This document provides an introduction to social entrepreneurship. It discusses key concepts such as using business models to create social impact, considering multiple bottom lines, and recognizing opportunities to address social problems. Community assets and stakeholders are important to analyze. Developing the right product, market focus, and business model are also covered. Overall the document presents frameworks for understanding social entrepreneurship and developing social enterprises.
i4C Idea and Innovation Challenge, Submit your innovations and ideas and get an opportunity to connect with major industry houses and venture capitalist. Golden opportunity to get a funding of up to 5 Crore Rs. for your innovation start ups. For more information visit http://inclusiveinnovations.in/
This document provides an overview of context mapping and user research methods for designing services. It discusses why exploring context is important, as the cultural and social context influences how users interpret and interact with designed artifacts. Various methods for indirectly and directly researching users and cultural context are presented, including code mapping, cultural landscape analysis, and user personas. Tools for mapping contextual codes, categories, trends, and defining product positioning are demonstrated. The importance of understanding users as social beings and incorporating contextual insights into design is emphasized.
Defining the mindset of social entrepreneurshipYutakaTanabe
1. Introduction
2-1. A framework to define the mindset of social
entrepreneurship
2-2. Defining the mindset of social entrepreneurship
2-3. Difference between the definition of the mindset of
entrepreneurship and that of social entrepreneurship
3. Conclusion
This document discusses social entrepreneurship and social enterprises. It defines social entrepreneurship as innovative, social value creating activity that occurs across non-profit, business or government sectors. Social enterprises use business methods to achieve social objectives. The document outlines that social enterprises address social problems through more effective and sustainable solutions than existing approaches. It provides examples of social enterprises in India, the domains they work in such as agriculture, education, healthcare, and the organizations that support and promote social enterprises in India.
Social entrepreneurs combine the passion of a social activist with the business skills of a business pioneer. They create sustainable solutions that change society for the better. Some key traits social entrepreneurs share with business entrepreneurs are being strategic thinkers, mission driven, focused, resourceful, results oriented, and able to persevere despite obstacles. Social entrepreneurs bring new approaches to social issues through innovations like new design solutions, business models, and funding models.
This document provides an introduction to social entrepreneurship. It discusses key concepts such as using business models to create social impact, considering multiple bottom lines, and recognizing opportunities to address social problems. Community assets and stakeholders are important to analyze. Developing the right product, market focus, and business model are also covered. Overall the document presents frameworks for understanding social entrepreneurship and developing social enterprises.
i4C Idea and Innovation Challenge, Submit your innovations and ideas and get an opportunity to connect with major industry houses and venture capitalist. Golden opportunity to get a funding of up to 5 Crore Rs. for your innovation start ups. For more information visit http://inclusiveinnovations.in/
This document provides an overview of context mapping and user research methods for designing services. It discusses why exploring context is important, as the cultural and social context influences how users interpret and interact with designed artifacts. Various methods for indirectly and directly researching users and cultural context are presented, including code mapping, cultural landscape analysis, and user personas. Tools for mapping contextual codes, categories, trends, and defining product positioning are demonstrated. The importance of understanding users as social beings and incorporating contextual insights into design is emphasized.
Defining the mindset of social entrepreneurshipYutakaTanabe
1. Introduction
2-1. A framework to define the mindset of social
entrepreneurship
2-2. Defining the mindset of social entrepreneurship
2-3. Difference between the definition of the mindset of
entrepreneurship and that of social entrepreneurship
3. Conclusion
This document discusses social entrepreneurship and social enterprises. It defines social entrepreneurship as innovative, social value creating activity that occurs across non-profit, business or government sectors. Social enterprises use business methods to achieve social objectives. The document outlines that social enterprises address social problems through more effective and sustainable solutions than existing approaches. It provides examples of social enterprises in India, the domains they work in such as agriculture, education, healthcare, and the organizations that support and promote social enterprises in India.
Social entrepreneurs combine the passion of a social activist with the business skills of a business pioneer. They create sustainable solutions that change society for the better. Some key traits social entrepreneurs share with business entrepreneurs are being strategic thinkers, mission driven, focused, resourceful, results oriented, and able to persevere despite obstacles. Social entrepreneurs bring new approaches to social issues through innovations like new design solutions, business models, and funding models.
