The document summarizes a conference on scaling social entrepreneurship and impact. It discusses Guy Kawasaki's view that social organizations should create meaningful products and services. It then outlines a four-stage model for scaling impact: startup, initial impact, scale up, and transformative scale. Each stage involves improving impact design and organization. Higher education is challenged to customize its offerings to meet the needs of social entrepreneurs and develop their skills in collaboration, systems analysis, and community organizing through online and hands-on learning.

1. © 2016 GCSEN Foundation. All Rights Reserved.
“The best reason to start an organization is to make
meaning; to create a product or service to make the
world a better place.”
… Guy Kawasaki, Venture Capitalist,
CEO of Garage Technology Ventures

2. © 2016 GCSEN Foundation. All Rights Reserved.
FROM START UP TO TRANSFORMATIVE SCALE
FOUR STAGES
13th ANNUAL SOCIAL ENTREPRENEURSHIP CONFERENCE
USC MARSHALL

3. What will your verse be?
© 2016 GCSEN Foundation. All Rights Reserved.
Write down any insights for action as you watch the video
What will your verse be?
(1:30)
“That the powerful play goes on, and you may contribute a verse.”
…Walt Whitman (Oh Me! Oh Life!)

4. © 2016 GCSEN Foundation. All Rights Reserved.
A FOUR STAGE MODEL: SCALING IMPACT
INTEGRATING
GCSEN’s “PRACADEMIC” METHODOLOGY
&
HIGHER EDUCATION
BABSON COLLEGE, SAINT PETER’S UNIVERSITY,
WHEATON COLLEGE
From Startup to Transformative Scale - Introduction

5. © 2016 GCSEN Foundation. All Rights Reserved.
Three Key Insights on Social Entrepreneurship
“Taking what works to transformative scale will be the defining challenge
of the social sector in the coming decade.”
… Jeffrey Bradach, Bridgespan Group
“For social entrepreneurs the central unit of analysis is the sustainable
solution and its underlying business model.”
… Felipe M Santos, INSEAD
“We need to move from social entrepreneur to social impact.”
… Daniela Papi-Thornton
Skoll Centre for Social Entrepreneurship
SAID Business School ,Oxford University

6. © 2016 GCSEN Foundation. All Rights Reserved.
The GCSEN Impact Strategy
Social
Entrepreneur
Passionate
Visionary
Tenacious
Skilled
Social Enterprise
Make Meaning
Make Money
Social Impact
Triple Bottom Line
(People, Profit, Planet)
Solutions to Social
Problems
Where your true
mission should
be

7. © 2016 GCSEN Foundation. All Rights Reserved.
Four Stage Model: Scaling Impact
1- START UP
2- INITIAL IMPACT
3- SCALE UP
4-TRANSFORMATIVE SCALE

8. Stage 1: Startup
© 2016 GCSEN Foundation. All Rights Reserved.
Impact Design
• Define targeted problem:
 Classify as Tame? Wicked?
• ID potential value adding solutions
• Select initial indicators and metrics
• Plan initial scaling strategy
• Map ecosystem
Impact Organization
• Lean enterprise startup
 Culture of continuous improvement
• Performance management system
 Measure/track what’s important
• Balanced score card
• Open book management
• Communications strategy

9. Designing a Social Enterprise to Deliver Impact (Draft)
© 2016 GCSEN Foundation. All Rights Reserved.

10. Stage 2: Deliver Initial Impact
© 2016 GCSEN Foundation. All Rights Reserved.
Impact Design
• Enterprise impact evaluation v1
 Actual vs. goal
 ID improvements
• Update ecosystem solution map v2
• Scaling strategy v1
Impact Organization
• Strengthen communications strategy
• Continuous improvement
 Plan, Do, Check, Act (PDCA Cycle)
• Operational excellence
• Grow impact
• Life Long Learning (Higher Ed.)
 Workforce (Skills)
 Organization (Processes)

11. Stage 3: Scale Up Impact
© 2016 GCSEN Foundation. All Rights Reserved.
Impact Design
• Enterprise impact evaluation v2
 Actual vs. goal
 ID improvements
• Update ecosystem solution map v3
• Scaling strategy v2
Impact Organization
• Strengthen communications strategy
• Continuous improvement
 Plan, Do, Check, Act (PDCA Cycle)
• Operational excellence
• Grow impact
• Life Long Learning (Higher Ed.)
 Workforce (Skills)
 Organization (Processes)

12. Stage 4: Transformative Scale
© 2016 GCSEN Foundation. All Rights Reserved.
Impact Design
• Enterprise impact evaluation v3+
 Actual vs. goal
 ID improvements
• Update ecosystem solution map v4+
• Scaling strategy v3+
Impact Organization
• Strengthen communications strategy
• Continuous improvement
 Plan, Do, Check, Act (PDCA Cycle)
• Operational excellence
• Grow impact
• Life Long Learning (Higher Ed.)
 Workforce (Skills)
 Organization (Processes)

13. © 2016 GCSEN Foundation. All Rights Reserved.

14. © 2016 GCSEN Foundation. All Rights Reserved.
Some Implications for Higher Education Implementation
Course Content to plan, implement social impact initiatives - examples
• How to lead, participate in collaborations
• Systems analysis, modelling
• How to differentiate between tame and wicked problems
• Community organizing
Course Design - meet needs of working adults - examples
• Mini-courses (5 weeks or less)
• Certificate programs
Course Delivery - meet needs of working adults - examples
• On-line and blended learning courses
• Community based, hands-on learning projects

15. © 2016 GCSEN Foundation. All Rights Reserved.
Summary
• The primary goal of a SE is to deliver Social Impact
• The Social Enterprise is the primary means for delivering Social Impact
• The sustainable solution and its underlying business model are
the key components of the Social Enterprise
• GCSEN’s four stage model provides a practical and scalable framework
for increasing social impact by continuous improvement of both the
sustainable solution and the underlying business model
• A challenge and opportunity for higher education involves customizing
Course Content, Design, and Delivery to meet the needs of SE undergraduates
and working adults

16. © 2016 GCSEN Foundation. All Rights Reserved.
Len Green
Featured Lecturer, Adjunct Faculty Member
Member, Board of Directors
Babson College
LGreen@greenco.com
941-383-3540
Joseph J Szocik
Managing Director Research and
Innovation, GCSEN Foundation
joeszocik@gcsen.com
857-526-4785
Mike Caslin
CEO, GCSEN Foundation
mike@gcsen.com
212-444-2071
Mary Kate Naatus, Ph.D.
Associate Professor, Department Chair
Department of Business Administration
Saint Peter’s University, NJ
mnaatus@saintpeters.edu
201-761-6393
Nancy Scott Ph.D.
Wheaton College
Assistant Professor of Business and
Management
scott_nancy@wheatoncollege.edu
508-286-3243
Article, Slides, Narrative available for
download
http://www.gcsen.com/transformative-
resource-library/
Authors