Impact investing - which helps address social and/or environmental problems while also turning a profit - could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges.
This presentation, given at the inaugural Global Impact Investing Network Investor Forum, discusses the priority barriers in scaling for-impact enterprises and examples of innovative acceleration platforms currently operating within the space.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
The purpose of this guide is to introduce a promising approach to surfacing insights and supporting innovative thinking within a field in order to explore new and better paths to impact.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
The Rockefeller Foundation recently concluded a three-year initiative focused on maximizing the number, quality and accessibility of green jobs in the United States. The Sustainable Employment in a Green US Economy (SEGUE) initiative was launched based on a recognition that the twin challenges posed by high unemployment and climate change created an opportunity and imperative to invest in green jobs in the United States and around the world. SEGUE grant-making focused on advancing the knowledge, innovation, standards and institutions necessary to catalyze growth in the green economy and unlock greater demand for green jobs.
This initiative supported several major research efforts, including an independent, developmental evaluation of the SEGUE initiative by Abt Associates, that yielded important insights on what it would take to create more green jobs and a sustainable green economy.
Impact investment is a strategy to align the power of private markets to the social and environmental development needs of society at-large. From 2012-13, the Rockefeller Foundation, through its Impact Investing initiative, funded research in five Sub-Saharan African countries with the aim of understanding the barriers for impact investing across Africa, as well as recommending national policies to encourage the growth of the industry. This report synthesizes the findings of that work, examining the potential of impact investing as a ‘strategy of choice’ for African policymakers.
The purpose of this guide is to introduce a promising approach to surfacing insights and supporting innovative thinking within a field in order to explore new and better paths to impact.
Demand for evaluation services is growing in the impact investing industry. Yet, much of the evaluation community remains unaware of the industry and its performance assessment requirements. This paper proposes five channels, or doorways, through which professional evaluators can learn about and engage with the field of impact investing.
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
The Rockefeller Foundation recently concluded a three-year initiative focused on maximizing the number, quality and accessibility of green jobs in the United States. The Sustainable Employment in a Green US Economy (SEGUE) initiative was launched based on a recognition that the twin challenges posed by high unemployment and climate change created an opportunity and imperative to invest in green jobs in the United States and around the world. SEGUE grant-making focused on advancing the knowledge, innovation, standards and institutions necessary to catalyze growth in the green economy and unlock greater demand for green jobs.
This initiative supported several major research efforts, including an independent, developmental evaluation of the SEGUE initiative by Abt Associates, that yielded important insights on what it would take to create more green jobs and a sustainable green economy.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
The concept and the practice of Impact Investing—or the placement of capital with
intent to generate positive social impact beyond fi nancial return—have grown and
matured signifi cantly over the past fi ve years. In 2008, the Monitor Institute took stock
of the emerging industry and characterized it as being on the precipice of passing from
a stage of “uncoordinated innovation” into one of “marketplace building.” Since 2008,
the Rockefeller Foundation has sought to help build that marketplace as well as hold
it accountable for its social and environmental impact goals. We have helped to build
networks, develop social impact ratings and reporting standards, cultivate new and
larger intermediaries and contribute to research and enabling policy environments.
“Industry building” is not often the remit of foundations, but our rationale for doing
so was clear: a functioning impact investing industry has the potential to complement
government and philanthropy by unlocking signifi cant resources to address the world’s
most pressing problems and to improve the lives of poor and vulnerable people.
Four years later, and as part of our commitment to learning and accountability within
the Foundation and to our partners and stakeholders, we undertook an independent
evaluation of our work in this arena. In March 2012, we presented to our Board the
results of this evaluation, undertaken by E.T. Jackson and Associates. It highlighted
a number of early successes and remaining challenges, many of which will shape our
activities in the months and years to come. As part of its evaluation, E.T. Jackson also
undertook a global scan of impact investing activity over the past four years so that
we could assess our progress in relation to the evolution of the broader fi eld. We
believe the results of the scan will also be informative for a number of other current
and future industry participants, and we are proud to contribute it to the growing
body of evaluative knowledge and research in this fi eld.
It is clear from our evaluation and scan, and from the growing body of research on
impact investing, that there exists great momentum and inspiring leadership in this
dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable
future for humankind. We are honored to work with all of you on this journey.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
Impact investing involves “investors seeking to generate both financial return and social and/or environmental value—while at a minimum returning capital, and, in many cases, offering market rate returns or better.” The Rockefeller Foundation’s Impact Investing Initiative has sought to address the “lack of intermediation capacity and leadership to generate collective action” that was constraining the small but rapidly growing impact investing industry.
Carried out in 2011, the evaluation of the Initiative aimed to evaluate the relevance, rationale, effectiveness, influence and sustainability of the Initiative through document review, portfolio analysis, interviews with more than 90 impact investing leaders based in 11 countries, participant observation at industry events, and organizational assessment. The external evaluation team also conducted a scan of the impact investing industry’s evolution over the past four years (summarized in a companion report).
Given the rapidly changing and emergent nature of the impact investing field, the Evaluators were asked to frame their findings for the Initiative in the context of findings for the field as a whole, to help guide the recommendations for the Foundation and for leaders in the field more broadly.
The Accelerating Innovation for Development Initiative was built on the realization that while the private sector used well-developed innovation practices to generate value and growth, these practices had yet to take hold in the social sector. The application of these same concepts effectively in the social sector could lead to products, processes, and services that could significantly advance the lives of poor and vulnerable people. It was one of the first Initiatives approved in the 2006-2007 period under the Foundation’s refreshed strategy and model.
The Initiative supported the testing, application, or scaling up of three models of innovation that produced new or modified processes, products, or services that were potentially valuable for poor and vulnerable people around the world. These three models of innovation are: open source innovation, user centered innovation, and user led innovation.
Because the Initiative was structured to test different innovation processes with major grants, the evaluation report captures learning from in-depth case studies of 6 individual key grants - 2 from each model of innovation - and their effects on the broader field of innovation.
The evaluation report features findings and case studies from site visits in four countries spanning three continents, additional interviews with funders and other individuals working in the field, as well as a literature and document review and video coverage.
Final Evaluation: The Rockefeller Foundation's Program-Related Investments Po...The Rockefeller Foundation
In 2013, The Rockefeller Foundation funded an independent evaluation of 12 years of PRIs, including 18 transactions totaling $23.9 million deployed both domestically and internationally. The resulting report assesses the portfolio's social and financial performance, as well as opportunities to refine the PRI program strategy and align it with the Foundation's focus areas and grantmaking programs. It also considers the Foundation's contributions to the larger impact investing ecosystem.