The document outlines the vision, mission, objectives, and goals of an organization called Spurting Innovation, which aims to spur grassroots innovation in developing countries by connecting innovators, developing their ideas into projects, and helping translate innovations into self-sustaining enterprises that benefit humanity. The organization plans to find 500 ideas by 2015 that can be developed into 50 projects, with the goal of producing one flagship successful innovation.
Social Entrepreneurship & Measuring Social Impact: 101Dr. Catherine Lada
Social entrepreneurship aims to solve complex social problems through sustainable business models. It differs from traditional non-profits and businesses in pursuing a double bottom line of social impact and financial sustainability. Social entrepreneurs must understand the embedded context and ecosystem in which problems exist to develop effective solutions. "Wicked problems" are especially difficult to solve because they are situated within complex social systems. Truly addressing wicked problems requires considering all relevant actors and implementing coordinated multi-level solutions. Scaling solutions also requires understanding how approaches must be adapted to different environments and contexts. While measuring social impact is challenging, frameworks provide guidance on assessing evidence of impact at preliminary, moderate, and strong levels.
This document provides an outline and overview of social entrepreneurship, particularly as it relates to rural development. It defines social entrepreneurship as recognizing opportunities to create social value. Key points include:
- Social entrepreneurship addresses market failures by developing innovative and financially sustainable solutions to social problems.
- Common areas for social enterprises include environmental, food/agriculture, housing, health, information, financial services, and manufacturing sectors.
- Historical examples of influential social entrepreneurs highlighted include Bill Drayton (Ashoka), Dr. Varghese Kurien (Operation Flood), and Muhammad Yunus (Grameen Bank).
- Social entrepreneurship in agriculture can focus on technology, market-oriented
This document discusses social entrepreneurship and provides definitions and examples. It defines social entrepreneurship as applying business techniques to find solutions to social problems. Social entrepreneurs recognize social issues and create social ventures to address them. Examples given include Mahatma Gandhi, Dr. Verghese Kurien, and Sanjit "Bunker" Roy. The document also outlines characteristics of social entrepreneurs and organizational models in social entrepreneurship such as leveraged non-profits and social business ventures.
The document provides an overview of the Youth Business Summit organized by Pragyan on January 23rd at the Hilton Hotel in Chennai. The event featured guest lectures, a panel discussion with representatives from Ashok Leyland, Mastek, Chettinad Builders, and Matrix Business Services. Over 60% of participants were students from top institutions while 40% were working professionals from 35 companies. Key topics included enhancing productivity, driving innovation in automotive, and steps to successful startups. The panel discussion focused on defining and implementing the "Make in India" initiative. Social media was used to promote the event which received extensive media coverage and support from sponsors.
Narayana Murthy co-founded Infosys in 1981 and served as its CEO until 2002 and Chairman until 2011. He obtained engineering and business degrees in India and worked in the IT industry before starting Infosys. Infosys grew from 7 employees and $250 to a global company listed on the NASDAQ with over 200,000 employees. Murthy helped establish India as a major player in the global outsourcing industry and received many honors for his work and philanthropy.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
The Jakarta Founder Institute is a 4-month startup accelerator program that will take place from May 24, 2012. The deadline for early registration is April 22, 2012. In the previous semester in fall 2011, 132 people registered, 43 were accepted, and 13 companies have been launched. The graduation ceremony was attended by over 200 people. The program provides mentoring, curriculum, and connects startups to investors and service providers to improve their chances of success. Participants contribute 3.5% equity to a bonus pool that is shared among peers from their semester.
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...Stephen Carrick-Davies
This document contains slides from a workshop on social entrepreneurship given by Stephen Carrick-Davies at Centurion University of Technology and Management in Bhubaneswar, India in January 2015. The workshop covered definitions of social entrepreneurship, examples of social entrepreneurs, qualities of social entrepreneurs such as being passionate, practical, and persistent, and how to build a culture of social entrepreneurship. It included group activities to discuss participants' social enterprise ideas and how to fund a social enterprise. The goal was to introduce the topic through interactive learning.
