Suzanne Smith, principal of Social Impact Architects, gives an overview of the Social Enterprise Alliance Summit 13 conference, sharing the how-tos of building an economy on purpose, at a mini-workshop hosted by SEA North Texas Chapter in June 2013 at KERA.
What is "Social" in Social Entrepreneurship?Gabrielle Lyon
Presentation for Kellogg University KIEI 452 Fall 2014 "Social Entrepreneurship: Designing for Social Change." Week 3 presentation. See Lyonteaching.wordpress.com for more information.
Social Innovation Generation (SiG) is a national initiative with four nodes across Canada aimed at encouraging effective methods to address persistent social problems on a large scale. SiG@MaRS in Ontario develops programs to support social ventures, enhance skills/networks of social entrepreneurs, explore social finance instruments, and build the social enterprise community. SiG@MaRS fosters innovation to help social ventures scale and challenges traditional views of social change work.
From the Ontario Trillium Foundation 2009 Professional Development Conference
According to a recent Kellogg Foundation report, if an organization builds a culture that systematically supports innovation, the ideas will come. The key is to be deliberate, open to ideas from anywhere, comfortable with unpredictability, and generous in sharing learnings – all great approaches to building a social infrastructure for youth organizing and engagement in Ontario. Young people are already making significant contributions to their communities, and now is the time to sustain and increase that activity.
In March 2009, OTF partnered with the Laidlaw Foundation and Tides Canada to create the conditions that would allow youth-led and youth-serving organizations to connect with each other, share resources and develop new knowledge and practices. 50 young people from diverse sectors and groups agreed on the need for a coordinated provincial model, but where they go from there is deliberately unplanned. No required changes have been identified up front, and no expected outcomes have been proposed. The only certainty is that a strong foundation is being built for future generations. Work through a fascinating case study on this unique process to find out more about:
- the five stages of intentional innovation;
- thinking big and trusting to “wisdom of crowds”;
- the definition of a social infrastructure; and
- the kind of supports needed by youth to strengthen their work
Presenters:
Abe Drennan, Program Director, The Switch Yard Centre
Arti Freeman, OTF Program Manager, Province-Wide,
Research on Operations of Social Enterprises in Malaysia.
To learn more about social enterprise scene in Malaysia, feel free to visit: socialenterprise.org.my
By Soon Aik
Slides for a talk I shared at KM Asia Conference in Hong Kong on the models & thinking that underpinned the design of Amplify to catalyse a learning organisation and culture of innovation and collaboration across business eco-systems
Suzanne Smith, principal of Social Impact Architects, gives an overview of the Social Enterprise Alliance Summit 13 conference, sharing the how-tos of building an economy on purpose, at a mini-workshop hosted by SEA North Texas Chapter in June 2013 at KERA.
What is "Social" in Social Entrepreneurship?Gabrielle Lyon
Presentation for Kellogg University KIEI 452 Fall 2014 "Social Entrepreneurship: Designing for Social Change." Week 3 presentation. See Lyonteaching.wordpress.com for more information.
Social Innovation Generation (SiG) is a national initiative with four nodes across Canada aimed at encouraging effective methods to address persistent social problems on a large scale. SiG@MaRS in Ontario develops programs to support social ventures, enhance skills/networks of social entrepreneurs, explore social finance instruments, and build the social enterprise community. SiG@MaRS fosters innovation to help social ventures scale and challenges traditional views of social change work.
From the Ontario Trillium Foundation 2009 Professional Development Conference
According to a recent Kellogg Foundation report, if an organization builds a culture that systematically supports innovation, the ideas will come. The key is to be deliberate, open to ideas from anywhere, comfortable with unpredictability, and generous in sharing learnings – all great approaches to building a social infrastructure for youth organizing and engagement in Ontario. Young people are already making significant contributions to their communities, and now is the time to sustain and increase that activity.
In March 2009, OTF partnered with the Laidlaw Foundation and Tides Canada to create the conditions that would allow youth-led and youth-serving organizations to connect with each other, share resources and develop new knowledge and practices. 50 young people from diverse sectors and groups agreed on the need for a coordinated provincial model, but where they go from there is deliberately unplanned. No required changes have been identified up front, and no expected outcomes have been proposed. The only certainty is that a strong foundation is being built for future generations. Work through a fascinating case study on this unique process to find out more about:
- the five stages of intentional innovation;
- thinking big and trusting to “wisdom of crowds”;
- the definition of a social infrastructure; and
- the kind of supports needed by youth to strengthen their work
Presenters:
Abe Drennan, Program Director, The Switch Yard Centre
Arti Freeman, OTF Program Manager, Province-Wide,
Research on Operations of Social Enterprises in Malaysia.