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
Peterborough Social Impact Bond Reduces Reoffending by 8.4%; Investors on Cou...The Rockefeller Foundation
Through a program related investment (PRI), The Rockefeller Foundation supported the Peterborough social impact bond (SIB) pilot aimed at reducing prisoner recidivism—and now, four years later, we can point to tangible success for this new innovative finance mechanism. The first ever SIB project reduced reoffending by 8.4 percent when compared to a control group. While a reduction of 10 percent was needed to trigger immediate repayment to investors, the performance of this first group indicates that investors are on track to receive positive returns in 2016. If the reduction in reoffending remains above 7.5 percent, the Ministry of Justice will make payments to investors.
NITIE Center for Student Enterprises .. What it does ! drmandi
NITIE Center for Student Enterprises is Micro Enterprise Incubator for students in NITIE. The center embedded an innovative model of learning where Learning is Practiced with PRODUCTIVE OUTCOMES.. Rarely learning is designed to give PRODUCTIVE outcomes. It is here at NITIE Mumbai this Gandhian model of learning is operationalised..
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
The concept and the practice of Impact Investing—or the placement of capital with
intent to generate positive social impact beyond fi nancial return—have grown and
matured signifi cantly over the past fi ve years. In 2008, the Monitor Institute took stock
of the emerging industry and characterized it as being on the precipice of passing from
a stage of “uncoordinated innovation” into one of “marketplace building.” Since 2008,
the Rockefeller Foundation has sought to help build that marketplace as well as hold
it accountable for its social and environmental impact goals. We have helped to build
networks, develop social impact ratings and reporting standards, cultivate new and
larger intermediaries and contribute to research and enabling policy environments.
“Industry building” is not often the remit of foundations, but our rationale for doing
so was clear: a functioning impact investing industry has the potential to complement
government and philanthropy by unlocking signifi cant resources to address the world’s
most pressing problems and to improve the lives of poor and vulnerable people.
Four years later, and as part of our commitment to learning and accountability within
the Foundation and to our partners and stakeholders, we undertook an independent
evaluation of our work in this arena. In March 2012, we presented to our Board the
results of this evaluation, undertaken by E.T. Jackson and Associates. It highlighted
a number of early successes and remaining challenges, many of which will shape our
activities in the months and years to come. As part of its evaluation, E.T. Jackson also
undertook a global scan of impact investing activity over the past four years so that
we could assess our progress in relation to the evolution of the broader fi eld. We
believe the results of the scan will also be informative for a number of other current
and future industry participants, and we are proud to contribute it to the growing
body of evaluative knowledge and research in this fi eld.
It is clear from our evaluation and scan, and from the growing body of research on
impact investing, that there exists great momentum and inspiring leadership in this
dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable
future for humankind. We are honored to work with all of you on this journey.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
Impact investing involves “investors seeking to generate both financial return and social and/or environmental value—while at a minimum returning capital, and, in many cases, offering market rate returns or better.” The Rockefeller Foundation’s Impact Investing Initiative has sought to address the “lack of intermediation capacity and leadership to generate collective action” that was constraining the small but rapidly growing impact investing industry.
Carried out in 2011, the evaluation of the Initiative aimed to evaluate the relevance, rationale, effectiveness, influence and sustainability of the Initiative through document review, portfolio analysis, interviews with more than 90 impact investing leaders based in 11 countries, participant observation at industry events, and organizational assessment. The external evaluation team also conducted a scan of the impact investing industry’s evolution over the past four years (summarized in a companion report).
Given the rapidly changing and emergent nature of the impact investing field, the Evaluators were asked to frame their findings for the Initiative in the context of findings for the field as a whole, to help guide the recommendations for the Foundation and for leaders in the field more broadly.
The Accelerating Innovation for Development Initiative was built on the realization that while the private sector used well-developed innovation practices to generate value and growth, these practices had yet to take hold in the social sector. The application of these same concepts effectively in the social sector could lead to products, processes, and services that could significantly advance the lives of poor and vulnerable people. It was one of the first Initiatives approved in the 2006-2007 period under the Foundation’s refreshed strategy and model.
The Initiative supported the testing, application, or scaling up of three models of innovation that produced new or modified processes, products, or services that were potentially valuable for poor and vulnerable people around the world. These three models of innovation are: open source innovation, user centered innovation, and user led innovation.
Because the Initiative was structured to test different innovation processes with major grants, the evaluation report captures learning from in-depth case studies of 6 individual key grants - 2 from each model of innovation - and their effects on the broader field of innovation.
The evaluation report features findings and case studies from site visits in four countries spanning three continents, additional interviews with funders and other individuals working in the field, as well as a literature and document review and video coverage.
Final Evaluation: The Rockefeller Foundation's Program-Related Investments Po...The Rockefeller Foundation
In 2013, The Rockefeller Foundation funded an independent evaluation of 12 years of PRIs, including 18 transactions totaling $23.9 million deployed both domestically and internationally. The resulting report assesses the portfolio's social and financial performance, as well as opportunities to refine the PRI program strategy and align it with the Foundation's focus areas and grantmaking programs. It also considers the Foundation's contributions to the larger impact investing ecosystem.
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
The increasing complexity of development, coupled with the widening range of public, nonprofit, and private sector actors and the demand for more timely feedback, has challenged the utility of conventional approaches to M&E in many development contexts. Though emerging ICTs offer promise, the methodological rigor of tech-enabled M&E has sometimes been questioned and viewed as unreliable in contemporary evaluation debates.
Despite this broad reluctance, M&E innovators are already experimenting in this new space. By reflecting on ways in which these innovators have begun to navigate new territory, and by exploring the great potential for technology to further transform and advance traditional evaluation methods, this paper aims to highlight the current state of tech-enabled M&E while also maintaining a critical perspective which recognizes the limitations and inherent risks which evaluators should remain mindful of when engaging in this new and exciting space.
In addition to providing financial support for the paper, The Rockefeller Foundation supported the M&E Tech Conference and Deep Dive in the fall of 2014 to gather M&E practitioners, technology developers, and leadership from a range of organizations and institutions to discuss opportunities, challenges, and a way forward in strengthening capacity in the area of tech-enabled M&E.