INDIA CEO FORUM ON BUSINESS AND HUMAN RIGHTS, February 13, 2012GlobalCompact
The India CEO Forum is a two-year Global Compact Network India initiative, kindly chaired by Shri N. R. Narayana Murthy
Founder and Chairman Emeritus, Infosys
Bringing innovation, creativity and entrepreneurship education to humanities ...Social Care Ireland
The document discusses entrepreneurship education for humanities students and outlines a framework called ACE (Accelerating Campus Entrepreneurship) for embedding entrepreneurship skills. The framework involves customizing existing entrepreneurship models for humanities, providing experiential learning through real-life projects, and developing an entrepreneurial skillset including creativity, problem-solving, and sustainability. The goal is to allow humanities students at IT Sligo to develop entrepreneurial skills through a semester-long project-based program addressing community needs.
Outside inc - is social intrapreneurship the new driver for innovation?Anis Bedda
Outside Inc - Marieke den Nijs
Title: Is Social Intrapreneurship the new driver for innovation?
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
The document outlines a proposed cash transfer pilot project in India. It discusses that the project is being prototyped based on a UNRISD seminar. The project owners are Professor Guy Standing and UNICEF, who would implement the project if approved by the new Indian government. The cash transfers would target vulnerable groups in India like women, elderly, disabled, jobless, and migrants. The document discusses possible locations for the pilot projects and impacts that could be measured, including impacts on health, education, gender empowerment, and asset recovery. It also outlines considerations for the project organization, involving both public and private entities, and management of the cash transfers.
Larsen & Toubro is an Indian multinational conglomerate that undertakes various CSR activities. It focuses on education, health, skill-building, water and sanitation projects. L&T's CSR policy aims for sustainable community development. It spends over 100 crore annually on CSR initiatives like building schools, health centers, toilets, and providing education, healthcare, and skills training. Between 2011-2014, L&T increased the number of beneficiaries of its CSR programs by over 14%.
India Future Society aims to be "The New York Times for future technology." It provides news and information about emerging technologies and connects businesses, entrepreneurs, investors, and researchers. It has 52,000 website hits and is gaining traction on social media. The founders are raising $100,000 to expand the business by improving the user experience, conducting marketing campaigns, and hiring employees. Unlike similar organizations, India Future Society will create business profiles, enable collaborations and investments, and promote future technologies to generate revenue and jobs in India.
This Presentation is all about the Management Practices of Narayan Murthi former CEO Infosys Technologies Ltd.
This presentation was selected as a best group presentation ever within the class.
Can Social Innovation be a sustainable business model? Nowadays, we do not simply rely on the government or NGOs for solving social problems. What can be done by a start-up enterprise or multinational corporation? How can Social Innovation be incorporated into their business practices?
In this session, we looked at Social Enterprise in Asia, the opportunities and hurdles that exist, and the scalability of various businesses
An introduction to social entrepreneurshipRaf Vlummens
The document provides an introduction to social entrepreneurship. It defines social entrepreneurship as organizations that trade for social purposes and use any profits to further social objectives. Social enterprises have up to four bottom lines including social, environmental, economic, and financial impacts. The document discusses how social entrepreneurship addresses unmet social needs and is motivated by social benefit. It also presents examples of social enterprises like Grameen Danone Foods, a joint venture creating jobs and improving nutrition in Bangladesh. In conclusion, the document notes both challenges like acquiring money and demonstrating effectiveness, and opportunities like demographic shifts and increased social spending that social entrepreneurship may face in the future.
How to use social media for activism and social good, including engagement, awareness, and more. Tips and basics on the major social media sites, content strategy, and tools.
This document summarizes a class on managing social enterprises for social impact. The class covered two main responsibilities of social enterprise managers: achieving financial goals and achieving social goals. It discussed key concepts for achieving financial goals like focusing on the mission. For social goals, it emphasized identifying social goals, measuring social value created, and communicating impact. Challenges in measurement like attribution and qualitative vs. quantitative metrics were also examined.
