Scaling Social Entrepreneurship MIT Sloan January 2015Robert H. Hacker
These slides present the major themes in an IAP course at MIT Sloan, Scaling Social Entrepreneurship. Social entrepreneurship is first defined, then the future direction of capitalism and social entrepreneurship is discussed. The SCALER Model is presented
Density: How to Create Silicon Valley in Your City1776
1. The panel will discuss strategies for creating thriving startup ecosystems and densities in cities, drawing from examples of hubs in Chicago, Austin, Moscow, and Washington D.C.
2. A key theme is the importance of central hubs for convening startups and driving activity, though approaches differ between non-profit and for-profit models.
3. Panelists will debate questions around whether density requires physical hubs, how to best curate communities, attracting startups from other cities, and integrating accelerators and investments into hubs.
Jon is the Executive Director of the Boston Irish Business Association (BIBA), a non-profit business organisation dedicated to promoting the business interests of its members and member organisations located in Massachusetts and abroad. He is also the founder of the Mahoney Group, a unique Venture Catalyst firm specialising in initiating the executive selling process, creating and executing high level new business campaigns that open doors to new corporate business through appointments with decision-making senior executives.
The document discusses different types of entrepreneurs from micro-enterprises to venture companies and the various needs of entrepreneurs at different stages. It outlines the key elements needed to support entrepreneurs, including business assistance, networks, capital, and community infrastructure. The document advocates for creating an entrepreneurship support system by leveraging federal, state, and local assets that brings together all the necessary resources.
Increasing the Flow of Capital to Women Business Owners in PhoenixKristin Slice
Data, facts and discussion from the Empowered PhXX roundtable discussion on funding and increasing the flow of capital to female entrepreneurs in Phoenix.
NEED, IMPORTANCE, OPPORTUNITIES, TYPES AND CHALLENGES OF SOCIAL ENTREPRENEURSHIP; GOVERNMENT SCHEMES AND PLANS; FOREIGN COLLABORATION; CASE STUDY ON SEWA.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
Scaling Social Entrepreneurship MIT Sloan January 2015Robert H. Hacker
These slides present the major themes in an IAP course at MIT Sloan, Scaling Social Entrepreneurship. Social entrepreneurship is first defined, then the future direction of capitalism and social entrepreneurship is discussed. The SCALER Model is presented
Density: How to Create Silicon Valley in Your City1776
1. The panel will discuss strategies for creating thriving startup ecosystems and densities in cities, drawing from examples of hubs in Chicago, Austin, Moscow, and Washington D.C.
2. A key theme is the importance of central hubs for convening startups and driving activity, though approaches differ between non-profit and for-profit models.
3. Panelists will debate questions around whether density requires physical hubs, how to best curate communities, attracting startups from other cities, and integrating accelerators and investments into hubs.
Jon is the Executive Director of the Boston Irish Business Association (BIBA), a non-profit business organisation dedicated to promoting the business interests of its members and member organisations located in Massachusetts and abroad. He is also the founder of the Mahoney Group, a unique Venture Catalyst firm specialising in initiating the executive selling process, creating and executing high level new business campaigns that open doors to new corporate business through appointments with decision-making senior executives.
The document discusses different types of entrepreneurs from micro-enterprises to venture companies and the various needs of entrepreneurs at different stages. It outlines the key elements needed to support entrepreneurs, including business assistance, networks, capital, and community infrastructure. The document advocates for creating an entrepreneurship support system by leveraging federal, state, and local assets that brings together all the necessary resources.
Increasing the Flow of Capital to Women Business Owners in PhoenixKristin Slice
Data, facts and discussion from the Empowered PhXX roundtable discussion on funding and increasing the flow of capital to female entrepreneurs in Phoenix.
NEED, IMPORTANCE, OPPORTUNITIES, TYPES AND CHALLENGES OF SOCIAL ENTREPRENEURSHIP; GOVERNMENT SCHEMES AND PLANS; FOREIGN COLLABORATION; CASE STUDY ON SEWA.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
This document analyzes the entrepreneurial market in Guatemala to identify business design opportunities in social entrepreneurship. It finds that while Guatemala has high levels of entrepreneurial activity, many new businesses fail because entrepreneurs do not fully understand or solve people's problems. It identifies a need for consulting services that help social entrepreneurs create profitable businesses through solving social issues. The proposed business design would provide personalized consulting to co-create social ventures with multi-disciplinary teams. This would help generate impact investments and businesses while helping entrepreneurs succeed financially and address Guatemala's social challenges.
