This document discusses the concept of shared value, which involves businesses identifying opportunities to create economic value for themselves and social value for communities in an integrated way. It argues that shared value goes beyond corporate social responsibility and philanthropy by finding business opportunities in addressing social problems. Shared value strategies can create competitive advantages for companies by improving conditions in the communities where they operate like workforce skills, infrastructure, and sustainable resources. This allows companies to better meet societal needs through their products and operations in a way that is scalable and self-sustaining. The document provides several examples of companies that have implemented successful shared value strategies.
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
This document discusses Professor Michael Porter's concept of "shared value", which is defined as corporate policies and practices that enhance competitiveness while also advancing social and economic conditions in communities where companies operate. Porter argues that shared value represents the next evolution of capitalism and will be a defining characteristic of business in the post-crisis era. He outlines three levels for creating shared value - reconceiving products and markets, redefining productivity in the value chain, and enabling local cluster development. The document provides examples of companies creating shared value through their products, operations and engagement with local suppliers and communities.
Creating shared value bridging the gap between business and societyTony Usidamen
A presentation by Tony Usidamen, Managing Partner, Uburu at the CSR West Africa 2014 Conference held at Four Points By Sheraton, Victoria Island, Lagos, Nigeria from the 8th to 9th of October 2014.
This document discusses different approaches to social responsibility such as philanthropy, corporate social responsibility, and sustainability. It notes that while these approaches aim to address social issues, they often view business and social responsibility as separate entities. The document introduces the concept of "Creating Shared Value" which aims to create economic and social value simultaneously through a business strategy. It provides examples of how assessing a company's value chain impacts and enabling local cluster development can create shared value. The key idea is that social issues should be addressed in a way that also generates profit, rather than viewing social spending and profit as competing goals.
The document discusses the concept of shared value, which involves creating economic value in a way that also addresses societal needs. It notes that current practices view companies and communities as being at odds, whereas shared value recognizes their interdependence. Shared value can be created by reconceiving products and markets to meet social needs, redefining productivity in the value chain, and building supportive industry clusters. Examples include improving farmers' livelihoods through better techniques and Intel reducing power usage. Overall, shared value represents the next evolution of capitalism by aligning profitability and social progress.
Social entrepreneurs combine the passion of a social activist with the business skills of a business pioneer. They create sustainable solutions that change society for the better. Some key traits social entrepreneurs share with business entrepreneurs are being strategic thinkers, mission driven, focused, resourceful, results oriented, and able to persevere despite obstacles. Social entrepreneurs bring new approaches to social issues through innovations like new design solutions, business models, and funding models.
This document discusses the concept of shared value, which involves businesses identifying opportunities to create economic value for themselves and social value for communities in an integrated way. It argues that shared value goes beyond corporate social responsibility and philanthropy by finding business opportunities in addressing social problems. Shared value strategies can create competitive advantages for companies by improving conditions in the communities where they operate like workforce skills, infrastructure, and sustainable resources. This allows companies to better meet societal needs through their products and operations in a way that is scalable and self-sustaining. The document provides several examples of companies that have implemented successful shared value strategies.
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
This document discusses Professor Michael Porter's concept of "shared value", which is defined as corporate policies and practices that enhance competitiveness while also advancing social and economic conditions in communities where companies operate. Porter argues that shared value represents the next evolution of capitalism and will be a defining characteristic of business in the post-crisis era. He outlines three levels for creating shared value - reconceiving products and markets, redefining productivity in the value chain, and enabling local cluster development. The document provides examples of companies creating shared value through their products, operations and engagement with local suppliers and communities.
Creating shared value bridging the gap between business and societyTony Usidamen
A presentation by Tony Usidamen, Managing Partner, Uburu at the CSR West Africa 2014 Conference held at Four Points By Sheraton, Victoria Island, Lagos, Nigeria from the 8th to 9th of October 2014.
This document discusses different approaches to social responsibility such as philanthropy, corporate social responsibility, and sustainability. It notes that while these approaches aim to address social issues, they often view business and social responsibility as separate entities. The document introduces the concept of "Creating Shared Value" which aims to create economic and social value simultaneously through a business strategy. It provides examples of how assessing a company's value chain impacts and enabling local cluster development can create shared value. The key idea is that social issues should be addressed in a way that also generates profit, rather than viewing social spending and profit as competing goals.
The document discusses the concept of shared value, which involves creating economic value in a way that also addresses societal needs. It notes that current practices view companies and communities as being at odds, whereas shared value recognizes their interdependence. Shared value can be created by reconceiving products and markets to meet social needs, redefining productivity in the value chain, and building supportive industry clusters. Examples include improving farmers' livelihoods through better techniques and Intel reducing power usage. Overall, shared value represents the next evolution of capitalism by aligning profitability and social progress.