Social Media Week was happening globally. Determined that Norwich should be a part of this movement, myself (Julie Bishop), Bridget Greenwood, Lynsey Sweales, Sara Greenfield, Chris Greenfield and Jim Drew, all of us passionate about the power of Social Media made a promise to act. February 2012 Norwich had its first ever Social Media week. For me and JobHop it was very satisfying being able to show unemployed people that they could make Social Media work for them to find employment
This paper shows that the monetary policy paradigm that was in place before the financial crisis worked very well and that the crisis occurred only after policy makers deviated from that paradigm. The paper also evaluates monetary policy during the financial crisis by dividing the crisis into three periods: pre-panic, panic and post-panic. It shows that the extraordinary measures did not work well in the pre-panic or the post-panic periods; instead they helped bring on the panic, even though they may have some positive impact during the panic. The implication of the paper is that the crisis does not call for a new paradigm for monetary policy.
Authored by: John B. Taylor
Published in 2010
The document outlines the vision, mission, objectives, and goals of an organization called Spurting Innovation, which aims to spur grassroots innovation in developing countries by connecting innovators, developing their ideas into projects, and helping translate innovations into self-sustaining enterprises that benefit humanity. The organization plans to find 500 ideas by 2015 that can be developed into 50 projects, with the goal of producing one flagship successful innovation.
Social Entrepreneurship & Measuring Social Impact: 101Dr. Catherine Lada
Social entrepreneurship aims to solve complex social problems through sustainable business models. It differs from traditional non-profits and businesses in pursuing a double bottom line of social impact and financial sustainability. Social entrepreneurs must understand the embedded context and ecosystem in which problems exist to develop effective solutions. "Wicked problems" are especially difficult to solve because they are situated within complex social systems. Truly addressing wicked problems requires considering all relevant actors and implementing coordinated multi-level solutions. Scaling solutions also requires understanding how approaches must be adapted to different environments and contexts. While measuring social impact is challenging, frameworks provide guidance on assessing evidence of impact at preliminary, moderate, and strong levels.
This document provides an outline and overview of social entrepreneurship, particularly as it relates to rural development. It defines social entrepreneurship as recognizing opportunities to create social value. Key points include:
- Social entrepreneurship addresses market failures by developing innovative and financially sustainable solutions to social problems.
- Common areas for social enterprises include environmental, food/agriculture, housing, health, information, financial services, and manufacturing sectors.
- Historical examples of influential social entrepreneurs highlighted include Bill Drayton (Ashoka), Dr. Varghese Kurien (Operation Flood), and Muhammad Yunus (Grameen Bank).
- Social entrepreneurship in agriculture can focus on technology, market-oriented
This document discusses social entrepreneurship and provides definitions and examples. It defines social entrepreneurship as applying business techniques to find solutions to social problems. Social entrepreneurs recognize social issues and create social ventures to address them. Examples given include Mahatma Gandhi, Dr. Verghese Kurien, and Sanjit "Bunker" Roy. The document also outlines characteristics of social entrepreneurs and organizational models in social entrepreneurship such as leveraged non-profits and social business ventures.
The document provides an overview of the Youth Business Summit organized by Pragyan on January 23rd at the Hilton Hotel in Chennai. The event featured guest lectures, a panel discussion with representatives from Ashok Leyland, Mastek, Chettinad Builders, and Matrix Business Services. Over 60% of participants were students from top institutions while 40% were working professionals from 35 companies. Key topics included enhancing productivity, driving innovation in automotive, and steps to successful startups. The panel discussion focused on defining and implementing the "Make in India" initiative. Social media was used to promote the event which received extensive media coverage and support from sponsors.
Narayana Murthy co-founded Infosys in 1981 and served as its CEO until 2002 and Chairman until 2011. He obtained engineering and business degrees in India and worked in the IT industry before starting Infosys. Infosys grew from 7 employees and $250 to a global company listed on the NASDAQ with over 200,000 employees. Murthy helped establish India as a major player in the global outsourcing industry and received many honors for his work and philanthropy.
This document discusses building a social enterprise. It begins by outlining dimensions to consider when defining an organization's mission, including using the mission as an entrepreneur's most useful tool. It also discusses how to plan and lead through the mission. The document then covers recognizing and assessing opportunities, including opportunity recognition and factors to consider when assessing opportunities like social value potential, market potential, and sustainability potential. Sources cited include books on social entrepreneurship and enterprise.
