Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation : Growing Social Enterprise
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Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
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Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation : Growing Social Enterprise
- 1. ‘How to make a difference’ August 2014
- 2. 1. The way I see the world 2. Making a difference through social enterprise 3. A global trend + what’s emerging in NZ 4. One step at a time 5. Discussion Running order"
- 4. Disruption
- 5. Dr Michio Kaku – ‘Physics of the impossible’
- 6. Lateral power / the distributed century
- 7. ‘Bursting at the seams’
- 8. Half of all children live in poverty
- 9. 1.5 billion are obese
- 10. Ivan Macfadyen- ‘The ocean is broken’
- 11. Climate change / systemic change "
- 13. Inequality
- 17. We ain’t that smart
- 18. "History does not crawl, it jumps." Black swans
- 19. What do we want?"
- 20. “The barrier to change is not too little caring; it is too much complexity” Bill Gates But how…?
- 23. What is it?
- 25. Hybrid form" primary objective. Other positive signs abound. Top-tier business school students are joining social enterprise clubs at record rates, forcing faculties to rethink curricula. ing as a distinct sector (see figure 1). The recent proliferation of certification bodies and legislative initiatives is one indication among many that the sector is reaching a tipping point. The Figure 1 Social enterprises blur traditional boundaries between for-pro t and non-pro t Source: Adapted from Heerad Sabeti, “The Emerging Fourth Sector,” The Aspen Institute, 2009. maximize nancial bene t to owners maximize social bene t Organizations categorized by PURPOSE OrganizationscategorizedbyINCOME contributedearned For-pro t Social Enterprise Non-pro t/ Govt Business Methods Entrepreneurship Public-Private Partnership Privatization etc. CSR, ESG Sustainability
- 26. A powerful vehicle for change Evolu&ons) Avoids grant dependency Replication / Open source Scalability / sustainability Multiple- benefits Empowers communities Leverages private investment Innovative / disruptive
- 27. 1 2 3 4 5 6 7 Varieties of Social Enterprise Commercial Enterprise Business with a charitable spend Socially Responsible Business Social Purpose Business Community Benefit Enterprise Charity with on mission contract income Charity with fundraising and/or grant income Businesses that do good BusinessNot For Profit The Social Enterprise Continuum (NESTA/Young Foundation 2011) Different structures
- 28. ‘No profit – no mission’ ‘Private businesses are profit centres for shareholders, social enterprises are profit centres for stakeholders – the more income, the more benefit.’
- 30. ‘The Robin Hood Business’ " Y-Gap"
- 32. Social Enterprise !! !! !! ‘Fair Share’" Café Direct"
- 33. Te Whangai Trust" ‘The Nurturing Business’"
- 37. ‘The Good Asset’ " Blueskin Energy"
- 38. ‘The Good Asset’ " Skypath"
- 42. Global trends
- 44. Accelerators, incubators, & hubs
- 45. Education"
- 46. Investing for impact January 2012 Research InstituteThought leadership from Credit Suisse Research and the world’s foremost experts How social entrepreneurship is redefining the meaning of return Investment primed
- 47. Impact funds "
- 48. Impact funds "
- 49. SBBs have several benefits: Private investors and institutions can invest to help create better social outcomes and receive a financial return Paying only once performance targets are met ensures efficient allocation of scarce public resources Service providers are given latitude to determine which services to offer They enable expansion of services that might not otherwise obtain funding. Newpin SBB diagram SBB precedents around the world The first social benefit bond was issued in the United Kingdom (UK) in September 2010 to fund a preventative program targeting recidivism of former inmates at Peterborough Prison. When the program successfully decreases the rate of recidivism, the UK Government realises savings through reduced expenditure on corrective services and returns are paid to investors. The return to investors will be 7.5% to 13%, depending on success of the program. Initial indications are positive and the UK now has 14 further SBBs live or in development with an approximate total value of £280 million. New York City launched an SBB to reduce youth recidivism for over 3,400 adolescent Newpin SBB Trust Results $ Return SAVINGS UnitingCare BurnsideInvestors The Newpin Social Benefit Bond offers a unique opportunity to generate a competitive financial return, as well as create a lasting Social Impact Bonds New markets - impact
- 50. ‘Impact for Cash’" Bikes in Schools"
- 51. New markets – social procurement
- 52. New structures"
- 53. NZ Market…?"
- 54. Pilots, Positions, & Prototypes
- 55. Demand increasing & unmet" Capability low, understanding low" Need for standards / benchmarks" Limited support at all levels" Need to grow demand and supply capital"
- 57. A sustainable, prosperous and inclusive NZ" To deliver the next generation of transformational social enterprise " Activate talent, raise awareness and building capability" Support social enterprises to deliver scalable solutions" Facilitate access to markets and capital"
- 58. Monitor’s research has identified the following four stages of pioneer firm develop- ment that are distinct both from the firm’s experience and the investor’s perspective: Blueprint First of all, pioneers need to blueprint their designs for the future business. This is often driven by not much more than a strong sense of ‘moral imagination’, striv- ing for radically better solutions to meet the needs of the poor. This stage involves connecting the capability for business and often technical innovation to address the needs of customers or suppliers in the BoP. This is no trivial matter, as the requisite 1. Blueprint 2. Validate 4. Scale FOUR STAGES OF PIONEER FIRM DEVELOPMENT 3. Prepare We ve pio bu th fou life an Development pathway"
- 59. Development tools" " COACHING + DIRECT SUPPORT" " " COMPASS NETWORK" " " SEED FUNDING " " TOOLS + PERFORMANCE MEASURES " NETWORKS + PARTNERSHIP BROKERING" "
- 61. One step at a time"
- 62. You are part of a growing global movement whose core goal is to create a tipping point You don’t have to do it all!
- 63. But do something that matters
- 64. PURPOSE PROBLEM SOLUTION KEY METRICS UNIQUE VALUE PROPOSITION UNFAIR ADVANTAGE CHANNELS CUSTOMER SEGMENTS COST STRUCTURE FINANCIAL SUSTAINABILITY IMPACT V1.04 Available at www.socialleancanvas.com Existing Alternatives High Level Concept Early Adopters SocialLeanCanvasisadaptedfromTheLeanCanvas(www.leancanvas.com)whichisinturnadaptedfromTheBusinessModelCanvas(www.businessmodelgeneration.com)andislicensedundertheCreativeCommonsAttribution‐ShareAlike3.0Un-portedLicense. Have a plan and a process"
- 66. Make friends"
- 67. Stay with it – it really is the journey …and do the little things well"
- 68. Know where the door is
- 69. Power – know it, use it