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
Peterborough Social Impact Bond Reduces Reoffending by 8.4%; Investors on Cou...The Rockefeller Foundation
Through a program related investment (PRI), The Rockefeller Foundation supported the Peterborough social impact bond (SIB) pilot aimed at reducing prisoner recidivism—and now, four years later, we can point to tangible success for this new innovative finance mechanism. The first ever SIB project reduced reoffending by 8.4 percent when compared to a control group. While a reduction of 10 percent was needed to trigger immediate repayment to investors, the performance of this first group indicates that investors are on track to receive positive returns in 2016. If the reduction in reoffending remains above 7.5 percent, the Ministry of Justice will make payments to investors.
NITIE Center for Student Enterprises .. What it does ! drmandi
NITIE Center for Student Enterprises is Micro Enterprise Incubator for students in NITIE. The center embedded an innovative model of learning where Learning is Practiced with PRODUCTIVE OUTCOMES.. Rarely learning is designed to give PRODUCTIVE outcomes. It is here at NITIE Mumbai this Gandhian model of learning is operationalised..
ScaleForth is a 7-point framework that provides a holistic approach to effectively scale impact.
[ Seven tools and strategies that social enterprises can deploy to achieve more with less ]
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
Scaling-up Social Enterprises as a tool for Public Service deliveryOECD CFE
Presentation made during the last 11th Annual Meeting of the OECD LEED Forum on Partnerships and Local Development where local and national leaders, policy makers and practitioners discussed how inclusive growth can be built from the ground up.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
EITF 08-1 and 09-3, Reporting Implications and Revenue Recognition RoadmapProformative, Inc.
Proformative presents EITF 08-1 and 09-3, Reporting Implications and Revenue Recognition Roadmap. Special thanks Joe Talley, Partner, Deloitte.
To download full presentation, visit http://bit.ly/cibS97
Estimating agile projects and the role of the project managerTerkelTolstrup
Presentation for Agile Copenhagen, august 2014, on the question: How do we ensure valid estimation of an entire project, and how can business oriented project mangers support our work?
How do you know your software project is doing the right thing? Lean metrics for keeping the course, based on a lean software vision canvas. Presented in Agile Day Riga, May 25 2016.
The current economic climate, with its increased level of competition, market consolidations, offshoring, and outsourcing landscape shifts, as well as disruptive technologies and increased regulations, is imposing enormous pressure on insurance firms.
Now more than ever, the insurance business demands major cost reductions, increased speed to market and the need to mitigate delivery risk
Information Rich, Knowledge Poor: Overcoming Insurers’ Data ConundrumDeloitte United States
The ability to effectively harvest and harness data across the enterprise is quickly emerging as a competitive differentiator in the financial services industry. In the insurance sector specifically, a number of pioneers are already making healthy strides toward mastering information management, but for most companies that have not yet fully invested in this transformation, growing market mania around "Big Data" and looming regulatory changes that demand increased data transparency continue to generate considerable anxiety.
While many insurers have already spent and continue to spend heavily on core-system and technology modernization, most still find their efforts have fallen short of expectations and needs when it comes to information management. If data is expected to be realized as a strategic asset, insurers can no longer continue to merely tweak existing systems and business models to clear this data management hurdle.
However, operationalizing information management enterprise-wide is neither an easy nor short-term exercise, as demonstrated by programs already under way at companies that have pioneered the effort. But for many, the potential benefits to be derived from successfully organizing, governing, consuming and analyzing available data assets — both internal and external — are likely well worth the investment.
Still, to achieve holistic data fluency, optimize data exploitation and realize a positive ROI, insurers will need to dismantle numerous roadblocks embedded in their current infrastructure, hardware and software, corporate culture, and business models.
Information rich, knowledge poor explores challenges and potential solutions to mastering information management and realizing data as a strategic asset.
Only a handful of communities actively drive innovation at the municipal level. Innovation requires risk and risk plus public funds generally costs people their jobs. It's time to move beyond job security and look at the role innovation can play to foster systemic change. St. Louis, MO is positioned to capitalize on this opportunity and become a national leader in the area of government supported innovation efforts.
ODA for Capacity Building in the Social Enterprise- and the SME-Sector in IndiaMartin Vogelsang PhD
Based on my long-standing experience as impact investor in India I would like to suggest that Official Development Assistance (ODA) coming into the country is disbursed more strongly towards capacity building (training, education) and supporting the incubation of viable social enterprises and inclusive businesses catering to the “Base-of-the-Pyramid”. Investing into this area of the Indian economy would not only help alleviate to poverty and at least partly solve some of the grave environmental problems the country is facing. Such an initiative could also help India’s corporate sector become more engaged in creating and scaling innovative solutions in the areas of technology or financial services that could open up new markets for them.
Supporting SMEs and the inclusive agribusiness innovation system in Southeast...Food_Systems_Innovation
On 7 March 2016, CSIRO and Palladium presented the key findings and opportunities identified through their their recent studies into inclusive agribusiness innovation patterns and trends and impact investing in inclusive agribusiness in southeast asia at DFAT canberra office. In particular, they talked about the need/opportunity to support the inclusive agribusiness innovation system through mechanisms such as an innovation support facility.
12 Managing Innovation and Fostering Corporate Entrep.docxjoyjonna282
12
Managing Innovation and
Fostering Corporate Entrepreneurship
Professor John Coy
12 - *
Learning ObjectivesAfter reading this chapter, you should have a good understanding of:The importance of implementing strategies and practices that foster innovation.The challenges and pitfalls of managing corporate innovation processes.The role of product champions and exit champions in internal corporate venturing.How independent venture teams and business incubators are used to develop corporate ventures.
12 - *
Learning ObjectivesAfter reading this chapter, you should have a good understanding of:How corporations create an internal environment and culture that promotes entrepreneurial development.The benefits and potential drawbacks of real options analysis in making resource deployment decisions in corporate entrepreneurship contexts.How an entrepreneurial orientation can enhance a firm’s efforts to develop promising corporate venture initiatives.
12 - *
Question
What is one of the most important sources of growth opportunities?