The Jakarta Founder Institute is a 4-month startup accelerator program that will take place from May 24, 2012. The deadline for early registration is April 22, 2012. In the previous semester in fall 2011, 132 people registered, 43 were accepted, and 13 companies have been launched. The graduation ceremony was attended by over 200 people. The program provides mentoring, curriculum, and connects startups to investors and service providers to improve their chances of success. Participants contribute 3.5% equity to a bonus pool that is shared among peers from their semester.
An introduction to Social Entrepreneurship workshop presented by Stephen Ca...Stephen Carrick-Davies
This document contains slides from a workshop on social entrepreneurship given by Stephen Carrick-Davies at Centurion University of Technology and Management in Bhubaneswar, India in January 2015. The workshop covered definitions of social entrepreneurship, examples of social entrepreneurs, qualities of social entrepreneurs such as being passionate, practical, and persistent, and how to build a culture of social entrepreneurship. It included group activities to discuss participants' social enterprise ideas and how to fund a social enterprise. The goal was to introduce the topic through interactive learning.
INDIA CEO FORUM ON BUSINESS AND HUMAN RIGHTS, February 13, 2012GlobalCompact
The India CEO Forum is a two-year Global Compact Network India initiative, kindly chaired by Shri N. R. Narayana Murthy
Founder and Chairman Emeritus, Infosys
Bringing innovation, creativity and entrepreneurship education to humanities ...Social Care Ireland
The document discusses entrepreneurship education for humanities students and outlines a framework called ACE (Accelerating Campus Entrepreneurship) for embedding entrepreneurship skills. The framework involves customizing existing entrepreneurship models for humanities, providing experiential learning through real-life projects, and developing an entrepreneurial skillset including creativity, problem-solving, and sustainability. The goal is to allow humanities students at IT Sligo to develop entrepreneurial skills through a semester-long project-based program addressing community needs.
Outside inc - is social intrapreneurship the new driver for innovation?Anis Bedda
Outside Inc - Marieke den Nijs
Title: Is Social Intrapreneurship the new driver for innovation?
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
The document outlines a proposed cash transfer pilot project in India. It discusses that the project is being prototyped based on a UNRISD seminar. The project owners are Professor Guy Standing and UNICEF, who would implement the project if approved by the new Indian government. The cash transfers would target vulnerable groups in India like women, elderly, disabled, jobless, and migrants. The document discusses possible locations for the pilot projects and impacts that could be measured, including impacts on health, education, gender empowerment, and asset recovery. It also outlines considerations for the project organization, involving both public and private entities, and management of the cash transfers.
Larsen & Toubro is an Indian multinational conglomerate that undertakes various CSR activities. It focuses on education, health, skill-building, water and sanitation projects. L&T's CSR policy aims for sustainable community development. It spends over 100 crore annually on CSR initiatives like building schools, health centers, toilets, and providing education, healthcare, and skills training. Between 2011-2014, L&T increased the number of beneficiaries of its CSR programs by over 14%.
India Future Society aims to be "The New York Times for future technology." It provides news and information about emerging technologies and connects businesses, entrepreneurs, investors, and researchers. It has 52,000 website hits and is gaining traction on social media. The founders are raising $100,000 to expand the business by improving the user experience, conducting marketing campaigns, and hiring employees. Unlike similar organizations, India Future Society will create business profiles, enable collaborations and investments, and promote future technologies to generate revenue and jobs in India.
This Presentation is all about the Management Practices of Narayan Murthi former CEO Infosys Technologies Ltd.
This presentation was selected as a best group presentation ever within the class.
Can Social Innovation be a sustainable business model? Nowadays, we do not simply rely on the government or NGOs for solving social problems. What can be done by a start-up enterprise or multinational corporation? How can Social Innovation be incorporated into their business practices?
