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Globosocial - The Journey. 2009-2011.

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Overview of Rizwan Tayabali's journey around the world helping non-profits and social enterprises. Started in 2009 and still going two years later, the journey has covered 20 countries and more than 100 projects.

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Globosocial - The Journey. 2009-2011.

  1. 1. Globosocial Adventures Journeys Into The Social Unknown 2009-2011 Rizwan Tayabali
  2. 2. About Me
  3. 3. Grew up in Mumbai
  4. 5. Displaced during the ‘93 Riots
  5. 6. Riots Image
  6. 7. Arrived freezing and unprepared into the UK winter
  7. 8. Cool Runnings Image
  8. 9. Planned to become a doctor
  9. 11. A stint as an Auxiliary Nurse suggested it wasn’t for me
  10. 13. Studied finance & technology instead
  11. 14. Manchester University Image
  12. 15. Social Triggers
  13. 16. The Tiered British Education System
  14. 17. “ Race Class & Struggle” by Louis Kushnick
  15. 18. Various unpredictable & disruptive events got me thinking... “If not now , then when ?”
  16. 19. So I got stuck in...
  17. 20. Between the ages of 20 and 27 I got involved on the ground
  18. 21. Grassroots Literacy Community Sport for All Research Anti-Discrimination Anti War Advisory Crime & Disorder Civil Rights Startup Disabilities and Accessibility
  19. 22. Realised 2 Main Strengths Systemic Change & Consulting
  20. 23. But... Needed better skills & A broader range of industry experience
  21. 24. So I switched to management consulting
  22. 26. In parallel started a social enterprise...
  23. 29. Didn’t prove feasible but evolved into advisory work with Non Profits & SEs Blog: www.socialeffect.org
  24. 30. Developed and applied a range of skills
  25. 32. ... age 32
  26. 33. Reached 5+ years of formal consulting and then faced a decision cross-road regarding the social sector
  27. 34. Why??
  28. 35. 1.
  29. 36. In an environment that incentivises only positive representation , how much second hand information can you really trust ??
  30. 37. 2.
  31. 38. $ 500 bn donated to social causes annually Why aren’t we eradicating problems??
  32. 39. Realised there was so much I still needed to know
  33. 40. What I’m doing now
  34. 42. A global journey looking for answers and challenging assumptions...
  35. 43. ...through sharing pro-bono expertise in return for insider access to social realities
  36. 44. Places I didn’t know enough about... ? ? ? ? ? ? ? ?
  37. 45. Chosen Route
  38. 46. Started in 2009
  39. 47. Covered South America , India & SE Asia 2009 & 2010 Headed to Africa early 2011
  40. 48. How did I do it?
  41. 49. Methodology = Trusted Recommendation + Word of mouth
  42. 50. Funding = Self-funded To enable independence and reduce barriers to engagement
  43. 51. Has it Worked?
  44. 52. More than 100 projects in 2 years across 20 countries
  45. 56. Many amazing places
  46. 58. Major fun with beautiful people
  47. 60. And plenty of participative real-life learning
  48. 61. Learnings
  49. 62. My journeys have led me to work with a wide variety of human challenges , through organisations of all sizes …
  50. 64. Here's a little of what I've learnt ...
  51. 65. <ul><li>Social issues are similar everywhere </li></ul><ul><li>Challenges faced by social entities are similar too </li></ul><ul><li>Meaningful rather than process models make for successful replication </li></ul><ul><li>Only long-term programs truly transform lives </li></ul><ul><li>Co-Creation and User Centric Design are critical </li></ul><ul><li>Cooperatives are powerful development tools </li></ul><ul><li>Safeguarding through policy is often a necessary step </li></ul>
  52. 66. Finally and most importantly... Effective tried and tested solutions to most social problems already exist
  53. 67. The current drive to find new and unique models is thus unnecessary and wasteful...
  54. 68. The answer lies simply in getting the basics right and persevering into the long term .
  55. 69. Finally, a few thoughts on the recent boom in Social Enterprise
  56. 70. 1.
  57. 71. True social enterprises create and prove financially viable models of change...
  58. 72. ...they are NOT simply about making money in socially beneficial ways.
  59. 73. The SE’s model of viable change must therefore be seen as separately scalable from the organisation itself.
  60. 74. ...an example from the Philippines
  61. 75. 2.
  62. 76. SE’s need to be realistic about what they are trying to achieve, and the demographics they can impact
  63. 77. For e.g. Imagine the “ Base of the Pyramid ”
  64. 78. Ref: World Resources Institute
  65. 79. This is semantics. It is NOT accurate
  66. 80. Ref: End of Poverty. J Sachs.
  67. 82. S.E. Business models are rarely able to provide for the needs of the extreme poor.
  68. 84. Their viability lies in low to middle income environments
  69. 85. 3.
  70. 86. Be very wary of presentation ... ...both your own and that of others
  71. 87. “ 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…”
  72. 90. Don’t believe the hype
  73. 91. Thanks! Rizwan Tayabali Get in touch at rizwan.tayabali@gmail.com Profile & Projects: Blogs: Connect with me via Email, Twitter or LinkedIn
  74. 92. More Presentations @ www.slideshare.net/rizwantayabali

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