Social entrepreneurs combine the passion of a social activist with the business skills of a business pioneer. They create sustainable solutions that change society for the better. Some key traits social entrepreneurs share with business entrepreneurs are being strategic thinkers, mission driven, focused, resourceful, results oriented, and able to persevere despite obstacles. Social entrepreneurs bring new approaches to social issues through innovations like new design solutions, business models, and funding models.
Irsyad from Young Sustainable Impact Southeast Asia shares his thoughts on what makes a social enterprise after 2 years of being in the incubation space.
The marketing plan summarizes In Centar's 5 core service pillars: educational programs, co-working office, virtual office, business incubator, and office for rent. In Centar positions itself as a unique social business platform in Serbia that spreads corporate social responsibility values by creating social entrepreneurs. Its competitive advantages include clear business views towards social entrepreneurship and reinvesting profits into personal and professional development. The plan outlines target customers, competitors, stakeholders, and integrated communication strategies for each pillar that utilize various online and offline channels to promote In Centar's services and social mission.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
The document discusses several key concepts related to institutions and social entrepreneurship. It describes bricolage as the creative process of making do with the resources available and applying them to new problems. A bricoleur is someone who engages in bricolage, making use of diverse resources in innovative ways. The document also discusses institutional bricolage, where entrepreneurs borrow from existing institutions to construct new institutions. It provides examples of how social entrepreneurs use bricolage to create social value by mobilizing resources in a way that addresses social needs.
Knowledge production is moving from creation by individual specialists to creation by communities of practice. Peer partnerships between ICT companies and “local” organizations — powered by “people software” -- are defining a new path toward increased competitiveness for developing countries. http://www.cisco.com/web/about/ac79/docs/ps/BoSE_IBSG.pdf
This document discusses approaches to measuring social innovation. It begins by explaining the need to measure social innovation to inform policymakers and understand what works. It then reviews existing indicator systems for measuring innovation, finding that they assume innovation is a non-linear process influenced by factors like resources, knowledge, technology, and culture. However, these systems need adjustments to properly capture social innovation. The document proposes a framework with indicators for enabling conditions, innovation activities, and social outcomes. Finally, it emphasizes sticking to a balanced definition of social innovation and connecting to existing indicators while meeting different information needs.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
This document provides an introduction to social entrepreneurship in Australia. It discusses how the welfare state is under pressure and in need of innovation to address social problems more effectively. Social entrepreneurs can be an important source of this innovation by targeting underserved markets and creating large-scale, ethical solutions. The field of social entrepreneurship is growing in Australia, with more funding and support mechanisms emerging, including social finance, impact metrics, and collaboration between sectors. Opportunities exist in developing new education models, engaging citizens in policymaking, and bringing more product-driven social ventures to scale.
WBCSD Report - Skills for Social InnovationDeon Wessels
The document discusses skills needed for social innovation. It finds that key skills include creativity, dealing with ambiguity, business acumen, motivating others, interpersonal savvy, perspective, listening, and dealing with paradox. It recommends that companies define a social purpose, embed social innovation in leadership, establish social innovation roles, include it in learning, foster collaboration, collaborate with stakeholders, include social impact in rewards, and establish social innovation metrics. Nurturing these skills helps companies attract and retain top talent, strengthen communities, and build new markets through social innovation.
$2.3 trillion has been spent over 5 decades on solutions for the poor, but these solutions often do not reach the intended beneficiaries due to a lack of feedback and accountability. Traditional aid and government programs fail because there is no mechanism to ensure the needs of consumers or constituents are actually met. Social enterprises provide a blended value by balancing social/environmental returns with economic sustainability through earned income, addressing issues like lack of accountability. The document discusses initiatives that provide funding, training and support to early-stage social enterprises in South and East Asia, including programs supporting youth entrepreneurs and community development organizations.
Social entrepreneurship is an emerging concept in Nepal that aims to solve social problems through innovative business solutions. Several organizations have emerged that exemplify social entrepreneurship, such as Maiti Nepal which works to prevent human trafficking, and the Nepal Ambulance Service which provides free ambulance services. While social entrepreneurship is gaining momentum in Nepal, it still faces challenges such as limited funding options and difficulties measuring its social impact.
10 section c group10_innovating for sharedvalue (2)pg13tarun_g
The document discusses creating shared value through social enterprises. It outlines five mutually reinforcing elements for companies to consider: embedding a social purpose, defining the social need, measuring shared value, creating an optimal innovation structure, and co-creating with external stakeholders. Examples are provided of companies like Nestle, Novartis and Danone that have successfully created both social and business value through applying these principles.
Social entrepreneurs and social developmentTapasya123
This area demonstrates the entrepreneurial efforts undertaken to change the underprivileged
society of the world which is popularly understood by Parhalad’s Bottom of the Pyramid.