To learn more about social enterprise scene in Malaysia, feel free to visit: socialenterprise.org.my
By Soon Aik
Slides for a talk I shared at KM Asia Conference in Hong Kong on the models & thinking that underpinned the design of Amplify to catalyse a learning organisation and culture of innovation and collaboration across business eco-systems
Strengthening the Local News Ecosystem, by Vivian VahlbergKDMC
This document discusses efforts to strengthen local news ecosystems and civic innovation in Chicago. It describes how the Civic Community Trust (CCT) launched a community news portal and later a Community News Matters initiative that provided grants to support local reporting. It also discusses how CCT's work evolved to focus on a Civic Innovation in Chicago project that aims to make government data more accessible and engage non-profits in data-driven solutions. The evaluator found that these initiatives illuminated challenges, demonstrated what was needed to support the news ecosystem, and engaged residents through improved information access.
Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation...Lifehack HQ
Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
These slides do given a first introduction to the topic what is social business, which approaches are there and then describe the 5 Types of Social Business .
They are taken from my lecture at the FH Kufstein on Social Business Plan making. For more information on Social Business please visit my website: http://www.monon.eu/en/social-business/
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Entrepreneurship: Global Transformation EngineDonna Harris
1. The document discusses how entrepreneurship has fueled major industrial revolutions throughout history including the current Internet revolution.
2. It notes that we are nearing a time when anyone, anywhere can create the next massively high growth company due to declining startup costs and the availability of resources online.
3. Early stage venture investing is also undergoing disruption in favor of entrepreneurs through more transparent and standardized processes as well as new models like crowdfunding and syndicates.
4. Socially driven disruption is upending major industries like education, healthcare and energy by applying peer-to-peer models, presenting opportunities around the world.
This document summarizes key points about building a successful social venture and raising money. It discusses treating foundations like venture capitalists by showing a business model, plan, value proposition, competition, and ROI. It also examines questions investors ask about whether it is a true business with an innovative model that creates value over time and can be sustained. Finally, it provides resources for crowdfunding and notes the importance of the entrepreneur's skills and perception by investors.
Academic Director, Owner-Manager Programme, Lagos Business School, Pan-Atlantic University, Nigeria
Henrietta Onwuegbuzie obtained a BSc in Physics/Electronics from the University of Lagos and M.Sc in Economics and Business Administration from the University of Navarre, Spain. She has her MBA in Management from the Lagos Business School, Pan-African University. She is currently on her PhD in Management with focus in Entrepreneurship at the Lancaster University, UK. She is a seasoned professional with experience that spans the banking, non-governmental and the academic sectors. Henrietta Onwuegbuzie was first prize winner of 2010/2011 Emerald/ALCS African Management Research Fund Award and the African Women Development Champion Award in 2013. She also received the Best Paper Award in Entrepreneurship track- Academy for African-American Business and Development Conference, Edmonton, Canada in 2011. She is presently the Academic Director, Owner-Manager Programme at Lagos Business School, Pan-Atlantic University, Lagos Nigeria.
What Local Governments Can Actually Do to Help Small Businesses July 2014Della Rucker, AICP, CEcD
This slide deck comes from a presentation that I gave on behalf of Lorman Education in July 2014. The session focused on helping government and nonprofit professionals understand some of the issues that create barriers to communication between businesses and administrators, and it examined some concrete ways in which governments and community nonprofits can directly improve their local small business environment.
To learn more about the Wise Economy approach to economic revitalization and local economy growth, check out wiseeconomy.com. The webinar is still available for purchase through Lorman; check out http://www.lorman.com/archive/392921 for options.
This presentation based on a research paper by Dr Satish Pandey talks about the challenges in implementing strategies in Non Governmental organizations.
This document discusses next steps for piloting self-directed support. It begins by posing big questions about how to enact meaningful change within resistance to flexibility, where to begin change efforts, the goals of self-directed support, and how to change attitudes. It then discusses taking a permanent piloting approach through various pilots focused on social workers, service providers, deinstitutionalization, family support, school transitions, transforming day centers, and system design. Examples are provided and building research into pilots is emphasized. Key questions for culture change are also listed.