Mkt1019 characteristics of the social entrepreneur 1Tim Curtis
Social entrepreneurship involves using entrepreneurial approaches to create social value through innovative solutions to social problems. Social entrepreneurs are change agents who pursue new opportunities to fulfill their mission of social impact through initiatives like microfinance that provide small loans to the world's poorest people. The rise of social entrepreneurship is driven by trends like declining government involvement, a focus on self-reliance, and changes in funding opportunities for social sectors.
This document defines and discusses key concepts related to social enterprises. It explains that social enterprises are businesses that trade for social, environmental, or cultural purposes and reinvest most of their profits toward their social mission. The document outlines different types of social enterprises based on their legal structure, purpose, and markets. It also discusses recent developments and support for social enterprises in Australia at both the federal and state/local levels.
Microcredit has been promoted as a way to help the poor start businesses and lift themselves out of poverty. However, recent evidence from randomized evaluations in several countries finds that:
1) The majority of poor households do not want or use microloans to start businesses, but rather for consumption needs like durables, ceremonies, or health emergencies.
2) Microcredit has limited impact on creating new businesses, but can help expand existing ones. However, average household income and consumption do not significantly increase.
3) The poor operate very small, informal businesses like petty retail with no employees or assets. They view these businesses as a fallback rather than a path out of poverty. Microcredit alone is not enough
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures they’ve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur you’ve been working with should pursue the course of action you’ve determined in your analysis.
Social entrepreneurship uses business principles to create social change and solve social problems on a large scale. Social entrepreneurs recognize problems in society and provide innovative solutions to address social and environmental issues in a way that creates social value and returns. Examples include Muhammad Yunus, who founded the Grameen Bank to provide microloans to empower women, and Reese Fernandez, who co-founded Rags2Riches to connect weavers in the Philippines directly to customers and improve their livelihoods. The work of social entrepreneurs aims to create sustainable solutions that advance social goals.
This document summarizes a class on considerations for social enterprises. It includes the agenda, which covers marketing, operational considerations, and legal considerations for social enterprises. The document provides guidelines for student presentations on business cases, including the required components and time allotment. It also gives examples of pitching a social enterprise business model. Finally, it discusses considerations for marketing, human resources, operations, and different legal forms for social enterprises.
This document provides an overview of key concepts related to social entrepreneurship including definitions of social enterprise, social business, social innovation, and social entrepreneurship. It discusses characteristics of social entrepreneurs and provides examples of different types of social enterprises. Forms of capital that can be leveraged through social enterprises are explored. The document also covers identifying social opportunities, strategies for addressing opportunities, developing a theory of change, and factors that can lead to social entrepreneurial behavior. Overall, the document serves as an introductory guide to understanding the landscape of social entrepreneurship.
The document discusses entrepreneurship and social entrepreneurship. It notes that there is a large gap between the youth population and available jobs in India that must be filled through entrepreneurship. Social entrepreneurship addresses social and environmental issues to create lasting change. Examples of successful social ventures provided include Grameen Bank, which provides loans to rural poor in Bangladesh, Jaipur Foot which provides affordable prosthetics, and Arvind Eye Care Clinic which provides free surgeries to the poor.
#Aboriginal #Entrepreneurs are a force of advancement and change in our business community in #Canada as they have a built-in desire to build sustainable communities, preserve and protect the land and make a difference through business ventures they are passionate about. Providing talented aboriginals with how-to marketing and media steps that show them how is key.
Digital transformation in financial services: a roundtable May 2014NixonMcInnes
The financial services industry in the UK has a long and illustrious history, its practices and business imperatives developed over hundreds of years. It’s little surprise, then, that at our recent roundtable we heard from decision-makers from across the industry that the sector is stuck in a quagmire of legacy systems that hinder change.
Then there’s the volume of demands on the sector to meet expanding regulatory requirements. Some banks live simply to stay out of jail, we heard. And that effort is exhausting them. So banks are focusing on keeping the ship afloat rather than creating amazing new touch points for customers.
Just think what could be done to improve the customer experience with just a fraction of the budget spent on stopping out-of-date systems falling over, pondered one delegate. And it’s an interesting question when you look at the amount of innovation going on in fintech start ups. The opportunities are there for the picking, but not the cash or focus it seems.
Once run by a few large banks, it has been taken over by smaller, more nimble and technology-driven disruptors who are putting the power back into the hands of consumers.
Banks need a more customer-centric way to do business and to differentiate themselves in new ways.