Social enterprises are innovation since some years and these are capable to work with big
issues as satisfaction of business man or organizations. Innovation is actually a high-priced
division of an organization. Innovation is not just breakthrough in space science, satellite
communication, etc. but presenting a value proposition than past; when comes the idea of
society it provides the sustainability to innovation in the future instead of striving to be right
at high cost, it will be suitable to be flexible and plural at a lower cost. Social entrepreneurs
stand at the nexus between development, business and government. They open another
markets for the bottom-of-the-pyramid, innovate programs, empower the people they serve,
multiply resources and demonstrate their tangible effects for government and other bodies to
replicate which reveal how innovation and entrepreneurship at the very heart of
economically sustainable solutions. And, is a best solution for sustainable social development.
The common future can only be achieved with a better understanding of common concerns
and shared responsibilities.
This document analyzes the entrepreneurial market in Guatemala to identify business design opportunities in social entrepreneurship. It finds that while Guatemala has high levels of entrepreneurial activity, many new businesses fail because entrepreneurs do not fully understand or solve people's problems. It identifies a need for consulting services that help social entrepreneurs create profitable businesses through solving social issues. The proposed business design would provide personalized consulting to co-create social ventures with multi-disciplinary teams. This would help generate impact investments and businesses while helping entrepreneurs succeed financially and address Guatemala's social challenges.
A look at “Fabric of Change” – initiatives to transform the apparel industry ...Dan Schiff
A presentation given to students in Global Fashion Management (Fiber Science & Apparel Design 4440) at Cornell University on March 21, 2017. It covers efforts by Ashoka Fellows through the Fabric of Change partnership between Ashoka and C&A Foundation, as well as broader apparel industry sustainability trends to improve working conditions and environmental impacts.
Social entrepreneurship aims to improve societal welfare through market-based strategies. In India, social entrepreneurship is growing, with entrepreneurs addressing issues in health, energy, and other sectors. However, social entrepreneurs in India face challenges including a lack of financing sources, proper regulations, and information systems. It is important for organizations to support further development of social entrepreneurship in India.
NEED, IMPORTANCE, OPPORTUNITIES, TYPES AND CHALLENGES OF SOCIAL ENTREPRENEURSHIP; GOVERNMENT SCHEMES AND PLANS; FOREIGN COLLABORATION; CASE STUDY ON SEWA.
Social entrepreneurship is new phenomenon in Bangladesh and the world as well. It is essential to economic development for third world country like Bangladesh. Social enterprise is a growing and dynamic sector of the Bangladesh economy. Now its play a vital role to poverty reduction, empowering women and increasing per capita income.
Five Stages of Social EntrepreneurshipYutakaTanabe
ISTR (International Society for Third-sector Research)
12th International Conference
Stockholm, Sweden
Ersta Skondal University College
F12 Theorizing on Social Enterprise
国際NPO学会(ISTR)第12回大会がスウェーデンのストックホルムにて2016年6月28日から7月1日にて開催されています。明日、自分の学会発表に使用するスライド資料をアップします。
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueWayne Dunn
Presentation to Saudi Arabian business leaders at the Maple Leaf Club, Canadian Embassy, Riyadh, Saudi Arabia
November 29, 2015
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
This document discusses corporate social responsibility (CSR), including its definition, evolution over time, drivers, and examples in India. CSR is defined as how companies manage business processes to have an overall positive social impact. It has evolved from social stewardship in the 1950s-60s to global citizenship today. Key drivers of CSR include shrinking government roles, disclosure demands, investor pressure, and competitive markets. Major Indian companies like Tata, Infosys, and Mahindra have established CSR programs in areas like community health, education, and the environment. New legislation in India will require large companies to spend at least 2% of profits on social initiatives.
Irsyad from Young Sustainable Impact Southeast Asia shares his thoughts on what makes a social enterprise after 2 years of being in the incubation space.
The marketing plan summarizes In Centar's 5 core service pillars: educational programs, co-working office, virtual office, business incubator, and office for rent. In Centar positions itself as a unique social business platform in Serbia that spreads corporate social responsibility values by creating social entrepreneurs. Its competitive advantages include clear business views towards social entrepreneurship and reinvesting profits into personal and professional development. The plan outlines target customers, competitors, stakeholders, and integrated communication strategies for each pillar that utilize various online and offline channels to promote In Centar's services and social mission.
Building public benefit and shared value into businessAdam Spence
Building public benefit and shared value into business was a presentation delivered at the Schulich School of Business Greenedge Conference 2011. The presentation covers the motivation for public benefit
The document discusses several key concepts related to institutions and social entrepreneurship. It describes bricolage as the creative process of making do with the resources available and applying them to new problems. A bricoleur is someone who engages in bricolage, making use of diverse resources in innovative ways. The document also discusses institutional bricolage, where entrepreneurs borrow from existing institutions to construct new institutions. It provides examples of how social entrepreneurs use bricolage to create social value by mobilizing resources in a way that addresses social needs.