In this session, we looked at Social Enterprise in Asia, the opportunities and hurdles that exist, and the scalability of various businesses
An introduction to social entrepreneurshipRaf Vlummens
The document provides an introduction to social entrepreneurship. It defines social entrepreneurship as organizations that trade for social purposes and use any profits to further social objectives. Social enterprises have up to four bottom lines including social, environmental, economic, and financial impacts. The document discusses how social entrepreneurship addresses unmet social needs and is motivated by social benefit. It also presents examples of social enterprises like Grameen Danone Foods, a joint venture creating jobs and improving nutrition in Bangladesh. In conclusion, the document notes both challenges like acquiring money and demonstrating effectiveness, and opportunities like demographic shifts and increased social spending that social entrepreneurship may face in the future.
How to use social media for activism and social good, including engagement, awareness, and more. Tips and basics on the major social media sites, content strategy, and tools.
This document summarizes a class on managing social enterprises for social impact. The class covered two main responsibilities of social enterprise managers: achieving financial goals and achieving social goals. It discussed key concepts for achieving financial goals like focusing on the mission. For social goals, it emphasized identifying social goals, measuring social value created, and communicating impact. Challenges in measurement like attribution and qualitative vs. quantitative metrics were also examined.
Social Media Week was happening globally. Determined that Norwich should be a part of this movement, myself (Julie Bishop), Bridget Greenwood, Lynsey Sweales, Sara Greenfield, Chris Greenfield and Jim Drew, all of us passionate about the power of Social Media made a promise to act. February 2012 Norwich had its first ever Social Media week. For me and JobHop it was very satisfying being able to show unemployed people that they could make Social Media work for them to find employment
This paper shows that the monetary policy paradigm that was in place before the financial crisis worked very well and that the crisis occurred only after policy makers deviated from that paradigm. The paper also evaluates monetary policy during the financial crisis by dividing the crisis into three periods: pre-panic, panic and post-panic. It shows that the extraordinary measures did not work well in the pre-panic or the post-panic periods; instead they helped bring on the panic, even though they may have some positive impact during the panic. The implication of the paper is that the crisis does not call for a new paradigm for monetary policy.
Authored by: John B. Taylor
Published in 2010
This document provides an executive summary of a guide to corporate governance for organizations that receive public funding in Hong Kong. It outlines key principles of good governance including focusing on purpose, transparency, and stakeholder engagement. It also describes the importance of governance for over 1,000 funded organizations that receive 40% of government expenditures. Recent reviews found varying inadequacies in governance practices. The guide proposes a model of governance with outcomes, processes, and components to help organizations improve. It stresses adapting practices to each organization's size and activities rather than a one-size-fits-all approach.
The document outlines the schedule and speakers for the Entrepreneurship Summit 2012. The schedule includes three sessions on the first day covering opportunities and business ideas, challenges and implementation, and startup issues, financing, and troubles. Several speakers are then described, including founders of companies in various sectors like sustainability, rural development, and matrimonial services. They will address topics like identifying business opportunities, securing funding, and overcoming startup challenges.
The document summarizes the features and components of the NFS-320 intelligent fire alarm system. The NFS-320 uses a single cabinet solution with a CPU/chassis assembly, one signaling line circuit, and four notification appliance circuits. Key components include the CPU mainboard, battery connection, AC power, backup switches, system switches, KDM connector, status LEDs, auxiliary inputs, notification appliance circuits, and printer/network connections. It can support up to 318 intelligent flashscan points and interface with additional equipment like annunciators and a digital communicator.
This session discusses the importance of structure and processes in collaborations to ensure effectiveness. The EdelGive Coalition for Transforming Education is highlighted as an example of a successful collaboration between the government, corporate partners, EdelGive Foundation and on-ground non-profits. The coalition brings together multiple stakeholders with distinct and complementary roles to expedite improving learning outcomes for children in Maharashtra. Speakers from partner organizations like Kaivalya Education Foundation and Gyan Prakash Foundation discuss their experiences in building sustainable collaborations through clear roles and an exit strategy.
The document summarizes the proceedings of the 'Startup Summit 2016' conference. It discusses the four main sessions of the summit which focused on opportunities and challenges for startups in India. Key highlights included making India a global startup hub, raising capital for startups, scaling up startups, and the importance of storytelling for founders. The summit aimed to bring together stakeholders like investors, mentors, and accelerators to help entrepreneurs overcome obstacles and promote innovation.
WASH For India offers innovation consulting services to improve sanitation and hygiene in India. Our services span Strategy, Research, Design, & Management.