Strategic Doing and the 2d Curve: the Story of FlintEd Morrison
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
This document discusses opportunities for workforce participation for people with disabilities in Nova Scotia. It outlines the mission to create opportunities for people with intellectual disabilities and a vision for a community that creates such opportunities. Key messages discussed include employment services, school to workforce participation, social enterprises, and partnerships. The document calls for a shared vision and increased collaboration between government, industry, education, unions, First Nations, and community organizations to better support the aspirations and participation of people with disabilities in the workforce and community.
Our changing world: Four trends set to impact how we lead in the future. A presentation by Futurist Adam Jorlen for the Holos Group Real Leadership Program in Melbourne, Australia July 2012.
The document discusses how organizations can ignite an innovation culture to drive success. It recommends that organizations (1) adopt an innovation mindset that is resourceful, reflective, creative, and collaborative; (2) create spaces for partnerships across sectors to co-design solutions through methods like rapid prototyping; and (3) view their people and community as assets in developing human-centered innovations, using digital technologies as enablers rather than disruptors.
MYSC is a social innovation-focused intermediary that provides consulting services and incubating programs that lead to our impact investing initiatives. We work to help eradicate social issues and inequality issues in Korean and around the world through social entrepreneurship.
The document discusses the SI-DRIVE project which aims to extend knowledge about social innovation through comprehensive research and case studies. The project involves partners from Europe and other parts of the world studying social innovation in seven policy fields like education, employment, and health across different world regions. The research uses various theoretical approaches and an iterative process to develop a definition of social innovation and understand it as a new combination of social practices that better address social needs.
1) The document summarizes the SI-DRIVE project which continues research on social innovation begun in the TEPSIE project. SI-DRIVE aims to further the understanding of social innovation through comprehensive mapping and case studies.
2) SI-DRIVE will map over 1,000 social innovation cases across different world regions and policy fields, then select 300 cases for further analysis and ultimately 70 cases for in-depth case studies.
3) The research will examine social innovation through several theoretical lenses and dimensions including concepts, societal needs addressed, resources/actors, governance, and process dynamics.
Strengthening the Local News Ecosystem, by Vivian VahlbergKDMC
This document discusses efforts to strengthen local news ecosystems and civic innovation in Chicago. It describes how the Civic Community Trust (CCT) launched a community news portal and later a Community News Matters initiative that provided grants to support local reporting. It also discusses how CCT's work evolved to focus on a Civic Innovation in Chicago project that aims to make government data more accessible and engage non-profits in data-driven solutions. The evaluator found that these initiatives illuminated challenges, demonstrated what was needed to support the news ecosystem, and engaged residents through improved information access.
Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation...Lifehack HQ
Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
These slides do given a first introduction to the topic what is social business, which approaches are there and then describe the 5 Types of Social Business .
They are taken from my lecture at the FH Kufstein on Social Business Plan making. For more information on Social Business please visit my website: http://www.monon.eu/en/social-business/
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Entrepreneurship: Global Transformation EngineDonna Harris
1. The document discusses how entrepreneurship has fueled major industrial revolutions throughout history including the current Internet revolution.
2. It notes that we are nearing a time when anyone, anywhere can create the next massively high growth company due to declining startup costs and the availability of resources online.
3. Early stage venture investing is also undergoing disruption in favor of entrepreneurs through more transparent and standardized processes as well as new models like crowdfunding and syndicates.
4. Socially driven disruption is upending major industries like education, healthcare and energy by applying peer-to-peer models, presenting opportunities around the world.
This document summarizes key points about building a successful social venture and raising money. It discusses treating foundations like venture capitalists by showing a business model, plan, value proposition, competition, and ROI. It also examines questions investors ask about whether it is a true business with an innovative model that creates value over time and can be sustained. Finally, it provides resources for crowdfunding and notes the importance of the entrepreneur's skills and perception by investors.