A) The economy
B) Labor capital
C) Financial capital
D) Innovation
*
Answer: D
12 - *
Managing InnovationInnovation: using new knowledge to transform organizational processes or create commercially viable products and servicesLatest technologyResults of experimentsCreative insightsCompetitive information
12 - *
ExampleSome Companies, such as Apple, are always innovating popular products, while others are constantly struggling for their one great idea.There are “five disciplines” for creating what customers want Identify important customer needsCreate solutions that fill those needsBuild innovation teamsEmpower "innovation champions" who keep the effort on track Align the entire enterprise around creating value for customers
Source: “Getting to ‘Aha!’,” Business Week. September 4, 2006.
12 - *
Types of InnovationDegree of innovativenessRadical innovationFundamental changes and breakthroughsEvoke major departures from existing practicesCan be highly disruptiveCan transform or revolutionize a whole industryIncremental innovationEnhance existing practicesSmall improvements in products and processesEvolutionary applications within existing paradigms
12 - *
Continuum of Radical and
Incremental Innovations
Exhibit 12.1 Continuum of Radical and Incremental Innovations
12 - *
Types of InnovationProduct and process innovationsProduct innovationEfforts to create product designsApplications of technology to develop new products for end usersMore radical and common during early stages of an industry’s life cycleAssociated with differentiation strategies
12 - *
Types of InnovationProduct and process innovationsProcess innovationsImproving efficiency of an organizational processManufacturing systems and operationsCan improve materials utilizationShorten cycle timeIncrease qualityMore likely to occur in later stages of an industry’s life cycleAssociated with cost leader strategies
12 - *
Challeng ...
The Transforming Health Systems (THS) initiative was one of The Rockefeller Foundation’s largest global health initiatives. Aligned with the Foundation’s mission to promote the well-being of humanity, THS aimed to improve the health status and financial resilience of poor and otherwise vulnerable populations through activities promoting improved health systems performance and the expansion of universal health coverage (UHC).
This report synthesizes findings from a five-year, multicomponent evaluation of the THS initiative. The objectives of the evaluation were to assess i) the effectiveness of the three core strategies – global advocacy, regional networks, and country-level investments – employed under THS to advance progress toward UHC in low- and middle-income countries in four focus countries, ii) the overall effectiveness and influence of the initiative, and iii) the Foundation’s legacy in the UHC arena. A key component of the evaluation was to document lessons learned from achievements and challenges to inform the development of future initiatives at the Foundation.
Overall, the evaluation found the THS initiative to be successful in its efforts to activate a global movement to accelerate progress toward UHC. The Foundation catalyzed and shaped the global UHC movement and, ultimately, influenced the inclusion of UHC in the Sustainable Development Goals (SDGs) of the post-2015 agenda. It also created enduring cross-learning platforms and tools to support country progress toward the SDGs’ UHC targets. Although THS gained less traction in advancing UHC through its focus country investments, its success in making UHC a global development target and creating networks and coalitions to support UHC reform efforts in LMICs will likely have country-level impacts for years to come.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
Electricity is one of the most important drivers of socio-economic development, yet up to 250 million Indians are not connected to the national grid, and the majority of rural consumers have grossly unreliable power supply. More than solar lanterns and home systems that power a few lights and fans, among the most efficient ways to provide reliable electricity in remote areas is through local mini-grids. India has several run by energy service companies and usually funded by philanthropic capital.
Most of these enterprises have not been able to scale-up their impact meaningfully because the risk of the national grid entering their markets can render their mini-grid unviable. Rather than seeing “grid versus mini-grid” as a policy choice, Beyond Off-Grid: Integrating Mini-Grids with India’s Evolving Electricity System explores ways we can encourage more of both: to have the grid operate in partnership with a network of distributed mini-grids to accelerate electrification.
What does the roadmap for this ‘interconnection’ of our energy system look like? How can we leverage both government and private investment? What are the different interconnection models and their commercial, technical and regulatory implications? Where do mini-grids go from here? This timely report – commissioned by the Asha Impact Trust in collaboration with Shakti Foundation and Rockefeller Foundation – provides a multi-layered perspective to address these questions based on extensive research, wide-ranging policymaker interactions, and our investment experience evaluating mini-grid operators.
We cannot achieve significant poverty reduction without stimulating electricity consumption, which fuels income-generating activities in the modern economy. In India, about 237 million people have little or no access to reliable electricity -- more than 90% of them live in rural areas. This severely constrains economic opportunities. Addressing this chronic problem requires going beyond simply expanding the government grid.
Mini-grids have emerged as a viable solution to complement and integrate with the national grid, and can support the government in achieving its ‘Power for All’ vision. The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) initiative is the first to pursue the creation of a mini-grid sector that is robust enough to fuel commercial enterprises and drive economic development beyond just one village. Smart Power India (SPI), which leads the SPRD initiative in India, has proven that mini-grids can be swiftly deployed to deliver reliable power, and has likewise demonstrated that mini-grids can spur economic activity needed to help people lift themselves out of poverty.
This issue of Smart Power Connect, published after the hundredth village was connected to Smart Power, explores the efforts, success stories, and challenges faced in SPI’s mini-grid journey to date. With insights from government agencies, policy experts, energy service companies, investors and mini-grid customers themselves, this publication provides a glimpse into the potential of the mini-grids to transform the energy sector – and how rural communities are embracing and utilizing clean, reliable and adequate power to improve their lives.
Today, nearly 240 million Indians lack access to reliable electricity, and 90 percent of them live in rural areas. Despite the government’s ambitious plans to accelerate universal electrification by 2018, challenges remain in providing reliable and sufficient energy to the last mile. Distributed renewable energy (DRE) solutions, and in particular mini-grids, have emerged as a reliable complement to the government’s electrification programs by providing rural areas with access to reliable and high-quality electricity at a much faster pace. The growth of the DRE sector will be an important fillip to the last-mile challenge.
Smart Power India (SPI) is an organization that implements The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) to build viable and commercially oriented mini-grid ecosystems in India. This report explains the Smart Power mini-grid model and explores the drivers of success. Analyzing early data from a cohort of the 106 Smart Power mini-grids operational as of 2017, SPI provides data on commercial performance as well as recommendations to further accelerate the rural mini-grid business.
Encouragingly, the report reveals that the 23 top-cohort plants have an average unit-level profit margin of approximately 30% after the first year of operations. It also highlights that villages receiving electricity from SPRD mini-grids show early signs of social and economic impact (also see Understanding the Impact of Rural Electrification.) SPI has observed that site selection, a strong focus on operations, support for demand generation and marketing optimized for rural customers, are critical to the continued improvement of mini-grid operations. Finally, the report provides recommendations to address external challenges such as the need for increased financing, stronger policy support and further technological innovation.
