This document provides information on succeeding at social enterprise. It discusses who Travis O'Keefe is and his experience in social enterprise. It then covers topics such as what social enterprises are, levels of integration between social and business activities, and key differences between startups and established companies. The document also discusses Lifetime Design, a social enterprise Travis founded that works to make homes more accessible.

1. SUCCEEDING AT SOCIAL
ENTERPRISE
Learning’s, Tools,
Engagement

2. Who are you?
What do you do in your organisation?
What is your interest in social enterprise?

3. What are we going to learn today?
Who are we
What is social enterprise
What’s the problem
Start up tools and systems
Core competencies
Lifetime Design

5. + Highly accomplished and results driven
executive with over 19 years of successful new
enterprise development and business
leadership experience. Achieving revenue,
profit, and business growth objectives within
start-up, turnaround, and rapid-change
environments.
+Acknowledged in New Zealand for Innovation
and Entrepreneurial achievements in 2009
+Passionate about helping 'not-for-profits'
convert into 'not-for-loss' via development of
social enterprise
Everywhere:
www.linkedin.com/in/travisokeefe

6. Media coverage of previous projects

7. Vivien Maideborn
Viv Maidaborn video

8. Powerful learning - Social

9. Powerful learning - business

10. ANY QUESTIONS?

11. WHAT ARE SOCIAL
ENTERPRISES?

12. ‘DOING CHARITY BY DOING TRADE‘
NOT FOR LOSS
‘A business with primarily social objectives whose
surpluses are principally reinvested for that purpose.’
Using entrepreneurial ways of working
to solve social problems

13. WHAT ARE SOCIAL
ENTERPRISES?
“ BUSINESSES WITH A DOUBLE BOTTOM LINE –
DOING GOOD + MAKING PROFIT”

14. Levels of Integration between
Social and Business Activities

15. ANY QUESTIONS?

16. Framing the Problem
• Who is concerned about reduced
funding?
• Who has strategic outcomes that
government funding would not be
appropriate for?
• Who has increasing costs?
• Who feels confident that you could
start an independent revenue stream
within your organisation right now?

17. Is it going to get better?
• You have a choice – Proactive or Reactive
• If you continue to do the same things, you
get the same results
• Is it necessary to your survival?
• Is it key to your financial health?

18. The Starting Point
• Know Your Core Competencies
• Process
• Brainstorm, group, summarise
• Leveraging core competencies
• How much do we value our core competencies
• Who else might value our core competencies
• How do you leverage your core competencies

19. Know what you
don't know

20. ANY QUESTIONS?

21. WHATS’S THE KEY
DIFFERENCE BETWEEN A
SCALEABLE START UP
AND AN
ESTABLISHED COMPANY?

22. Learn from my ‘Start up’ business
experiences

23. A start up is not a smaller
version of a larger company

24. The life
cycle of a
corporation
is not
appropriate
for a start up

25. A start up has unique stages of
development with distinctive
behaviour and modes of thinking

26. It progresses through distinct stages
* unique set of challenges and decisions
* requiring vastly different resources,
* different skills
* and different strategy

27. Unlike a large In a start up,
profitable cash is not
company, king!
start ups have What is
important is the
limited time number of times
and require you can adapt
processes to find the right
business model
that are cost before you run
effective and out of money.
quick

28. GET THE RIGHT TEAM ON THE BUS!
Someone who has ‘start up experience’, that
can help you too fail fast and pivot quickly

29. If you had an experienced
‘start up’ team
1. ideas generation
6 mths
2. interrogating ideas and refining options – which may
include some crude financial modelling of their likely
implications for income and expenditure
3. market research to test the feasibility of an option
6 mths
4. developing an operational plan
5. piloting the project
6. development and implementation
18 mths
7. successful generation of a surplus

30. Start ups are a
temporary
organisation
designed
to search for a
scalable and
repeatable
business model Business Plans
vs Business
Models

31. START UP BUSINESS PLAN
an exercise in creative writing with a
series of guesses about a customer
problem and the product solution
Plans fail in start ups

32. not for a start up context

33. Quickly find a profitable and scalable business
model OR go out of business

34. A business model describes how your company creates,
delivers and captures value

36. THREE THINGS A START UP
GOVERNANCE BOARD NEEDS

37. At least one director
who has start up
competency
1

38. A policy document signed
2 off by the shareholders
So the board can refer to it
when making decisions

39. A
communications
plan for the
shareholders
3

40. What should a start up
governance board measure?
The appropriate milestones that
measure a start up’s progress

41. How well do we understand
1 what problems customers have?

42. How much will they pay
2 to solve those problems?

43. Do our product features
solve these problems?
3

44. Do we understand
4 our customers’ business?

45. Do we understand
5 the hierarchy of customer needs?

46. Have we found visionary customers
6 ones who will buy our product early

47. Is our product a must-have
7 for these customers?

48. Do we understand the sales
road map well enough
8 to consistently sell the product?

49. Do we understand
what we need to be profitable?
9

50. Are the sales and business plans
10 realistic, scalable, and achievable?

51. What do we do
if our model turns out to be wrong?

52. ANY QUESTIONS?

53. Your organisation’s core competencies
+
Other competencies that your venture
will need
+
Start up core competencies
=
SUCCESS

54. THE KEY QUESTION
IS:
IN-HOUSE OR
OUTSOURCE

55. ANY QUESTIONS?

56. LIFETIME
DESIGN
LTD
Travis O’Keefe STRATEGY & DEVELOPMENT

57. MAKING HOMES ACCESSIBLE & SAFER
for all the ages
and stages of life

58. 2006 – The story of Lifetime Design
Starts Here
• It is a story of observing what works over time
• A story of governance in action
• It began working to achieve more accessible homes in NZ
• And with a Board challenge to the CCS Disability Action CEO
• For me it has become a life changing process and a deep
inquiry into the role of social innovation and enterprise in
achieving scalable social change in NZ and the world

59. Video of consumers and industry
endorsing our SOCIAL ENTERPRISE’S
achievements for the disabled and elderly

60. Lifetime Design – Celebrating the Successes
• Political Champion in Minister Turia
• Maori Party negotiating Lifetime Design houses through Housing New
Zealand in their confidence and supply agreement
• Government cabinet endorsing Lifetime Design in the Christchurch
rebuild
• Planned 2500 houses in Christchurch
• Early adopters, 2nd largest builder in retirement industry- Summerset

61. Thank You

62. TRAVIS OKEEFE
Here: travis@imtv.co.nz
Everywhere: www.linkedin.com/in/travisokeefe