Academic Director, Owner-Manager Programme, Lagos Business School, Pan-Atlantic University, Nigeria
Henrietta Onwuegbuzie obtained a BSc in Physics/Electronics from the University of Lagos and M.Sc in Economics and Business Administration from the University of Navarre, Spain. She has her MBA in Management from the Lagos Business School, Pan-African University. She is currently on her PhD in Management with focus in Entrepreneurship at the Lancaster University, UK. She is a seasoned professional with experience that spans the banking, non-governmental and the academic sectors. Henrietta Onwuegbuzie was first prize winner of 2010/2011 Emerald/ALCS African Management Research Fund Award and the African Women Development Champion Award in 2013. She also received the Best Paper Award in Entrepreneurship track- Academy for African-American Business and Development Conference, Edmonton, Canada in 2011. She is presently the Academic Director, Owner-Manager Programme at Lagos Business School, Pan-Atlantic University, Lagos Nigeria.
What Local Governments Can Actually Do to Help Small Businesses July 2014Della Rucker, AICP, CEcD
This slide deck comes from a presentation that I gave on behalf of Lorman Education in July 2014. The session focused on helping government and nonprofit professionals understand some of the issues that create barriers to communication between businesses and administrators, and it examined some concrete ways in which governments and community nonprofits can directly improve their local small business environment.
To learn more about the Wise Economy approach to economic revitalization and local economy growth, check out wiseeconomy.com. The webinar is still available for purchase through Lorman; check out http://www.lorman.com/archive/392921 for options.
This presentation based on a research paper by Dr Satish Pandey talks about the challenges in implementing strategies in Non Governmental organizations.
This document discusses next steps for piloting self-directed support. It begins by posing big questions about how to enact meaningful change within resistance to flexibility, where to begin change efforts, the goals of self-directed support, and how to change attitudes. It then discusses taking a permanent piloting approach through various pilots focused on social workers, service providers, deinstitutionalization, family support, school transitions, transforming day centers, and system design. Examples are provided and building research into pilots is emphasized. Key questions for culture change are also listed.
Strategic Doing and the 2d Curve: the Story of FlintEd Morrison
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
This document discusses opportunities for workforce participation for people with disabilities in Nova Scotia. It outlines the mission to create opportunities for people with intellectual disabilities and a vision for a community that creates such opportunities. Key messages discussed include employment services, school to workforce participation, social enterprises, and partnerships. The document calls for a shared vision and increased collaboration between government, industry, education, unions, First Nations, and community organizations to better support the aspirations and participation of people with disabilities in the workforce and community.
Our changing world: Four trends set to impact how we lead in the future. A presentation by Futurist Adam Jorlen for the Holos Group Real Leadership Program in Melbourne, Australia July 2012.
The document discusses how organizations can ignite an innovation culture to drive success. It recommends that organizations (1) adopt an innovation mindset that is resourceful, reflective, creative, and collaborative; (2) create spaces for partnerships across sectors to co-design solutions through methods like rapid prototyping; and (3) view their people and community as assets in developing human-centered innovations, using digital technologies as enablers rather than disruptors.
MYSC is a social innovation-focused intermediary that provides consulting services and incubating programs that lead to our impact investing initiatives. We work to help eradicate social issues and inequality issues in Korean and around the world through social entrepreneurship.
The document discusses the SI-DRIVE project which aims to extend knowledge about social innovation through comprehensive research and case studies. The project involves partners from Europe and other parts of the world studying social innovation in seven policy fields like education, employment, and health across different world regions. The research uses various theoretical approaches and an iterative process to develop a definition of social innovation and understand it as a new combination of social practices that better address social needs.
1) The document summarizes the SI-DRIVE project which continues research on social innovation begun in the TEPSIE project. SI-DRIVE aims to further the understanding of social innovation through comprehensive mapping and case studies.
2) SI-DRIVE will map over 1,000 social innovation cases across different world regions and policy fields, then select 300 cases for further analysis and ultimately 70 cases for in-depth case studies.
3) The research will examine social innovation through several theoretical lenses and dimensions including concepts, societal needs addressed, resources/actors, governance, and process dynamics.
This document summarizes Peter Baeck's presentation on digital social innovation (DSI) at SI Live in Lisbon on November 13, 2014. The presentation defined DSI, discussed examples in four technological areas, and shared lessons learned from mapping over 900 European organizations involved in DSI. The key findings were that most DSI projects are driven by new types of social innovation organizations, there is a skills gap around digital technologies in the social sector, and most activity is currently small-scale but rapidly evolving.