Please get in touch to discuss possible collaborations.
India Future Society aims to be "The New York Times for future technology" by providing news and creating a database of startups, businesses, and their profiles. This will help connect businesses to investors and promote collaboration. Unlike similar organizations, India Future Society will generate revenue by assisting businesses with promotion and connecting them to opportunities. The founders have run the organization for 3 years and gained over 52,000 website hits. They are seeking $100,000 in funding to hire staff and expand their operations to help businesses and create jobs in India.
This document profiles 10 top angel investors in India:
1. Sunil Kalra has made significant investments in microfinance, analytics, and internet startups. He invested in over 12 startups in 2014 alone.
2. Sharad Sharma actively mentors startups and speaks on industry issues. He has invested in startups focused on consumer internet, mobile, and SaaS.
3. Rajan Anandan has invested in over 14 startups in 2014 across internet, mobile, and SaaS.
It provides brief summaries of each angel investor's background, educational qualifications, industries invested in, and some examples of startups they have invested in.
Orrtus Technologies is a blockchain technology company that initially worked on solutions for education, finance, oil & gas, and healthcare. After facing challenges, the company refocused on education and healthcare. Orrtus develops customized blockchain and AI solutions to address issues like credential verification, skills development, remote patient monitoring, and supply chain transparency. Founder Samad Waseem believes research and development differentiate Orrtus, which aims to expand its offerings globally.
India's 10 Great Places To Work For Women – 2024 (2).pdfinsightssuccess2
In 2024, we recognize organizations leading the charge towards gender equality in Indian workplaces. As we applaud Women World ‘India's 10 Great Places to Work for Women – 2024,’ let us also acknowledge the ongoing efforts needed to create a more inclusive and equitable society.
Adrenalin's HR Leaders Dialogue in Partnership with Corporate Shiksha on Open...CorporateShiksha
The document summarizes an event titled "Adrenalin Rush" held on July 11, 2014 at the Crown Plaza in Gurgaon. The event included two keynote speeches from Raman Roy, Chairman of Quatrro, and S.Y. Siddiqui of Maruti Suzuki. There was also a panel discussion with HR leaders from various companies. Over 55 HR leaders attended the event which focused on discussing the changing nature of the workforce and how companies can adapt their talent strategies.
Hello folks, thank you for your amazing response for our previous issue.
We are making a note of all the interesting suggestions you are providing to come out better each time.
This issue is again for our to be entrepreneurs with a special cover article for women who are thinking to start afresh into their entrepreneurial journey. The article titled "women entrepreneurship" is authored by Gaurango Mishra, the founder of Life Science Jobs.
Moreover, in this issue, we have included various leading doctoral and postdoctoral project vacancies in the international universities alongside the Junior Research Fellow positions where you can apply to give an edge over your career.
Hope you have a good read.
Thanks
Bhawana Jain
Editor-Life Science Jobs
Keeping in mind the importance of innovative solutions, we introduce some of the most prominent startups in the industry who have outclassed others and have contributed significantly in the recent years. We bring you “The 18 Innovative Startups to Watch in 2018”. This edition aspires to help the organizations to connect the right innovative partners who can deliver smart solutions and scalability with industry-leading operating models.
Humana People to People India has in 2008-09 increased its number of projects from 27 to 40, and we are implementing projects in the areas of rural development, environment, health, HIV/AIDS, education, vocational training and training of Development Instructors.
This document provides information about entrepreneurship and starting a business in India. It discusses what entrepreneurship is, the role of the government in supporting entrepreneurs, examples of successful Indian startups like Paytm and Oyo, and considerations for assessing the feasibility of a business idea such as identifying a problem, market needs, technical feasibility, financial viability, and competitors. The document aims to educate people about entrepreneurship and starting new ventures in India.
- BeTheGuide is a leading Indian mentoring academy founded in 2018 by Santosh Sunar that provides motivational and professional coaching programs.
- It aims to train motivated speakers and coaches across India to combat negativity and unemployment in the Northeast region. BeTheGuide has trained over 5,000 people through over 500 sessions.
- Santosh believes mentoring can change lives and that every organization should have motivated speakers. Under his leadership, BeTheGuide has received several national and international awards for its work.