This report series will explore the most crucial changes happening in the finance industry, and how legacy banks need to act today to be around tomorrow.
This is part 3/3, and explores successful case examples of greater organizational transformation with focus on two crucial components to enable business to simply the challenges of tomorrow by working smarter today.
- The two key approaches to organizational transformation within legacies, with focus on traditional banks
- Several case studies of best practice transformation examples
- Implications & actionable starting points for traditional banks to approach transformation in an effective way (minimize risk, maximize cooperation)
Big data made simple ppp five experts talkkwpillich
This document summarizes interviews with five banking experts on the topics of big data and analytics in banking.
The first interview is with JP Nicols, co-founder of Bank Innovators Council. Some key points from the interview include: if consumers engage directly with fintech companies instead of banks, then banks become a commodity; banks think they are customer-intimate but are actually all competing on the same dimension; and the future will see fewer banks, with successful banks upgrading themselves or risking failure.
The second interview is with Vik Atal, former executive vice president of Citigroup. He discusses lessons from the 2008 financial crisis, including that predictive analytics could have reduced some impacts. For banks, using
This document provides an agenda for the Marketforce's 18th Annual Conference on the Future of Retail Banking taking place on December 1st-2nd, 2015 in London. The conference will feature senior executives from major retail banks discussing key issues shaping the future of banking over the next decade, including increasing transparency, improving customer experience, mobile banking innovations, and the role of branches. Over 250 attendees from banks, fintech companies, consultancies and other financial organizations are expected to attend.
The document discusses strategies for market-driving organizations versus market-driven organizations. It defines market-driving firms as those that shape or change markets by eliminating, adding, or modifying players and their functions. They rewrite industry rules and compete in new arenas. Their core values inspire radical business concepts and they often teach potential customers to consume their value propositions.
Generations In The Community A New MarketplacePresentMark
This document discusses generational cohorts and the nonprofit sector. It notes that Baby Boomers, Generation X, and Millennials each have defining characteristics and events that shaped their perspectives. It also discusses that the nonprofit sector business models are often outdated and should focus on social entrepreneurism, impact investing, and engaging various generations as advocates and investors. The key to success is seen as social capital and innovation to create new value propositions for clients, donors, and communities.
Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor Social
2017 Community Information Forum - Ed McMahonMcrpc Staff
The theme of the 2017 Information Forum was the relationship between placemaking and economic development. Our speaker, Ed McMahon of the Urban Land Institute, is nationally known as an inspiring and thought-provoking speaker and a leading authority on topics such as the links between health and the built environment, sustainable development, land conservation, smart growth, and historic preservation. His presentation, "Secrets of Successful Communities: How Cities Can Prosper in a Rapidly Changing World," explored these themes through the lens of economic development.
20110126 presentation sme finance summit london v1.0Pascal Spelier
The document discusses key drivers of innovation for banks, including growth, changing customer demands, new rules imposed by network economies, and the credit crunch. It outlines trends banks need to consider, such as non-bank competitors entering banking, the lasting impact of social media, and whether crowdfunding will survive hype. Examples of global financial innovation are provided. The conclusion emphasizes that banks must innovate to meet new customer and market demands or risk losing business to non-bank competitors.
The document discusses several trends that will impact business in the future, including the aging population, rise of niche markets, importance of technology and social media, and shift to more flexible work arrangements. It also discusses the rise of "Karma Capitalism" where businesses are focusing more on social and environmental values. The key takeaways are that businesses need to adapt to change, focus on their core operations and efficiencies, educate customers, and maintain transparency and human connections to succeed in this evolving landscape.
This document analyzes the entrepreneurial market in Guatemala to identify business design opportunities in social entrepreneurship. It finds that while Guatemala has high levels of entrepreneurial activity, many new businesses fail because entrepreneurs do not fully understand or solve people's problems. It identifies a need for consulting services that help social entrepreneurs create profitable businesses through solving social issues. The proposed business design would provide personalized consulting to co-create social ventures with multi-disciplinary teams. This would help generate impact investments and businesses while helping entrepreneurs succeed financially and address Guatemala's social challenges.
Mkt1019 characteristics of the social entrepreneur 1Tim Curtis
Social entrepreneurship involves using entrepreneurial approaches to create social value through innovative solutions to social problems. Social entrepreneurs are change agents who pursue new opportunities to fulfill their mission of social impact through initiatives like microfinance that provide small loans to the world's poorest people. The rise of social entrepreneurship is driven by trends like declining government involvement, a focus on self-reliance, and changes in funding opportunities for social sectors.