Knowledge production is moving from creation by individual specialists to creation by communities of practice. Peer partnerships between ICT companies and “local” organizations — powered by “people software” -- are defining a new path toward increased competitiveness for developing countries. http://www.cisco.com/web/about/ac79/docs/ps/BoSE_IBSG.pdf
This document discusses approaches to measuring social innovation. It begins by explaining the need to measure social innovation to inform policymakers and understand what works. It then reviews existing indicator systems for measuring innovation, finding that they assume innovation is a non-linear process influenced by factors like resources, knowledge, technology, and culture. However, these systems need adjustments to properly capture social innovation. The document proposes a framework with indicators for enabling conditions, innovation activities, and social outcomes. Finally, it emphasizes sticking to a balanced definition of social innovation and connecting to existing indicators while meeting different information needs.
The document discusses social entrepreneurship and social entrepreneurs. It defines social entrepreneurship as applying entrepreneurial principles to creating social value rather than private gain. Social entrepreneurs pursue innovative solutions to social problems and seek to make sustainable change. The document provides examples of social entrepreneurs and their social enterprises, and discusses some of the key drivers and challenges of social entrepreneurship.
This document provides an introduction to social entrepreneurship in Australia. It discusses how the welfare state is under pressure and in need of innovation to address social problems more effectively. Social entrepreneurs can be an important source of this innovation by targeting underserved markets and creating large-scale, ethical solutions. The field of social entrepreneurship is growing in Australia, with more funding and support mechanisms emerging, including social finance, impact metrics, and collaboration between sectors. Opportunities exist in developing new education models, engaging citizens in policymaking, and bringing more product-driven social ventures to scale.
WBCSD Report - Skills for Social InnovationDeon Wessels
The document discusses skills needed for social innovation. It finds that key skills include creativity, dealing with ambiguity, business acumen, motivating others, interpersonal savvy, perspective, listening, and dealing with paradox. It recommends that companies define a social purpose, embed social innovation in leadership, establish social innovation roles, include it in learning, foster collaboration, collaborate with stakeholders, include social impact in rewards, and establish social innovation metrics. Nurturing these skills helps companies attract and retain top talent, strengthen communities, and build new markets through social innovation.
$2.3 trillion has been spent over 5 decades on solutions for the poor, but these solutions often do not reach the intended beneficiaries due to a lack of feedback and accountability. Traditional aid and government programs fail because there is no mechanism to ensure the needs of consumers or constituents are actually met. Social enterprises provide a blended value by balancing social/environmental returns with economic sustainability through earned income, addressing issues like lack of accountability. The document discusses initiatives that provide funding, training and support to early-stage social enterprises in South and East Asia, including programs supporting youth entrepreneurs and community development organizations.
Social entrepreneurship is an emerging concept in Nepal that aims to solve social problems through innovative business solutions. Several organizations have emerged that exemplify social entrepreneurship, such as Maiti Nepal which works to prevent human trafficking, and the Nepal Ambulance Service which provides free ambulance services. While social entrepreneurship is gaining momentum in Nepal, it still faces challenges such as limited funding options and difficulties measuring its social impact.
10 section c group10_innovating for sharedvalue (2)pg13tarun_g
The document discusses creating shared value through social enterprises. It outlines five mutually reinforcing elements for companies to consider: embedding a social purpose, defining the social need, measuring shared value, creating an optimal innovation structure, and co-creating with external stakeholders. Examples are provided of companies like Nestle, Novartis and Danone that have successfully created both social and business value through applying these principles.
Social entrepreneurs and social developmentTapasya123
This area demonstrates the entrepreneurial efforts undertaken to change the underprivileged
society of the world which is popularly understood by Parhalad’s Bottom of the Pyramid.
Social enterprises are innovation since some years and these are capable to work with big
issues as satisfaction of business man or organizations. Innovation is actually a high-priced
division of an organization. Innovation is not just breakthrough in space science, satellite
communication, etc. but presenting a value proposition than past; when comes the idea of
society it provides the sustainability to innovation in the future instead of striving to be right
at high cost, it will be suitable to be flexible and plural at a lower cost. Social entrepreneurs
stand at the nexus between development, business and government. They open another
markets for the bottom-of-the-pyramid, innovate programs, empower the people they serve,
multiply resources and demonstrate their tangible effects for government and other bodies to
replicate which reveal how innovation and entrepreneurship at the very heart of
economically sustainable solutions. And, is a best solution for sustainable social development.
The common future can only be achieved with a better understanding of common concerns
and shared responsibilities.