Startup India is an initiative of the Government of India.
The campaign was first announced by Indian Prime Minister, Narendra Modi during his 15 August 2015 address from the Red Fort, in New Delhi. The action plan of this initiative, is based on the following three pillars:
i )Simplification and Handholding.
ii) Funding Support and Incentives.
iii) Industry-Academia Partnership and Incubation.
An additional area of focused relating to this initiative, is to discard restrictive States Government policies within this domain, such as License Raj, Land Permissions, Foreign Investment Proposals, and Environmental Clearances. It was organized by The Department of Industrial Policy and Promotion (DIPP)
A startup defined as an entity that is headquartered in India, which was opened less than seven years ago, and has an annual turnover less than ₹25 crore (US$3.5 million).[3] Under this initiative, the government has already launched the I-MADE program, to help Indian entrepreneurs build 1 million mobile app start-ups, and the MUDRA Banks scheme (Pradhan Mantri Mudra Yojana), an initiative which aims to provide micro-finance, low-interest rate loans to entrepreneurs from low socioeconomic backgrounds.[4] Initial capital of ₹200 billion (US$2.8 billion) has been allocated for this scheme.
This document provides an overview of social entrepreneurship. It begins with definitions of an entrepreneur and discusses the objectives of entrepreneurs as survival, profit, and personal wealth. It outlines the four main types of entrepreneurship: small business, scalable startups, social entrepreneurship, and large company entrepreneurship. The document then discusses the history of social entrepreneurship and provides examples of early social entrepreneurs. It also includes definitions of social entrepreneurship and discusses how social entrepreneurs assess success in terms of social impact rather than just profit.
This document provides an overview of a company called Peaceway Tech Evolution. The company aims to solve major societal problems through technological innovation, creative minds, and strategic planning. It focuses on areas like education, unemployment, poverty, and the environment. The company will generate revenue through services in education, consultancy, software, social media content and apps. It has identified schools and colleges near Machilipatnam, India as its initial target market. The founder is requesting 1 crore (10 million) INR in initial funding to cover capital expenses, working capital, and scaling costs.
Santosh Sunar is the CEO and founder of BeTheGuide, a leading Indian mentoring academy based in Northeast India. BeTheGuide was established in 2018 and has since trained over 5,000 people across 500 sessions, impacting more than 50,000 lives. Santosh started BeTheGuide to address unemployment in Northeast India and provide mentoring services to help guide people, especially youth, and create positive thinkers. Under Santosh's leadership, BeTheGuide has become the first and only ISO-certified motivational training organization in Northeast India.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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2. PROGRAMME SCHEDULE Day 1-forBES Entrepreneurship Summit 2012 11.00am-1.00pm Session I : Opportunities & Business Ideas Increasing Marriage Age Rahul Anand (Co-founder Happily Unmarried) Internet Penetration Mr. Ankit Gupta (Founder, INNOVESE) Go Green Ms. Saumya Mehrotra (Founder, BATTIGUL) Financial Inclusion Ankur Warikoo (Founder CEO-Study Nation & Crazeal) 1.00pm-2.00pm Lunch Break
3. PROGRAMME SCHEDULE Day 1-forBES Entrepreneurship Summit 2012 2.00 PM to 4.00 PM Session II: Challenges and Implementation Startup Issues Mr.Abhijeet Kumar( Founder, Ah! Ventures) Startup Financing Ms. Ananya Ghosh Dastidar(Asst. Professor, Dptt. Of Business Economics, University of Delhi, South Campus) Teething Troubles Mr. Ajay Chaturvedi (Founder & CEO, HarVa) 4.00 PM High Tea
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9. Rahul Anand (Co- Founder, Happily Unmarried) Happily Unmarried was anti established in 2003 with no vision and no business plan. Actually at some point we did make a business plan but according to that we should have retired 5 years ago.
10. Abhijeet Kumar (Founder, ah! Ventures) ah! Ventures is a growth catalyst that brings together promising businesses and investors by creating wealth creation opportunities for both. Our unique model serves both investors and entrepreneurs through a unique blend of customised services, skill, and industry and domain experience.