Globally, over 1 billion people still live without electricity. Roughly 237 million of these people are in India. Smart Power for Rural Development (SPRD) is a $75 million initiative aimed at accelerating development in India’s least electrified states. Through the deployment of decentralized renewable energy mini-grids, SPRD works to accelerate the growth of rural economies, while at the same time improving the lives and livelihoods of poor and marginalized families and communities. With access to energy, individuals, households, and communities can generate economic opportunities and enhance their quality of life. Understanding the Impact of Rural Electrification has generated significant insights on how SPRD is having an impact on the lives of villagers, and what more is needed to sustain, grow, and scale these gains. We’ve learned that households and businesses are slowly but surely moving up the energy ladder; enterprises are expanding and new ones are being created as a result of energy access, and women are feeling safer and more mobile after dark. In this report, we also introduce the innovative GDP+ approach which, which quantifies and measures the social, economic and environmental gains of access to electricity in GDP terms. The initial findings here show that SPRD villages experienced an $18.50 per capita increase in GDP+.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
With 62.5 million tons of food wasted in the United States each year, there is much work to be done to
bring about substantial changes in the food industry that will create a more efficient food system and
help preserve the environment. This guide describes promising opportunities to reduce food waste
in three areas—packaging, food retail, and home kitchens—and discusses a number of solutions that
could be piloted, validated, and scaled to significantly reduce food waste in America.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Following its successful partnership with the U.S. Department of Housing and Urban Development’s (HUD) post–Hurricane Sandy Rebuild by Design competition, The Rockefeller Foundation launched the Resilience Academies and Capacity-Building Initiative. Designed to support HUD’s National Disaster Resilience Competition (NDRC), the Academies and the Initiative provide eligible state, county, and municipal governments with subject-matter expertise and lessons from the Foundation’s years of on-the-ground disaster recovery programming and mitigation planning. Further, the Foundation hoped to assist these key players in moving global knowledge and resources to meet homegrown needs.
In December 2016, The Rockefeller Foundation’s African Regional Office hosted the Rockefeller Foundation Resilience Convening in Nairobi, Kenya. Over 150 delegates and 40 speakers participated, sharing insights, examples, and engaging in debate and discussion on why and how ‘resilience’ can enhance Africa’s ongoing development.
Launched in 2008, the Asian Cities Climate Change Resilience Network (ACCCRN) Initiative aimed to catalyze attention, funding, and action for building the climate change resilience of vulnerable cities and people in Asia. Given that current estimates forecast that about 55 percent of Asia’s population will be living in urban centers by 2030, the ACCCRN Initiative is built on the premise that cities can take actions to build climate resilience – including drainage and flood management, ecosystem strengthening,
increasing awareness, and disease control – which can greatly improve the lives of poor and vulnerable people, not just in times of shock or stress, but every day.
At the time the initiative was launched, the concept of urban resilience and models for implementing it were nascent and emergent. ACCCRN proved to be an important experiment and “learning lab” for the Foundation and its grantees and partners to build capacity in cities to better understand and implement resilience solutions to the often devastating shocks and stresses of climate change. The initiative was effective in the initial 10 ACCCRN cities and, later, in an additional 40 cities.
As part of our Foundation-wide commitment to learning and accountability to our grantees, partners and stakeholders, we undertook an independent evaluation of the work of the initiative in 2014 to assess what worked well and not so well in ACCCRN. Conducted by Verulam Associates and ITAD, who also conducted a mid-term evaluation of the ACCCRN Initiative in 2011, this summative evaluation highlights successes, but also provides an important moment to reflect on the challenges we faced and on what we can do better or differently going forward.
As part of its overall mission of promoting the well-being of humanity throughout the world, The Rockefeller Foundation developed the goal of advancing inclusive economies. The framing of this goal is deliberate: the word inclusive stresses the need to overcome disadvantage while the choice of economies versus growth suggests the need to consider all dimensions of economic life. This executive summary outlines efforts to develop a framework to better understand and measure the characteristics of an inclusive economy. It includes:
• The evolution of the concept of an inclusive economy
• Key lessons learned from an analysis of indicator initiatives
related to measuring an inclusive economy
• A recommended indicator framework composed of 5 broad
characteristics, 15 sub-categories, and 57 indicators
• Implications for future work
For more details, a full report is available at:
inclusiveeconomies.org
Situating the Next Generation of Impact Measurement and Evaluation for Impact...The Rockefeller Foundation
Situating the Next Generation of Impact Measurement and Evaluation for Impact Investing contends that measurement practices need to evolve by borrowing from the strengths of both private business and social sector evaluation. Suggesting that an impact thesis is a crucial anchor for impact measurement strategies, the paper offers several measurement approaches in use today. The ‘next generation’ of impact measurement and evaluation must stem from a commitment of impact investors to strengthen evidence for their social returns alongside the evidence for financial returns.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Equity and Inclusive Growth from a Development Perspective is essential reading for development and evaluation practitioners. It provides a concise history and critical examination of the concepts related to growth, poverty, and equity. These three foundational elements of contemporary development theory and practice are at the root of The Rockefeller Foundation’s movement toward advancing inclusive economies and building resilience.
The paper offers many insights about the measurement and evaluation of programs. It illuminates the debate surrounding ways to assess well-being beyond GDP. It covers the many ways to approach the measurement of poverty and the most commonly used indexes. Finally, it examines the important distinction between equity and equality and the policy implications of pursuing equity.