SIXSeoul13 Day 1: What does social innovation look like in Hong Kong? - Ada WongSocial Innovation Exchange
The document discusses the growth of social innovation in Hong Kong in the early 2000s. It notes that prominent figures like Dr. KK Tse and Prof. Joseph Sung were catalyzing social entrepreneurship education. There was also a growing field of impact investors and interest from businesses to support social innovation. The Hong Kong government began supporting social innovation through a $500 million fund to alleviate poverty. It discusses the potential for Hong Kong to become a social innovation hub in Asia.
The document provides contact information for the TRANSITION project including their website www.transitionproject.eu, contact emails info@transitionproject.eu and cda@ebn.eu, and their Twitter account @TRANSITIONeu.
This document provides an overview of social innovation in Canada. It discusses examples of social innovation across micro, meso, and macro levels. Key points:
- Examples of micro social innovations include food banks and Jane's Walk. Meso innovations include social enterprise funds and impact investing exchanges. Macro innovations aim for whole system change like the Great Bear Rainforest agreement.
- Thought leadership on social innovation is growing in Canada, seen through task forces, hybrid corporate forms, and expanded support programs for social enterprises.
- Social innovation labs are emerging to design, test, and scale solutions through collaboration between innovators, stakeholders, and policymakers. Examples include Solutions Lab and The Energy Institute.
- Foundations and
This document discusses generating ideas by looking to unusual suspects. It suggests looking beyond typical consultants and staff to users and others not traditionally involved. It raises implementing idea generation by addressing permission, space, culture and leadership. The discussion points ask about identifying unusual suspects, challenges working with them, success stories, and lessons around embedding idea generation.
Social Innovation in Hong Kong- Pecha Kucha presentation Ada Wong, SIX and Ci...Social Innovation Exchange
The document discusses social innovation in Hong Kong. It notes that while the government is risk-averse and lacks a culture of innovation, some social entrepreneurs and advocates have driven social change through innovative projects. It provides examples of social enterprises working on issues like elderly support services and inclusive activities. Young people and new initiatives are seen as key to continuing social innovation and addressing social needs in Hong Kong.
This document summarizes a presentation on social innovation. It defines social entrepreneurship and social innovations as solutions that create social value rather than private value. Microfinance is used as a case study to illustrate the stages of innovation - defining problems, generating ideas, piloting solutions, and scaling impact. The presentation argues that social innovations require cross-sector collaboration between civil society, government, and business to succeed and provides examples of organizations employing different strategic approaches. It emphasizes that social change happens gradually along a continuum rather than overnight.
Segundo a Universidade de Stanford, “Inovação social é uma nova solução para um problema social, uma solução mais efetiva, eficiente, sustentável ou justa que as soluções já existentes, e que, prioritariamente, gere valor para a sociedade como um todo ao invés de beneficiar apenas alguns indivíduos”. Kriss Deiglmeier, Diretora do Centro de Inovação Social da Universidade de Stanford (EUA), referência neste tema, falou sobre o assunto no Seminário Social Good Brasil e compartilhou sua visão e experiência prática. Por que inovação social é uma estratégia adotada por empresas, casos práticos e resultados que já estão fazendo diferença.
Chapter 2. Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to tackle social, cultural and environmental issues. It aims to create both social value and sustainability. Effective governance is important for social enterprises to balance financial and social responsibilities while coordinating stakeholders. Boards provide strategic support, expertise, networks and ensure the vision is maintained. They should be tailored to the organization and evolve over time. The right board members are recruited through networks and have relevant skills and passion for the social mission. Boards support management through guidance and oversight, while not managing operations. They approve important decisions and strategies to ensure alignment with the social mission.
The document discusses social entrepreneurship, defining it as combining business and social reform goals. Social entrepreneurs pursue opportunities to address unmet social needs using innovative models. Examples provided are the National Foundation for Teaching Entrepreneurship, which teaches entrepreneurship to at-risk youth, and developmental social entrepreneurship that designs products and services for marginalized populations. Social entrepreneurship occurs where traditional sectors intersect, such as nonprofits using business methods.
Social entrepreneurs & enterprises: Taking Responsible Steps Towards Sustaina...Collective Responsibility
In this presentation, give on November 28 to a group of NYU students in Shanghai, I speak about several topics to help frame sustainability and the role of social entrepreneurs in bringing solutions to the market
throughout the presentation, I worked to show my own history, highlight the importance of having a tangible relationship to the issue, and the importance of build a platform built on knowledge and real solutions.
guest lecture for students on the MA in Social Entrepreneurship programme at Goldsmiths University to introduce, and begin to explore, the growth strategy of social franchising
- The humanitarian response system is outdated and in need of disruption to address current challenges and leverage new technologies.