This document analyzes the entrepreneurial market in Guatemala to identify business design opportunities in social entrepreneurship. It finds that while Guatemala has high levels of entrepreneurial activity, many new businesses fail because entrepreneurs do not fully understand or solve people's problems. It identifies a need for consulting services that help social entrepreneurs create profitable businesses through solving social issues. The proposed business design would provide personalized consulting to co-create social ventures with multi-disciplinary teams. This would help generate impact investments and businesses while helping entrepreneurs succeed financially and address Guatemala's social challenges.
A look at “Fabric of Change” – initiatives to transform the apparel industry ...Dan Schiff
A presentation given to students in Global Fashion Management (Fiber Science & Apparel Design 4440) at Cornell University on March 21, 2017. It covers efforts by Ashoka Fellows through the Fabric of Change partnership between Ashoka and C&A Foundation, as well as broader apparel industry sustainability trends to improve working conditions and environmental impacts.
Social entrepreneurship aims to improve societal welfare through market-based strategies. In India, social entrepreneurship is growing, with entrepreneurs addressing issues in health, energy, and other sectors. However, social entrepreneurs in India face challenges including a lack of financing sources, proper regulations, and information systems. It is important for organizations to support further development of social entrepreneurship in India.
NEED, IMPORTANCE, OPPORTUNITIES, TYPES AND CHALLENGES OF SOCIAL ENTREPRENEURSHIP; GOVERNMENT SCHEMES AND PLANS; FOREIGN COLLABORATION; CASE STUDY ON SEWA.
Social entrepreneurship is new phenomenon in Bangladesh and the world as well. It is essential to economic development for third world country like Bangladesh. Social enterprise is a growing and dynamic sector of the Bangladesh economy. Now its play a vital role to poverty reduction, empowering women and increasing per capita income.
Five Stages of Social EntrepreneurshipYutakaTanabe
ISTR (International Society for Third-sector Research)
12th International Conference
Stockholm, Sweden
Ersta Skondal University College
F12 Theorizing on Social Enterprise
国際NPO学会(ISTR)第12回大会がスウェーデンのストックホルムにて2016年6月28日から7月1日にて開催されています。明日、自分の学会発表に使用するスライド資料をアップします。
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueWayne Dunn
Presentation to Saudi Arabian business leaders at the Maple Leaf Club, Canadian Embassy, Riyadh, Saudi Arabia
November 29, 2015
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
This document discusses corporate social responsibility (CSR), including its definition, evolution over time, drivers, and examples in India. CSR is defined as how companies manage business processes to have an overall positive social impact. It has evolved from social stewardship in the 1950s-60s to global citizenship today. Key drivers of CSR include shrinking government roles, disclosure demands, investor pressure, and competitive markets. Major Indian companies like Tata, Infosys, and Mahindra have established CSR programs in areas like community health, education, and the environment. New legislation in India will require large companies to spend at least 2% of profits on social initiatives.
The document discusses the evolution of corporate social responsibility (CSR) in India over four phases from early philanthropy to modern integrated strategies. It describes three "theatres" or windows of CSR activities - philanthropy, improving operations, and transforming business models. Examples are given of initiatives falling into each window, such as recycling waste and empowering village women entrepreneurs. The current focus of CSR in India is on maximizing social impact while integrating with business operations and protecting reputation.
ABusiness Case For Social Enterprise - By Mellissa Riddlerobinsonhenric
The goal of a social enterprise is to maximize the positive impact on those who benefit from their business.Business surplus are principally reinvested in the business or community rather than mainly being paid to owners / shareholders
Week 11: Social Enterprise with Marcus CoetzeeUCT Upstarts
Marcus Coetzee provides an overview of social enterprises. He discusses two examples - Greenpop, a for-profit social enterprise that plants trees, and Greater Capital, a non-profit that provides consulting services. Coetzee then covers key topics such as the definition of social enterprises, criteria for classifying organizations as social enterprises, challenges they face in South Africa like access to markets and finance, and legal forms they can take. The document aims to educate about social enterprises and their potential to address social issues through financially sustainable business models.
Creating Shared Value - the Evolution of Capitalism and Corporate BehaviourcommunityUOW
This document provides an introduction to the concept of shared value, which argues that companies can create economic and social value simultaneously by addressing social problems through their core business strategies. It outlines three ways companies can create shared value: by reconceiving products and markets to meet social needs, reconfiguring value chains to improve social and environmental impacts, and enabling local cluster development. Shared value differs from corporate social responsibility by being integral to profitability rather than discretionary. The implications for governments, civil society organizations, and businesses are that partnerships can create shared value when all parties understand and align with each other's strategies.
Marketing & The Business "Stuff" - What Social Enterprises Need to Know!Olwen Dawe
Presentation given to the "Fostering Community Enterprise Resilience in Roscommon" conference, March 2013. An overview on the role of business techniques in social and community organisation's sustainability.