This document defines and discusses key concepts related to social enterprises. It explains that social enterprises are businesses that trade for social, environmental, or cultural purposes and reinvest most of their profits toward their social mission. The document outlines different types of social enterprises based on their legal structure, purpose, and markets. It also discusses recent developments and support for social enterprises in Australia at both the federal and state/local levels.
Microcredit has been promoted as a way to help the poor start businesses and lift themselves out of poverty. However, recent evidence from randomized evaluations in several countries finds that:
1) The majority of poor households do not want or use microloans to start businesses, but rather for consumption needs like durables, ceremonies, or health emergencies.
2) Microcredit has limited impact on creating new businesses, but can help expand existing ones. However, average household income and consumption do not significantly increase.
3) The poor operate very small, informal businesses like petty retail with no employees or assets. They view these businesses as a fallback rather than a path out of poverty. Microcredit alone is not enough
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures they’ve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur you’ve been working with should pursue the course of action you’ve determined in your analysis.
Social entrepreneurship uses business principles to create social change and solve social problems on a large scale. Social entrepreneurs recognize problems in society and provide innovative solutions to address social and environmental issues in a way that creates social value and returns. Examples include Muhammad Yunus, who founded the Grameen Bank to provide microloans to empower women, and Reese Fernandez, who co-founded Rags2Riches to connect weavers in the Philippines directly to customers and improve their livelihoods. The work of social entrepreneurs aims to create sustainable solutions that advance social goals.
This document summarizes a class on considerations for social enterprises. It includes the agenda, which covers marketing, operational considerations, and legal considerations for social enterprises. The document provides guidelines for student presentations on business cases, including the required components and time allotment. It also gives examples of pitching a social enterprise business model. Finally, it discusses considerations for marketing, human resources, operations, and different legal forms for social enterprises.
This document provides an overview of key concepts related to social entrepreneurship including definitions of social enterprise, social business, social innovation, and social entrepreneurship. It discusses characteristics of social entrepreneurs and provides examples of different types of social enterprises. Forms of capital that can be leveraged through social enterprises are explored. The document also covers identifying social opportunities, strategies for addressing opportunities, developing a theory of change, and factors that can lead to social entrepreneurial behavior. Overall, the document serves as an introductory guide to understanding the landscape of social entrepreneurship.
The document discusses entrepreneurship and social entrepreneurship. It notes that there is a large gap between the youth population and available jobs in India that must be filled through entrepreneurship. Social entrepreneurship addresses social and environmental issues to create lasting change. Examples of successful social ventures provided include Grameen Bank, which provides loans to rural poor in Bangladesh, Jaipur Foot which provides affordable prosthetics, and Arvind Eye Care Clinic which provides free surgeries to the poor.
#Aboriginal #Entrepreneurs are a force of advancement and change in our business community in #Canada as they have a built-in desire to build sustainable communities, preserve and protect the land and make a difference through business ventures they are passionate about. Providing talented aboriginals with how-to marketing and media steps that show them how is key.
Digital transformation in financial services: a roundtable May 2014NixonMcInnes
The financial services industry in the UK has a long and illustrious history, its practices and business imperatives developed over hundreds of years. It’s little surprise, then, that at our recent roundtable we heard from decision-makers from across the industry that the sector is stuck in a quagmire of legacy systems that hinder change.
Then there’s the volume of demands on the sector to meet expanding regulatory requirements. Some banks live simply to stay out of jail, we heard. And that effort is exhausting them. So banks are focusing on keeping the ship afloat rather than creating amazing new touch points for customers.
Just think what could be done to improve the customer experience with just a fraction of the budget spent on stopping out-of-date systems falling over, pondered one delegate. And it’s an interesting question when you look at the amount of innovation going on in fintech start ups. The opportunities are there for the picking, but not the cash or focus it seems.
Once run by a few large banks, it has been taken over by smaller, more nimble and technology-driven disruptors who are putting the power back into the hands of consumers.
Banks need a more customer-centric way to do business and to differentiate themselves in new ways.
This report series will explore the most crucial changes happening in the finance industry, and how legacy banks need to act today to be around tomorrow.
This is part 3/3, and explores successful case examples of greater organizational transformation with focus on two crucial components to enable business to simply the challenges of tomorrow by working smarter today.
- The two key approaches to organizational transformation within legacies, with focus on traditional banks
- Several case studies of best practice transformation examples
- Implications & actionable starting points for traditional banks to approach transformation in an effective way (minimize risk, maximize cooperation)
Big data made simple ppp five experts talkkwpillich
This document summarizes interviews with five banking experts on the topics of big data and analytics in banking.