Assessing Market-Based Solutions: Lessons from Evaluating a Youth Employment ...The Rockefeller Foundation
Creating employment opportunities for youth is a priority for many countries. How can these opportunities – increasingly situated within market-based approaches to development – generate and sustain positive employment and social outcomes for individuals, their families and communities? This paper reports on an evaluation of a Rockefeller Foundation initiative that provided instructive lessons on how to assess youth employment and digital jobs programs that embed market-based principles.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
Business Valuation Principles for EntrepreneursBen Wann
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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Improving profitability for small businessBen Wann
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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3. Background to This Initiative
Rockefeller Foundation believes Impact Enterprises - enterprises that intentionally seek to grow to
sustain financial viability, realize increasing social impact, and influence the broader system in which they operate
- are a promising means of addressing social issues and the wider challenges affecting the
poor and/or vulnerable
Challenge
Today, limited insight exists
into what it takes to build
impact enterprises that are
‘investor ready’ and operate at
scale
The Rockefeller Foundation seeks to identify and support
innovative acceleration solutions to help social enterprises
achieve scale
As part of this initiative, we aim to …
– Conduct research to understand current best practices and
promising innovative practices
– Encourage experimentation by funding innovative
acceleration models across North America, Sub-Saharan
Africa, and Asia
– Deepen our understanding of what works (and what doesn’t)
with recipients of our grant funds and the field
-3-
Rockefeller Foundation Impact Enterprises Project_GIINPresentation_ForDistribution.pptx
Impact investors observe
there are too few investable
impact enterprises in the
world
Our Initiative
4. -4Rockefeller Foundation Impact Enterprises Project_GIINPresentation_ForDistribution.pptx
The Challenge: A Lack of Investable Impact Enterprises
5. This Initiative: Supporting Innovative Acceleration Models
Acceleration Models
form a meaningful way for
bridging the ‘supply and
demand gap’ that exists in
the market today
Impact Investors
are a promising means to address
the challenges facing the poor and
vulnerable, but often lack the scale to
have significant impact
seek to support impact enterprises
while generating financial returns,
but often struggle to find investable
impact enterprises
-5-
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Impact Enterprises
6. This Initiative: Why Accelerators
Acceleration Models
form a meaningful way
for bridging the ‘supply
and demand gap’ that
exists in the market today
This initiative is focused on supporting innovative acceleration models given the existence of …
Early ‘Proof of Concept’
Investors & Impact Enterprises see value in
accelerators
l
– A recent survey by I-Dev revealed that 2 of 3
investors believed that accelerators save time and
money in deal origination or due diligence
– E.g., Market research, strategy development,
financing, sales and marketing, distribution
l
– Nearly 90% of enterprises surveyed saw value in
accelerators and 36% indicated having improved
their business model as a result
l
Impact Enterprises require a range of assets and
capabilities to scale
Acceleration models typically address multiple
needs, unlike some other intermediary models
– E.g., Innovation challenge funds and impact
investors only help with financing needs, while
‘leadership intermediaries’ primarily provide
leadership and business skill support
Investors are increasingly turning to accelerators
for support
– According to research by Village Capital and I-Dev,
up to 50% of investors in their studies have used an
accelerator to source a deal
l
-6-
The multi-faceted nature of acceleration models
signals significant innovation and learning as well
as impact potential
Rockefeller Foundation Impact Enterprises Project_GIINPresentation_ForDistribution.pptx
l
Innovation & Impact Potential
8. Overview of Research Agenda
Accelerator
Support
Innovation
Identify the challenges
impact enterprises face
when seeking to scale
Identify the typical
services accelerators
provide to address
these challenges and
how these differ across
regions
Identify and learn from
promising innovations
in accelerator support
that can address
challenges and scale
impact enterprises
-8-
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Challenges
9. Research Methodology
Secondary Research
Primary Research
20+ interviews were conducted with various
stakeholders in the field
l
Mapping of 150+ accelerators in the US, SSA, and
Asia
– Accelerators (e.g., Village Capital, NESsT)
– Investors (e.g., Bridges Ventures)
– Program inception date
– Funders (e.g., Hitachi Foundation)
– Length of program
– System Players (e.g., Global Accelerator Network,
Impact IQ, Emory University, ANDE)
l
– Description of organization
– Scale of program
– Impact of program
Typical Questions
– Lifecycle or Industry Focus of program
– Challenges facing impact enterprises
– Accelerator best practices
– Innovative practices
– Gaps in the market
-9-
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l
10. Challenges Facing Impact Enterprises as they Scale
Accelerator
Support
Innovation
Identify the challenges
impact enterprises face
when seeking to scale
Identify the typical
services accelerators
provide to address
these challenges and
how these differ across
regions
Identify and learn from
promising innovations
in accelerator support
that can address
challenges and scale
impact enterprises
- 10 -
Rockefeller Foundation Impact Enterprises Project_GIINPresentation_ForDistribution.pptx
Challenges
11. Overview of Impact Enterprise Development Needs
7
2 Business Development &
Strategic Planning
(Business structures and strategies
that enhance the performance and
impact of the enterprise)
Monitoring and Evaluation
(Performance and impact metrics of
the enterprise that provide insights
on how to adjust and optimize the
business model)
3
8
6
Distribution &
Market Access
(Access to appropriate distribution
channels -both individuals &
organizations - to reach target
markets and consumers)
Leadership Skills/Business Acumen
Text
(The leadership and business skills of the
enterprise team – this component is the
core of the enterprise that supports
success in all other areas)
4
5
Financing
(Seed funding, funds for the supply
chain, fixed assets, marketing, and
inventory and funds for expansion)
Supply Sourcing and Production
(Sourcing of raw materials and
production or manufacturing of a
good or service)
Sales and Marketing
(Promotion and sales of
goods or services)
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
- 11 -
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1
Market Research
(Research and analytics on
the social need, existing
policies, complementary
institutions, etc. that inform
and shape the development
of business strategy)
12. Key Challenges for Impact Enterprises Globally
8
2
Leadership &
Business Acumen
“Most social enterprises
require significant capacity
building and training to attain
the education, skills, and
access to information in
order to execute their
business plan.”
– GIZ
Business
Development &
Strategic Planning
“The challenge for
entrepreneurs… is the ability
to attract and retain
managerial talent, especially
in light of severe competition
with well-established
corporate firms”
– Omidyar Network
3
Distribution & Market
Access
Financing
“Social entrepreneurs
struggle to access finance
and face capital that is
inappropriately structured for
their needs”
“Access to customers
remains a critical gap holding
back social ventures”
– Nesta
– ANDE
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
- 12 -
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6
13. Accelerating Organization Support for Impact Enterprises
Identify the challenges
impact enterprises face
when seeking to scale
Accelerator
Support
Identify the typical
services accelerators
provide to address
these challenges and
how these differ across
regions
- 13 -
Innovation
Identify and learn from
promising innovations
in accelerator support
that can address
challenges and scale
impact enterprises
Rockefeller Foundation Impact Enterprises Project_GIINPresentation_ForDistribution.pptx
Challenges
14. Profile of a Typical Accelerator Program
Office space and
other physical
infrastructure
Pro-bono
services (e.g.
legal,
accounting)
Introductions to
Investors
Demo/Pitch Day
Seed Funding
Pathway of an Impact Enterprise through an Accelerator
Mentorship from business experts, industry experts, etc.