- Connectivity, mobile phones, social media, and digital volunteers have transformed the information landscape but humanitarian organizations have been slow to adapt.
- New approaches are needed that empower local communities, leverage digital tools, supplement local capacity rather than replace it, and develop sustainable and scalable solutions instead of one-off projects. Silicon Valley models of innovation and funding could be applied to drive disruption in humanitarian response.
This document discusses social entrepreneurship, including its definition, characteristics of social entrepreneurs, why social entrepreneurship is important, and where it occurs. Social entrepreneurship combines business methods with a social mission to address unmet social needs. It occurs at the intersection of business and nonprofit sectors. Examples provided illustrate how social entrepreneurs develop innovative organizational models to serve vulnerable populations in a sustainable way and bring about social change.
The document discusses social innovation thinking as an approach to improve well-being for both individuals and society. It defines social innovation as a new idea that can improve quality of life, and discusses how truly successful social innovations profoundly change social systems to increase resilience. The document outlines how social innovation thinking aims to find solutions to complex problems in a way that is sustainable, antifragile, and improves well-being. It also discusses key criteria and methods for social innovation, provides an example, and presents a vision for everyone becoming a social innovator working in social enterprises to create a more just, sustainable and creative world.
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 strategic boards, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
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.
Social capital and development. There are two views of development: "Big Development" which focuses on transforming systems over the medium run through institutional reform, and "small development" which focuses on compensating for failed systems now by targeting particular groups. Social capital, understood as the norms and networks that enable cooperation, matters for both views. It is important for understanding how communities navigate social, rules-based, and meaning-based transitions during development. Social capital also influences contexts, processes, and adaptive decision-making, which are central to development policy and project implementation.
Peter Ramsden gave an overview on the process and scope of social innovation. He pointed out the essential role of the public sector and emphasised the need to involve all the stakeholders – above all the target group – and to focus on results. Part of his presentation also focused on the chances of innovative financing.
Social media is increasingly prevalent in both personal and professional lives. Over half of UK adults use social networks, and nearly all employees use social media for work. While many organizations block social media access, fewer will do so in the future. Social media allows for new forms of collaboration and value creation through crowdsourcing, crowdfunding, social customer care, and open leadership. Adopting social practices can improve knowledge sharing, problem solving, innovation, and employee engagement. Organizations that embrace social media may see benefits like new products and revenue, better business outcomes, and lower employee turnover.
Ponencia impartida por Gemma Rocyn Jones, directora de programa de la Young Foundation, el 4 de julio de 2013 en la II European Summer School of Social Innovation
Scaling Social Entrepreneurship MIT Sloan Lectures 2014Robert H. Hacker
This PPT is the class notes from a four day class at MIT Sloan School of Management that I taught on how to scale a social entrepreneurship venture (SEV). The class defines social entrepreneurship and then explores two models for how to scale an SEV. The two cases and the final evaluation of One Laptop per Child, where I served as CFO for 3.5 years are not included here.
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some examples from the 19th century include Vinoba Bhave's Land Gift Movement and Florence Nightingale's nursing school. Social entrepreneurs focus on enhancing economic well-being, ensuring access to healthcare, addressing issues sustainably, and transforming water management. They are passionate visionaries who tackle major problems through innovative solutions and aim to create lasting social change rather than profit alone. Effective governance, including boards, is important for social entrepreneurs to balance financial and social responsibilities among stakeholders.
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history in organizations established by people like Vinoba Bhave, Robert Owen, and Florence Nightingale. Social entrepreneurs focus on enhancing economic opportunities, ensuring access to healthcare, addressing issues sustainably, and more. Qualities of social entrepreneurs include being ambitious, mission-driven, strategic, resourceful, and results-oriented. Governance is important for social entrepreneurs to balance financial and social responsibilities and oversee compliance while safeguarding the mission. Boards can provide strategic support, expertise, networks, and ensure the vision continues.
Morning presentation at the 1-Day Social Innovation Workshop run in collaboration with the Mauritius Research Council (MRC) and Ministry of Technology, Communication and Innovation (MoTCI) for government, non-profit, academia and private sector CSR, showcasing best practices and human-centered design methodologies as a process for anyone to become a changemaker within their community.