The first interview is with JP Nicols, co-founder of Bank Innovators Council. Some key points from the interview include: if consumers engage directly with fintech companies instead of banks, then banks become a commodity; banks think they are customer-intimate but are actually all competing on the same dimension; and the future will see fewer banks, with successful banks upgrading themselves or risking failure.
The second interview is with Vik Atal, former executive vice president of Citigroup. He discusses lessons from the 2008 financial crisis, including that predictive analytics could have reduced some impacts. For banks, using
This document provides an agenda for the Marketforce's 18th Annual Conference on the Future of Retail Banking taking place on December 1st-2nd, 2015 in London. The conference will feature senior executives from major retail banks discussing key issues shaping the future of banking over the next decade, including increasing transparency, improving customer experience, mobile banking innovations, and the role of branches. Over 250 attendees from banks, fintech companies, consultancies and other financial organizations are expected to attend.
The document discusses strategies for market-driving organizations versus market-driven organizations. It defines market-driving firms as those that shape or change markets by eliminating, adding, or modifying players and their functions. They rewrite industry rules and compete in new arenas. Their core values inspire radical business concepts and they often teach potential customers to consume their value propositions.
Generations In The Community A New MarketplacePresentMark
This document discusses generational cohorts and the nonprofit sector. It notes that Baby Boomers, Generation X, and Millennials each have defining characteristics and events that shaped their perspectives. It also discusses that the nonprofit sector business models are often outdated and should focus on social entrepreneurism, impact investing, and engaging various generations as advocates and investors. The key to success is seen as social capital and innovation to create new value propositions for clients, donors, and communities.
Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor Social
2017 Community Information Forum - Ed McMahonMcrpc Staff
The theme of the 2017 Information Forum was the relationship between placemaking and economic development. Our speaker, Ed McMahon of the Urban Land Institute, is nationally known as an inspiring and thought-provoking speaker and a leading authority on topics such as the links between health and the built environment, sustainable development, land conservation, smart growth, and historic preservation. His presentation, "Secrets of Successful Communities: How Cities Can Prosper in a Rapidly Changing World," explored these themes through the lens of economic development.
20110126 presentation sme finance summit london v1.0Pascal Spelier
The document discusses key drivers of innovation for banks, including growth, changing customer demands, new rules imposed by network economies, and the credit crunch. It outlines trends banks need to consider, such as non-bank competitors entering banking, the lasting impact of social media, and whether crowdfunding will survive hype. Examples of global financial innovation are provided. The conclusion emphasizes that banks must innovate to meet new customer and market demands or risk losing business to non-bank competitors.
The document discusses several trends that will impact business in the future, including the aging population, rise of niche markets, importance of technology and social media, and shift to more flexible work arrangements. It also discusses the rise of "Karma Capitalism" where businesses are focusing more on social and environmental values. The key takeaways are that businesses need to adapt to change, focus on their core operations and efficiencies, educate customers, and maintain transparency and human connections to succeed in this evolving landscape.
How do i_create_a_distinctive_performance_cultureSudeep Majumdar
The document discusses how to create a distinctive performance culture through a three step process of diagnosing cultural opportunities and barriers, designing cultural interventions focused on a few key themes, and managing an integrated program using leadership levers to influence culture and deliver business impacts. It provides examples of how companies have applied a rigorous problem-solving approach to cultural issues to improve engagement, innovation, and financial results.
Ideas to take the Puerto Rico VC Industry (or any country for that matter) to the next level. Policies, ecosystem development, think globally, liquidity and trust.
Re designing the World of PR [People Relations]MSL
The world is changing, fast, and our clients are facing huge transformations. There is a strong call for change, in the PR industry like everywhere. At a recent conference, our chief strategy officer Pascal Beucler was asked to stimulate a discussion on if the PR industry was ready for this change, the challenges we face and the power shifts we need to address, as an industry, to make it happen.
The document discusses how the internet has negatively impacted various aspects of society and culture. It argues that the internet prioritizes fast profits over quality, atomizes attention, is not truly democratic, and promotes groupthink over dialogue. However, it suggests that brands could play a positive role by focusing on purpose rather than just sales, and that new creative processes are needed to build a better digital future.
Entrepreneurship: Global Transformation EngineDonna Harris
1. The document discusses how entrepreneurship has fueled major industrial revolutions throughout history including the current Internet revolution.
2. It notes that we are nearing a time when anyone, anywhere can create the next massively high growth company due to declining startup costs and the availability of resources online.