From Concept to Reality - Creating Shared Value (CSV): Understanding the CSV model, the implementation challenges and lessons learned for developing shared value opportunities
Elizabeth Walker Sobhani of Lotus Consulting will explore
the spectrum of activities from corporate philanthropy to the latest innovations around creating shared value as a means of generating business and social impact.
She will provide practical lessons learned on mobilizing these concepts into reality and the role we can play in creating shared value in our own businesses.
CSO Partners in collaboration with CII conducted a CSR Online Educational Series exclusively for NGOs. This is the second presentation in the series
It covers the following topic
- Opportunities and Challenges of Partnership
- Selection of Partners and Cause Alignment
- Building and Managing Effective Partnership
- Case Example
Social Entrepreneurship and its Importance for Successful Nonprofit Practice...AshokaFEC
Can Social Entreprenuers Save the World? See Ashoka FEC's Chief Entrepreneur, Valeria Budinich's Keynote address to the Novartis "Power of Partnering" National Meeting from November 9, 2010. The theme focuses on social entrepreneurship and its importance for successful nonprofit practices in today’s economy and culture. Want more info? Check out fec.ashoka.org
Corporate social responsibility infosysVrajBhavsar6
Corporate social responsibility (CSR) involves managing business processes to benefit society. CSR helps control costs, improve brand, attract talent, and ensure long-term success. When developing a CSR strategy, companies consider how initiatives impact clients, employees, and community. For clients, CSR creates goodwill and loyalty. Employees feel pride in a socially responsible company and are more productive. Community initiatives protect the environment and support local areas. Infosys is an example of a company with successful CSR programs in healthcare, education, arts, and rural development. Measuring CSR impact involves assessing leverage, social change, and business advantages. Potential benefits to companies are improved reputation, sales, and employee recruitment and retention.
Mobile web africa 2012 presentation loren treismanLoren Treisman
Presentation delivered by Dr Loren Treisman at Mobile Web Africa 2012 in Johannesburg. This presentation focuses on tech innovation hubs, social tech projects in the health, agriculture and democracy space, the impact of both hubs and social projects, with case studies from Indigo Trust's grantees as well as a role for Foundations and the private sector in supporting this work.
Social Revolutions are new strategies, concepts,ideas and organizations that meet the social needs of different elements which can be from working conditions and education to community development and health ,they extend and strengthen civil society.
Social Revolution includes the social processes of innovation, such as open source methods and techniques and also the innovations which have a social purpose like microcredit or distance learning.
Thinking psychoanalytically about desire in organizations - why we need a 3rd...Boxer Research Ltd
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients.
The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, ‘below the surface’ of the inter-subjective practices it supports. The implication is that what lies ‘below the surface’ can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a ‘beyond’ of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a ‘beyond’ of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients.
We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously ‘under their feet’. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of ‘others’.
A Purpose-Driven Approach to Business Model Design (Version 2.6 - Mar 2018)Social Venture Lab@NUS
This document outlines a purpose-driven approach to business model design. It discusses incorporating social impacts and financing models into business model design. The document contains an outline, definitions of key terms, and examples of social enterprises like Grameen Shakti and Shokay that measure and finance their social impacts. It also discusses challenges in measuring social impacts and financing gaps that social enterprises often face. The purpose-driven approach involves iteratively designing business, financing, and stakeholder models to align stakeholder purposes and achieve financial sustainability through alternative financing sources.
Shared Prosperity through Strategic Community Investment: An IFC perspective ...Cairn India Limited
The document discusses IFC's perspective on strategic community investment to promote shared prosperity. IFC is the private sector arm of the World Bank Group and aims to reduce poverty through private sector development. The document outlines IFC's approach to strategic community investment, which involves voluntary contributions by companies to help communities address development priorities in a way that also supports business objectives. It provides examples of effective community investment programs and tools used by IFC to evaluate programs and their financial and social impacts, including a financial valuation tool and geomapping tool. The document concludes with good practice principles for strategic community investment.
05. corporate social responsibility conceptsHamdoonHussain
This document provides an overview of corporate social responsibility (CSR). It defines CSR and discusses why companies should invest in CSR initiatives. The document outlines the scope of CSR and how it addresses issues in communities, health and welfare, education, human rights, and the environment. It also discusses drivers of CSR, how companies can implement CSR programs and initiatives, and the benefits CSR can provide to companies. Finally, it provides examples of CSR programs and initiatives undertaken by companies like PIA, PepsiCo, and HBL in Pakistan.