The People & Connections Map is a tool to visualize who an organization is trying to reach and how different individuals and organizations are involved or related to their work. It maps stakeholders in concentric circles to show their level of influence and proximity to the target audience or beneficiaries. The map is created by listing the target audience in the center and then mapping other people and organizations outward in circles and sections according to their relationship to the work. This provides a clear overview of networks and connections to help communicate and discuss key relationships.
Joseph is a young person who completed an ICT diploma but has been unable to find a job. He learns about a new Apprenticeship Academy through his former college and attends an information session. He applies and is accepted to a one-year IT support apprenticeship with the local authority. He receives training through the Academy one day a week while working the other days. Though he initially struggles, he finds support through Academy structures and completes the apprenticeship. All apprentices are assessed using the Academy's evaluation frameworks. Inspired, Joseph then pursues a degree in ICT. The Academy is a partnership that provides back office support while members support local apprentices and liaise with the central organization
This document discusses storyboarding for a project by considering questions about how someone becomes aware of it, decides to get involved, and their experience throughout - from their initial experience to their experience as a mature user, and whether there is an end point. It focuses on using storyboarding to plan the user experience from start to finish.
This document provides a legend for mapping out user journeys and touchpoints with a service. It outlines questions to consider at each stage including what the user wants and does, how they come into contact with the service, and how the service answers the user's needs. Users move through stages from an initial need, deciding to use and first using the service, further ongoing use, and potential help with problems or end of use. The document instructs to map each persona's journey through the service using color-coded lines to connect their relevant touchpoints.
This document maps out a customer's journey through a service in 3 phases - before, during, and after - and identifies 15 total steps. The phases are labeled as before, during, and after using the service, with numbered steps illustrated for each phase to show the user's interactions and progression through the service.
This document provides instructions for creating a user storyboard to map out the key interactions and touchpoints of a service from the perspective of the main user. Users are directed to draw frames from the point of view of the primary user, write a narrative to explain the drawings with the user as the protagonist, and identify the main need expressed at each frame before selecting or designing touchpoints that address the identified needs.
This document discusses the key components of a social business model canvas, including activities, resources, customer segments, value propositions, channels, customer relationships, revenue streams, key partners, cost structure, and social impact. It prompts the user to consider questions around delivery, sales and marketing, finance, macroeconomic factors, competitors, and reinvestment to develop a comprehensive social business model.
Participants were asked to post potential solution ideas and vote on them using colored stickers to determine which ideas they wanted to further develop. The ideas were then sorted on a poster to collectively decide which were feasible, not yet feasible, or ordinary based on the voting in order to select the original ideas to focus on developing further.
This document discusses the Thinking Hats technique for structured group discussions. It describes how Thinking Hats allows a discussion to consider different viewpoints by assigning each participant a role or "hat" such as logical, factual, cautious, emotional, or out of the box. Participants discuss an issue from the perspective of their assigned hat. This structures the conversation and avoids open debates, instead creating a meaningful discussion that considers all angles of an issue. The document provides instructions for how to implement Thinking Hats in a group.
This document describes a problem definition tool to help clarify priorities and focus on critical issues. The tool involves working through a worksheet individually or in a team to examine a problem from multiple angles. It structures the analysis of a problem in a way that efficiently compares issues and looks at deeper underlying problems rather than surface symptoms. Using the tool with stakeholders can provide different perspectives and lead to reframing problems in a manner that offers clues for effective solutions.
The document provides prompts to help define a challenge or problem, understand the real needs, and imagine what the solution would look like with the problem solved. It asks the reader to describe an idea that addresses the defined challenge and explains how the idea would achieve its goals.
The document discusses different levels of cooperation in social innovation processes, from informal networking to long-term clusters. It presents a table that defines cooperation, collaboration, engagement, and clusters based on the intensity of ties, whether goals and benefits are mutual, what is shared like resources, and the duration of the link. Cooperation involves formal ties, sharing information and knowledge for development, having mutual goals and benefits, and medium-term duration.
This document provides an overview of the ChiC project and its activities to coordinate and promote the CAPSSI initiative. The key points are:
1. ChiC is a Horizon 2020 project that aims to strengthen the CAPSSI ecosystem by connecting related projects, promoting impact, and providing tools to grow social innovation.
