A global journey looking for answers and challenging assumptions
  34. Places I didn’t know enough about... ? ? ? ? ? ? ? ?
  35. Basic Route
  36. Covered South America, India & SE Asia already (2009-10) Heading to Africa next (2011)
  37. How did I do it?
  38. Methodology = Trusted Recommendation + Word of mouth
  39. Funding = Self-funded To enable independence and reduce barriers to engagement
  40. Has it Worked?
  41. Nearly 100 projects in 2 years across 15 countries
  42. Many amazing places
  43. Major fun with beautiful people
  44. And plenty of participative real-life learning
  45. Some Random Things I’ve Learnt • Social Issues are similar everywhere • Challenges faced by Social Orgs are similar too • Meaningful rather than process models make for successful replication • Long-term programs transform lives • Co-Creation and User Centric Design is critical • Cooperatives can be powerful development tools • Safeguarding through policy is often a necessary step
  46. Finally and most importantly... Effective + tried and tested solutions to social problems most definitely exist
  47. Social Enterprise in The Real World
  48. • Self financing developmental agency i.e. Businesses that will upgrade and replace NGOs • Entities that can effectively manage profit agendas vs. social improvement • Alleviate poverty at the ‘base of the pyramid’ • Can change lives through one simple point of focus • Can transform the world fast and profitably In theory
  49. In the Real World • Usually Non Profits with revenue streams • Often take 10+ years to become sustainable • Best suited for product or packaged-service ‘innovations’ • Deal with low income rather than extreme poor • Generally improve quality of life rather than alleviate poverty or result in any long term transformation • Struggle to address the full scale of any problem due to their need and pressure to stay proprietary • Real transformation involves addressing complex factors over long timeframes, which is typically difficult to finance simply by revenue generation.
  50. Traditional NGOs Hybrids Commercial Businesses Social Businesses (S.E.) Co-operatives Non profit with endowment Non profit with revenue streams Non profit with trading arms Hybrid value Chains Ethical Business (Fair Trade) Businesses w/ Foundations Businesses w/ CSR Community Interest Companies Social Landscape Most common forms of S.E.
  51. This is not to suggest that SE is invalid The principle is hugely useful
  52. And when focused correctly, SE’s can have great impact on quality of life
  53. 3 Points to End On
  54. 1.
  55. True social enterprises create and prove financially viable models of change...
  56. ...they are NOT simply about making money in socially beneficial ways.
  57. The SE’s model of viable change must therefore be seen as separately scalable from the organisation itself.
  58. example from the Philippines
  59. 2.
  60. SE’s need to be realistic about what they are trying to achieve, and the demographics they can impact
  61. For e.g. Imagine the “Base of the Pyramid”
  62. Ref: World Resources Institute
  63. This is semantics. It is NOT accurate
  64. Ref: End of Poverty. J Sachs.
  65. S.E. Business models are rarely able to provide for the needs of the extreme poor.
  66. Their viability lies in low to middle income environments
  67. 3.
  68. Be very wary of presentation... ...both your own and that of others
  69. “Our low cost products and services in India provide access to educational apps and games for children, reduce exploitation through access to real time pricing, improve production through access to weather information, improve medical care through access to health management updates…”
  70. Don’t believe the hype
  71. Thanks! Rizwan Tayabali Profile & Projects: Blogs: Connect with me via Email, Twitter or LinkedIn
  72. More Presentations @