3. Early stage venture investing is also undergoing disruption in favor of entrepreneurs through more transparent and standardized processes as well as new models like crowdfunding and syndicates.
4. Socially driven disruption is upending major industries like education, healthcare and energy by applying peer-to-peer models, presenting opportunities around the world.
Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation...Lifehack HQ
Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
This document discusses how real estate professionals can stay relevant in the new "Social Era." It covers four key topics:
1. The Social Era values connections over institutions and collaboration over control. Talent inclusion and social purpose are important.
2. Different generational preferences are changing consumer needs and expectations. Recognizing these differences is crucial.
3. Market forces like consolidation and specialization mean real estate no longer functions the same. Adaptation is necessary.
4. Factors like content, curation, convergence, and disruptive business models are shaping the future. Embracing change through innovation is important to survive.
The anatomy of a social enterprise is a little different than for a typical tech startup. In this talk, Melinda reveals a new "Business Model Canvas" adapted specifically for startups with a social or environmental mission.
Talk given by Melinda Briana Epler, CEO & Founder of Change Catalyst, at the H3 Conference in Puerto Rico, November 2015.
Healthy retail presentation - 11.00am to 12.30pm 27 October 22 University of ...ILC- UK
We want to support retailers to better understand the evidence around healthy ageing.
We want to inspire action in retailers in relation their role supporting healthy ageing.
We want to transform how the retail sector sees and serves older customers.
Anjali, Salesforce, THE WAY FORWARD: CUSTOMER-CENTRIC DIGITAL TRANSFORMATIONHilary Ip
The document discusses the need for customer-centric digital transformation. It notes that customer expectations are changing as they demand consistent, personalized experiences across channels in real-time. To succeed at transformation, companies must focus on customer centricity, technology/digitization, and new business models. However, leadership and culture provide the foundation for lasting change. The key elements of an effective culture are communication and values, creativity and agility, diversity of thought, top-down capabilities, and a willingness to re-invent.
Similar to Defining leadership for everyday living ind. assoc. fin. professionals 1-18-2011 (20)
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...Donc Test
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Defining leadership for everyday living ind. assoc. fin. professionals 1-18-2011
1. Indiana Association of Financial Professionals Defining Leadership for Everyday Living Harold “Bud” Boughton [email_address] www.budboughton.com
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6. Changes In Banking Dodd-Frank Wall Street Reform and Consumer Protection Act “ 2,300 pages of legislation that most likely will result in 23,000 pages of new regulatory requirements that will be written in the next 3 to 5 years.” BankLawStuff Webinar August 4, 2010
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8. In Technology So when will all the innovation and change end?
9. In Banking, A Simple Solution “ Banks must first re-engineer themselves. For some banks, the process will involve offering new products and services. For others, it will involve a complete reorientation of traditional ways of doing business. New ways of thinking. New, broader horizons. A stronger focus on serving customer needs.” “ The Reengineering of Community Banks” by Charles C. Mann Wall Street Investor Services
10. In Banking, A Simple Solution “ Banks must first re-engineer themselves. For some banks, the process will involve offering new products and services. For others, it will involve a complete reorientation of traditional ways of doing business. New ways of thinking. New, broader horizons. A stronger focus on serving customer needs.” “ The Reengineering of Community Banks” by Charles C. Mann Wall Street Investor Services PUBLISHED IN ILLINOIS BANKER – MAY 1995!
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12. CREATIVE Thinking “ For growth to occur, people must change what they do and how they do it, sometimes very dramatically. And that is the core of the issue.” “ It is uncomfortable and just plain hard for people, let alone organizations, to challenge the normal way of doing things and change .” Excerpt from the book, There Is No Box by Steve Coats and Tom Heuer
13. CREATIVE Thinking We Desperately NEED Creative Thinking Creative Thinking Requires Courage
14. CREATIVE Thinking It takes Courage to ask… “ Why….?” “ How…?” It takes Courage to Challenge the Norm
16. 4 Basic Principles of Leadership Dad’s Last Letter – Leadership Principles for the Next Generation www.dadslastletter.net Where did they come from?
17. 4 Basic Principles of Leadership They are… Timeless, They build on one another, Apply to any leadership role, We control them, each is a simple choice we make.
18. 4 Basic Principles of Leadership HONESTY OPTIMISM PERSEVERANCE EXCELLENCE
19. 4 Basic Principles of Leadership H ONESTY O PTIMISM P ERSEVERANCE E XCELLENCE