Discussion and engagement with fellow enterprises to refine business strategy
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
- 14 -
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Training on business strategy development, financial modeling, marketing, etc.
15. Areas of Accelerating Organization Support
Providing enterprises needed resources such as funding or office
space directly
Networks
Providing access to networks of funders, mentors, suppliers, etc.
Capability
Building
Building the capacity of enterprise leaders to develop and scale
their business
Enabling
Ecosystem
Undertaking market-level interventions such as research, policy
advocacy, customer education, etc. that support the development of
the broader impact enterprise environment
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Direct
Resource
Provision
16. Typical Accelerator Initiatives to Address Challenges
Key Challenges for Impact Enterprises
Business
Development &
Strategic Planning
Direct
Resource
Provision
Networks
Capability
Building
Enabling
Ecosystem
3
6
Financing
Accelerators typically
offer significant support
to address financing
challenges, including:
Accelerators typically
provide access to
mentors and training to
address biz dev and
strategic planning needs
Human capital
challenges are often
overseen in today’s
support packages
l
Direct funding support
l
Individual introductions
to investors
l
Exposure to investors
during ‘demo days’ or
other events
l
Getting entrepreneurs
‘investor ready’
through education and
training (e.g., pitch
practices, tutorials on
financing terms)
8
Leadership Skills
and Business
Acumen
Distribution &
Market Access
Few models exist today
to address distribution
and market access
challenges
Those that do tend to
offer training on the topic,
and/or – in the case of
industry focused models
– facilitate introductions
to possible customers
Accelerators undertake
an array of initiatives in
this domain, including:
l
Connections to
business mentors
l
Leadership training
programs
l
Group learning models,
across a diverse set of
enterprises
l
“Mixers” between
business leaders and
entrepreneurs
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
- 16 -
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Best Practices of Accelerating Organization Support
2
17. Landscape Overview: Asia
Pasha Social Innovation Fund
Rural Technology Business
Incubator
Artha Venture Challenge
SE Hub
Asian Social Enterprise
Incubator (Philippines)
Shujog
Change Fusion Thailand
SIDBI Innovation and Incubation
Center - IIT Kanpur
CSIP Vietnam
Smiling World Accelerator
Program
Dasra Social-Impact
Social Ventures Hong Kong
Ennovent
Society for Technology and
Action for Rural Advancement
(TARA)
Frontier Markets
StartUp! India
iAccelerator
Synergy Social Ventures
iLab
Tata Social Enterprise Challenge
Indian Angel Network
TREC STEP
Insitor Management
UnLtd India
Intellecap
Upaya Social Ventures
Invest2Innovate
Venture Center
Khosla Labs
Venture Nursery
Milagrow Venture and
Knowledge Solutions
National Innovation Fund Business Development
Department
Villgro
Waste Ventures
Market Overview
– Less developed impact enterprise market with fewer investors and impact
accelerators overall; India most developed
– Social enterprises typically focused on solutions to basic needs (e.g. health,
education, etc.)
36 accelerating organizations examined
Average Age of
Programs:
5.8 years
% of Programs
Reporting Impact
Data:
17%
Average Length of
Programs:
8.3 months
Note: N for each indicators calculation equals 23, 12, and 9 accelerators
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Apna Aarsh Pakistan
List of 36 Accelerators Examined
5ideas
18. Landscape Overview: Sub-Saharan Africa
Mara Foundation
Afribiz Accelerator
Meltwater Entrepreneurial
School of Technology
(MEST)
Alithea Capital
mlab
Angels Initiatives
Nailab
Anzisha Prize
Nigeria Co-Creation Hub
Burundi Business Incubator
One Acre Fund
CTIC Dakar
Open Capital Advisors
FATE Foundation
Orange African Social
Venture Prize
Founder Institute
Raizcorp
Market Overview
– Growing market with a small but increasing number of accelerators and a
fair amount of impact investor interest
– Many accelerators do not focus on social enterprises per se, but work
directly with poor & vulnerable groups to facilitate business start-ups
Ghana Multimedia Incubation Centre Reach for Change
Global Catalyst Initiative
Reachup!
Growth Africa
Rlabs
Growth mosaic
Root Capital
Growthhub
Sinapis Group
Heart Social Enterprise Accelerator
Spark
Idea2Seed Incubation Program
Stanford (SEED)
IFC SME Solutions Centre
Synapse Center
ihub
The IVD
iLab Liberia
The REAL Business
Accelerator
Impact Amplifier
Unltd South Africa
Innodev Incubator
Venia Business Hub
iSpace
Wennovation Hub
Kinu Tanzania
World Bank CIC: Climate
Innovation Centre Kenya
Lagos Angel Network
Zenzele Circle
49 accelerating organizations examined
Average Age of
Programs:
3.7 years
m: lab East Africa
% of Programs
Reporting Impact
Data:
20%
Average Length of
Programs:
9 months
Note: N for each indicators calculation equals 37, 20, and 22 accelerators
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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List of 49 Accelerators Examined
88 mph
19. Landscape Overview: USA
Accelerating Appalachia
NewME Accelerator
Blue Ridge Foundation NYC
NYC Acre
Boston University Urban
Business Accelerator
Pacific Community Ventures
Capital Innovators
Panzanzee
CHANGE Accelerator
Points of Light Civic Accelerator
Compass Partners
Fledge
PresenTense
HealthBox
– Increased emphasis on making enterprises
Praxis Accelerator Program
Groundwork Labs
– Established market with the growing development of networks that bring
diverse stakeholders in the impact enterprise space together
Propeller
Hitachi Foundation Yoshiyama
Queen City Forward
Young Entrepreneurs Program
Hub Ventures
Imagine K12
RockHealth
Impact Engine
SBA
Impact Space
Sbanj
Inner City Advisors
Seed Spot
James Lee Sorenson Global
Impact Investing Center
Startl Accelerator
Joshua Ventures
StartX Accelerator
Kaplan EdTech Accelerator
Surf Incubator
MassChallenge
48 accelerating organizations examined
reSET
Sustainable Enterprise Hatchery
Matter Media Entrepreneurship
Tumml
Accelerator
Merrimack Valley Sandbox
Venture Greenhouse
National Collegiate Investors
and Innovators Alliance
Virtue Ventures
New Profit Inc.