Coaching materials about innovation processes- Part 3.pdfBrodoto
This document discusses various financing possibilities for supporting social innovation projects. It outlines several types of grants that can fund early ideas or community organizations, as well as prizes, competitions and EU/national funding. Public financing options include dedicated innovation funds, social clauses in contracts, and participatory budgeting. Philanthropic grants are well-suited for high-risk social innovation. The document also discusses improving the relationship between grant donors and recipients through online platforms, and the importance of developing sustainable business models and plans to generate sufficient income to cover costs for social enterprises.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
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2. 2
How the World Thinks About Capitalism?
• [-] Big Businesses are Not Clean; Not Ethical
• [-] Poor gets Poorer in Capitalist Economies
• [-] Favour Protectionist Measures rather than ‘Open Economies’
• [+] Free Enterprise System Better for Poverty Alleviation than Government
• [+] Government should invest more on infrastructure than welfare benefits
• [+-] India – Business and Society’s Interests Match Well; Other Nations do
not agree.
Source: https://social.shorthand.com/montie/3C6iES9yjf/what-the-world-thinks-of-capitalism
3. 3
What is Changing Globally?
• Global Development Agendas – SDGs
• Globalization & Base of the Pyramid Business Models
• Impact Investors, Incubators and Accelerators
• Better Connected, Better Informed - Internet & Telecom
• Environmental Degradation
• Rising Population and Consumption Trends
• Increasing Scarcity of Resources
• Significant Population in Extreme Poverty
4. Global Focus on UN Sustainable Development Goals
(2014-2030)
4
Source: www.un.org
5. 5
Reality Check - The Bottom 4 Billion
• Significant Unmet Needs
• Dependent on Informal or Subsistent Livelihoods
• Live and Transact in an Informal Economy
• Face BoP Penalty
• Need Scalable & Replicable Solutions
• Government, NGOs, CSOs lack ability to scale and implementmarket oriented
business models
6. Business can engage with society in three ways
“Giving Back”
Business must fulfill
community
obligations
Shared ValueCorporate
Philanthropy
“Finding business
opportunities in
social problems”
Meeting social needs
can be a source of
profit and
competitive
advantage
“Minimizing harm to
society and the
company”
Business should be
responsible
Corporate
Responsibility
Past efforts have emphasized the friction
between business and society instead of the synergy
7. • The long-term competitiveness of companies depends on social conditions
− An educated and skilled workforce
− Safe working conditions
− Sustainable use of natural resources
− A flourishing local economy
• Business has an essential role to play in solving social problems
− Only companies can create prosperity that funds government and civil society
− Companies can create solutions to many social problems in ways that
governments and NGOs cannot
− Companies have the incentive to take risk
− Competitions fuels innovation, efficiency, and adoption
− For-profit models are scalable and sustainable
Societal and corporate success are inextricably linked
9. Shared value is self-sustaining and scalable
• Creating new opportunities for
the business by meeting societal
needs
• Impact scalable because
shared value is self sustaining
• Redistribution of value to meet
societal needs
• Impact dependent on scale of
finite resources
CSR and Philanthropy Shared Value
14. 14
Defining Shared Value
• Policies and practices for Competitive Advantage
• Corporate Strategy for creating unique business value by integrating socio-
environmental benefits with economic gains
• Not Philanthropy or CSR Activity
Reconceiving
Products and
Markets
Redefining
Productivity in
Value Chains
Enabling Local
Cluster
Development
15. Shared value operates at three levels
Reconceiving Needs,
Products, and
Customers
• Meeting societal needs
through products
• Addressing underserved
customers
• Driving productivity through
better utilizing resource,
employees, and business
partners
Redefining
Productivity in the
Value Chain
• Improving skills, supplier
base, and supporting
institutions in the
communities where a
company operates
Enabling Local Cluster
Development
1 2 3
These levels are overlapping and mutually reinforcing
16. • Shared value can be created by producing goods and services that directly benefits the underserved
sections of the society
Example – VisionSpring
• VisionSpring’s mission is to ensure affordable access to eyewear across the globe. The company identified the need for
vision treatment at the bottom of the pyramid
• Reconceived products and created distribution channel in the developing countries to make affordable eyeglasses
accessible
• Reaches people through two different models:
• Partnership Model: Partner with hospitals, NGOs & Corporations across India. Works at the village level and trains
thousands of village level entrepreneur in dispensing eyeglasses
• Hub & Spoke Model: Started its standalone optical stores and got associated with leading eye hospitals to set-up
their stores on their premise. Also partners with eye hospitals for effective community outreach activities
• The company has distributed nearly 2,763,000 eyeglasses & have created $280 million in economic impact
• People using their glasses have reported an increase of about 20% in their income and 35% increase in their productivity
Reconceiving products and markets
18. Aravind Eyecare (1976)
• To eliminate needless blindness irrespective of the paying capacity.
