Driving social change through social ventures
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Dr Neil Stott presentation for CCVS annual conference 2015
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Driving social change through social ventures
- 1. Cambridge Judge Business School DRIVING SOCIAL CHANGE THROUGH SOCIAL VENTURES Dr Neil Stott Executive Director, Centre for Social Innovation CENTRE FOR SOCIAL INNOVATION
- 3. Bridging the change paradox…..
- 4. The problem….. How do you create a business which is nice to people, kind to the planet and make a profit?
- 5. Before ‘how’; ‘why’? Why create a business which is nice to people, kind to the planet and make a profit?
- 9. Extrinsic motivation Extrinsic motivation relies on external factor such as…..
- 13. Intrinsic motivation…what lies within
- 15. Intrinsic motivation underpins the resilience to cope with frustrations, setbacks, the feeling you are never doing enough
- 16. Embodied leadership….. …..combines values, anger at social injustice and the will to make a difference. Embodied leaders are often dissatisfied with existing practises and wish to change, disrupt & innovate. Not unique to social organisations but crucial in sustaining them; especially managing the tensions & ambiguities caused by delivering multiple bottom lines.
- 17. Social leadership through …. • Social entrepreneurship • Social intrapreneurship • Social extrapreneurship
- 18. Making social change….. • No one way to make social change • Many organisational forms for ‘social change organisations’ • Form is a strategic choice informed by mission • We can learn from other times and places
- 19. Social ventures: The next frontier?
- 20. Social ventures are financially sustainable businesses with 2 distinguishing features: 1. Social motivation 2. Social impact
- 21. Social ventures • Aim to create sustainable social and economic value • Are committed to making and demonstrating significant social impact • Values, mission and governance aligned with social impact • Encompass the private, public and third sectors
- 22. How the world (and most business schools) consider the landscape: Public Private Third
- 23. How we see the world….. Public Private Third
- 24. The ‘for profit’ entrepreneurial template: Jordan Kassalow
- 25. The non-profit template (although I prefer ‘not for private profit’) :
- 26. Fee-for-service model & Low income client/customer as market model
- 29. The public template: Antiretroviral drug production in Mozambique
- 30. The corporate template: 1) as creators of social ventures Village Phone
- 31. The corporate template: 2) as facilitators of social ventures
- 32. The corporate template: 3) The Social Venture subsidization model Social venture Market Social mission target
- 33. ‘10% of our rental revenue from mains-fed coolers and 35 pence from every bottle of water sold to the Lifeline Fund, which brings much needed relief to orphan and abandoned children in Malawi’
- 34. The holy grail….. Social venture Market Supply chain
- 35. Building the social venture landscape: 4 key issues • Business model innovation • Scaling up • Demonstrating impact • Social finance
- 36. Teaching: - Part-time Masters in Social Innovation - Executive education - Integration of social innovation throughout degree programmes Engagement: - Incubating social ventures - Supporting social innovators across the University - Social innovation lab Research: - Studying social problems through deep engagement The Centre for Social Innovation at CJBS: The Building Blocks
Editor's Notes
- McKinsey Global Institute report- Resource Revolution 3bn more middle class consumers by 2030 80% rise in steel demand projected from 20103-2030 147% increase in real commodity prices since the turn of the century 44million people driven into poverty by rising food prices in the second half of 2010 100% increase in the average cost of bringing a new oil well online over the past decade. Climate change is already causing 300,000 deaths and $125 billion of economic losses per year; nearly 98% of the people seriously affected are in the Global South value of insect pollination: £153bn 8% of 10 to 12 year-olds in China's cities are considered obese and an additional 15% are overweight, according to Chinese Ministry of Education In 2002 humanity was consuming ecological resources 23% faster than the earth can replenish them. By 2050, humanity will demand twice as many resources as the planet can supply One fifth of humanity live in countries where many people think nothing of spending $2 a day on a cappuccino. Another fifth of humanity survive on less than $1 a day, and live in countries where children die for want of a simple anti-mosquito bed net In next 40 years we have to produce as much food as we did in the last 8000 years Source: World Wildlife Fund (WWF) Online retail will grow at 5x the rate of traditional retail in the USA by 2020 a 3rd of girls and a 5th of boys in Europe will be classified as obese by 2020 Food prices will rise by 40% between 2010 and 2020 9 bn people by 2020.
- If organizations want to be virtuous, regardless of the sector they come from, they need the values, the governance and transparency about impact running through them like a stick of rock. We want to be the place that people come for dialogue around these issues.
- ‘The boundaries between sectors are becoming blurred in the attempts to tackle 'wicked problems' through social innovation and be seen as 'virtuous organizations'.
- works to ensure affordable access to eyewear, everywhere. As a social enterprise, VisionSpring deploys philanthropic capital to uncover economically viable business models that can scale through market forces. In 2013, their operations in Central America were on the cusp of achieving this important milestone. VisionSpring has two working models. One called the Hub & Spoke model and the other the Partnership model. The Economist likened their Hub & Spoke model to "Lenscrafters meets Mary Kay." In this model, they operate fixed cross-subsidized optical shops with optometrists from which a small band of "Vision Entrepreneurs" fan out into the neighboring communities to provide eye screenings, sell reading and sunglasses, and refer more advanced cases back to the store to see the optometrist. They operate this model in India and El Salvador and have active plans to scale this model to several other countries in Central America including Honduras, Nicaragua, and Guatemala. The Partnership model, typified by their work with BRAC in Bangladesh, helps organizations with existing distribution networks and teaches them to add vision services into their product offering. VisionSpring operates this model in over a dozen countries including Rwanda, Morocco, Afghanistan, Paraguay, and Ethiopia.
- Key examples: microfinance, microinsurance, microfranchising
- Percentage of profits to projects/charities or foundation
- Percentage of profits to projects/charities or foundation