William James Foundation
Average Age of
Programs:
4.5 years
% of Programs
Reporting Impact
Data:
33%
Average Length of
Programs:
6 months
Note: N for each indicators calculation equals 38, 28, and 23 accelerators
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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List of 48 Accelerators Examined
DreamIt Ventures
Points of Light Ventures in
Residence
Portland State University Social
Innovation Incubator
Market Overview
20. Landscape Overview: Globally Focused Accelerators
Market Overview
Hult Accelerator
B Lab
Imagine H20 Prize
Competition and
Accelerator
– Accelerators are typically located in the US or Europe and are focused on
social enterprises globally
Betaspring
Innovation Hub
– Tend to be more established in the sector and likely have adjusted business
model to different needs over time
Bid Network
New Ventures
Duke University Social
Enterprise Accelerator
National Collegiate
Inventors and Innovators
Alliance
Echoing Green Fellowship
Outreach Accelerator
Program
Emerge Venture Lab
SOCAP Impact
Accelerator
Endeavor
Social Innovation Camp
Global Social Benefit
Institute
Unreasonable Institute
GoodCompany
Village Capital
24 accelerating organizations examined
Grassroots Business Fund Women Change Makers
GrowLab
Yunus Social
Business/AfDB
Average Age of
Programs:
5.8 years
% of Programs
Reporting Impact
Data:
28%
Average Length of
Programs:
3.9 months
Note: N for each indicators calculation equals 20, 12, and 9 accelerators
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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List of 24 Accelerators Examined
Accion Venture Lab
21. Innovation in Accelerating Organization Support for Impact Enterprises
Accelerator
Support
Innovation
Identify the challenges
impact enterprises face
when seeking to scale
Identify the typical
services accelerators
provide to address
these challenges and
how these differ across
regions
Identify and learn from
promising innovations
in accelerator support
that can address
challenges and scale
impact enterprises
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Challenges
22. Reminder: Key Challenges for Impact Enterprises Globally
8
2
Leadership &
Business Acumen
“Most social enterprises
require significant capacity
building and training to attain
the education, skills, and
access to information in
order to execute their
business plan.”
– GIZ
Business
Development &
Strategic Planning
“The challenge for
entrepreneurs …is the ability
to attract and retain
managerial talent, especially
in light of severe competition
with well-established
corporate firms”
– Omidyar Network
3
Distribution & Market
Access
Financing
“Social entrepreneurs
struggle to access finance
and face capital that is
inappropriately structured for
their needs”
“Access to customers
remains a critical gap holding
back social ventures”
– Nesta
– ANDE
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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6
23. Innovative Practices: Business Development and Strategy Planning
Tex
t
Additional Human Resources
Provide a fellow, business retiree,
gap year student, or a private
sector secondee to work within an
enterprise
Villgro places mid-career
professionals in enterprises
for one year
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Example/Source of Idea:
24. Innovative Practices: Business Development and Strategy Planning
Tex
t
Shared Resources
Facilitate the sharing of human
capital across enterprises
or
Facilitate partnerships between
impact enterprises for a discounted
rate on support services (e.g., IT,
HR)
GIZ Report “Enablers for Change: A Market Landscape of
the Indian Social Enterprise Ecosystem”
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Example/Source of Idea:
25. Tex
t
Innovative Practices: Financing
Alternative Distribution Methods
Allow impact enterprise peers to
select how accelerator seed
funding is distributed amongst their
cohort
or
Deliver financing to enterprises in
tranches linked to different lifecycle
stages
Hitachi Foundation Interview
Note: All practices listed are for research purposes; The Rockefeller Foundation cannot provide grants for any activities of a brokerage nature
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Examples/Source of Ideas:
26. Tex
t
Innovative Practices: Financing
Alternative Funding Platforms
Coordinate consortia of investors
that can pool resources to fund
individual enterprises or a group
or
Develop online crowdfunding
platforms
Several Interviews
Note: All practices listed are for research purposes; The Rockefeller Foundation cannot provide grants for any activities of a brokerage nature
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Examples/Source of Ideas:
27. Innovative Practices: Distribution and Market Access
Tex
t
Private Sector Linkages
Link with private sector
organizations that can not only
provide access to customers, but
also access to potential suppliers
and additional strategy guidance
l
Program provides:
– Market insights from
Kaplan’s base of
students & instructors
– Access to potential
customers given
Kaplan’s relationships
with school districts
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Examples/Source of Ideas:
28. Innovative Practices: Distribution and Market Access
Tex
t
Linkages with Existing BoP Players
Facilitate enterprise linkages with
existing groups and distribution
channels that work with the BoP
(e.g., microfinance groups)
Frontier Markets links with
microfinance groups,
farmers associations, and
NGO workers
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Example/Source of Idea:
29. Innovative Practices: Leadership and Business Acumen
Best Practice Sharing
Organize forums or online
locations where accelerators can
come together, share best
practices, curriculum, etc. and
learn from one another to deliver
the best leadership training
Multiple Interviews
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Example/Source of Idea:
30. Innovative Practices in Service Delivery
Accelerator Partnerships
Share resources such as mentors
& curriculum between accelerators
or
Pass enterprises to accelerators in
different markets to help them
learn local contexts and adapt their
strategy
ANDE Annual Members Conference
Global Accelerator Network Interview
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Example/Source of Idea:
31. Innovative Practices in Service Delivery
Distinct Training Platforms
Develop training programs specific
to the unique needs of enterprises
at different lifecycle stages
or
Develop online platforms to deliver
training and connect mentors with
enterprises in the field
Three levels of support
based on the lifecycle stage
of the business
Helps enterprises on-theground to formalize their
business models
Source: Analyses conducted by Monitor Deloitte in support of Rockefeller Foundation’s Innovations in Accelerating Impact Enterprise Growth to Scale Project
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Examples/Source of Ideas:
33. Next Steps in Rockefeller Foundation Work
Path Forward
Proposals due Friday, October 11
l
Winners publicly announced by
December 31st
l
Grantees tracked over the next year
to test the effectiveness of their
models
At the end of this initiative, the Rockefeller Foundation would have surfaced a number of
innovative practices employed by accelerating organizations to scale impact enterprises in
various markets
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l