• Outreach: 4000 beds, 32 million patients, 3 million surgeries
• 2009-10: 2.5 million outpatients, 0.3 million surgeries, 1.2 million IOLs
Unique features
• McDonald factory based model for diagnostics, surgery & product offerings
• 30:70 (Paying : Non-Paying)
• Training / Capacity building (>300 ophthalmologists & >600 paramedics per year)
• 2600 operations per year by each doctor (6 times the average) – 10 min per operation
• Strong community outreach and setup (8 hospitals; 40 Vision centers; Aurolab; LAICO)
18Simultaneous surgeries at Aravind Manufacturing intra-ocular lenses at Aurolab
20. Novartis Aarogya Parivar (2007)
• Enable access to health awareness and affordable medicines to rural families
• Outreach: 10 states, 100 medicine types, 0.5 million villagers (health awareness, diagnosis)
Unique features
• Focus on health education and awareness, diagnostics, affordable and reliable medicines
• Strong link with 22000 doctors & reaching 28000 pharmacies in remote areas
• Adaptability - Communication, product packaging and training as per local conditions
• Scalable across states and countries - Vietnam, Indonesia, Kenya
• Local skill building and engagement as health workers
20
23. Example – Narayana Hrudayalaya
• The hospitals group is model for accessible & affordable healthcare that provides healthcare
facilities at a nominal cost, especially the cardiac surgeries
• On an average, a heart surgery in this hospital costs $2000 whereas a similar surgery would cost
2-10 times of the cost in other hospitals
• Economies of Scale: Larger number of operations and sharing of resources lowers the cost per
operation
• It has 32 hospitals in 20 cities with 6498 beds and 1861 doctors
• In addition, to cardiac surgery facilities, the hospital also performs other surgeries like bone
marrow transplant, neurosurgery, etc. and provides other facilities like teleradiology and free
telemedicine
Affordable healthcare facilities
27. • Redefining how value is created and sustained through supply chains (for example, through
repurposing or recycling products to reduce waste, while creating new cost savings or revenue
streams)
Example HUL – Project Shakti
• Hindustan Unilever is implementing shared value by tapping opportunities into their value chain and expanding their
reach through
• The project empowers underprivileged rural women by training them in health and hygiene and allowing them to
undertake income-generation activities
• Project Shakti Entrepreneurs who are commonly known as Shakti Ammas reach out to over 4 million households across
1,65,000 villages spread over different states
• HUL provides a means of livelihood to approximately 70,000 women entrepreneurs and ensures a source of revenue for
itself
Redefining productivity in the value chain
28. Example – Mother Dairy
• Mother Dairy’s business philosophy is inherently linked with the co-operative movement in India
and is focused on serving farmers, rural societies, and consumers fairly
• The business model adopted by Mother Dairy assures a platform for farmers to sell their products
• They have a simple process of sourcing milk from the farmers by providing the best price for it.
Nearly 80-85% of the revenue accrued by the company goes back to the farmer
• Mother Dairy ensures that milk producers and farmers continually receive market price for
offering milk, milk products, and other food products
• Addressing the social challenges in the area of agriculture they have positively impacted 250,000
individuals across the country and have spent more than 1600 crores on these activities (as of FY
2013)
Redefining productivity in the value chain
30. Mirakle Couriers (2009)
• 6% Indians (10 million) are deaf; 66% (6 million) unemployed
• Mission driven for-profit business that employs low-income deaf youth in the logistics space
(courier delivery)
Unique features
• Training and engaging deaf youth for back-office and delivery operations thereby enabling
financial independence and empowerment for the deaf community.
• Communication is done using ISL (Indian Sign Language) along with SMS and emails.
• Delivery and collection done via public transport leading to low carbon footprint
• Setting a better role model and inspiration for corporates and society
30
31. • Companies can use clusters for supporting their long-term growth through the development of their
suppliers and other stakeholders beingimpacted bytheir business operations
Example – Godrej Industries
• Godrej Good and Green initiative, which moves beyond business and plans to have trained and provided useful skills to
thousands of rural and semi-urban youth.
• In FY 2013, Godrej under its various verticals have trained nearly 16800 people with a particular job skill will impede business
growth
• The group has set a goal to train 1 million youth by 2020
• The skill development initiative ensures overall development of society by ensuring a source of income for the youth and
commercial success for the business
Enabling local cluster development
35. Adani Agri Fresh (2006)
• Setting up an integrated apple supply chain empowering the apple farmers while delivering
high quality apples to consumers
• 3 Controlled Atmosphere facilities (23000MT), network of 15000+ farmers, 700+ villages
Unique features
• Empowerment, Fair wages, no exploitation, training and sustainable livelihood at doorstep
• Promoting good health and well-being of farmers through rural healthcare units
• Fully-automated technology driven processes for high quality apples grading & selection
• Making available scientific orchid management techniques and agri-inputs near to farms
35