2. Some of ChiC's main actions include developing promotional materials, knowledge sharing resources, best practices, and recommendations to define and assess impact.
3. Upcoming events coordinated by ChiC include a CAPSSI community workshop in September 2016 in Bratislava and the Digital Social Innovation Fair in February 2017 in Rome.
This document discusses future scenarios for social innovation and community networks in 2026. It presents guiding questions about envisioning a positive vision for 2026 and what would need to change to achieve that vision. It then lists 8 social innovation and community networks that could be considered, including public sector innovators, digital social innovation, and collaborative/sharing economy.
A field driven primarily by startups and new organizations, with established charities and social enterprises not adopting new technologies much. While new technologies show promise, more focus is needed on solving social challenges to effectively communicate benefits to broader audiences. The field sees a lot of new ideas but few have scaled significantly.
Collective Awareness Platforms for Sustainability and Social Innovation aims to:
1) Harness ICT networks and collective intelligence to support new economic models beyond GDP and cooperation.
2) Create awareness of sustainability challenges and bottom-up solutions from real communities.
3) Use open data, source and hardware for participatory innovation involving at least two non-ICT entities such as social entrepreneurs and civil society organizations.
This document discusses social innovation research funded by the EU Framework Programme for Research and Innovation (Horizon 2020). It focuses on research conducted under Societal Challenge 6 on inclusive, innovative and reflective societies. This includes several past and current research projects exploring topics like social entrepreneurship, social services innovation, and poverty reduction. The 2017 work program for Challenge 6 is outlined, with four main calls and 29 total topics addressing issues like education, inequalities, cultural participation, and migration. Brief descriptions are provided for several of the 2017 topics.
The document discusses new projects from the 2nd Call of the CAPS Ecosystem including environmental sensing, redistributing surplus food, using ICT in social and health care and small-scale farming, addressing water scarcity, security and quality, and taking a collective approach to crises. It provides contact information for the CAPSSI community hub for sharing resources and ideas and subscribing to the CAPSSI NEWS channel, and announces the upcoming Digital Social Innovation Fair 2017 in Rome.
The document summarizes the state of social innovation in Europe based on research conducted by the Joint Research Centre. It discusses the mapping of over 600 social innovation initiatives across Europe, with a focus on initiatives that combine information and communication technologies with social services. It also introduces a proposed methodological framework called i-FRAME that aims to assess the impacts and return on investment of social innovation initiatives. Finally, it discusses ongoing work to analyze different scenarios for the future of welfare systems in Europe.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
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1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Gamify it until you make it Improving Agile Development and Operations with ...Ben Linders
So many challenges, so little time. While we’re busy developing software and keeping it operational, we also need to sharpen the saw, but how? Gamification can be a way to look at how you’re doing and find out where to improve. It’s a great way to have everyone involved and get the best out of people.
In this presentation, Ben Linders will show how playing games with the DevOps coaching cards can help to explore your current development and deployment (DevOps) practices and decide as a team what to improve or experiment with.
The games that we play are based on an engagement model. Instead of imposing change, the games enable people to pull in ideas for change and apply those in a way that best suits their collective needs.
By playing games, you can learn from each other. Teams can use games, exercises, and coaching cards to discuss values, principles, and practices, and share their experiences and learnings.
Different game formats can be used to share experiences on DevOps principles and practices and explore how they can be applied effectively. This presentation provides an overview of playing formats and will inspire you to come up with your own formats.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
4. Need to do something with
this and the next slide. I
like the stool metaphor, but
this is a poor visual, and I
have not been able to find
a decent stool photo
(surprisingly)
5. Social Entrepreneurs
The Great Man or
Woman Theory
Social Enterprise
Self-Sustaining
Microfinance
Social Capital Market Organization Theory
7. Social Innovation Definition
A novel solution to a social problem
that is more effective, efficient, or
sustainable than existing solutions
and for which the value created
accrues primarily to society as a
whole rather than private individuals.
8. SI Drive definition
Social Innovation is a new combination
of social practices in certain areas of
action or social contexts with the goal of
better satisfying or answering social
needs and problems than is possible on
the basis of existing practices.
SI drive: Theoretical Approaches to Social Innovation – A Critical Literature Review [p. 2] September 2014
9. Criteria differentiation
Innovation Criteria
• Novelty- new to user, context
or application
• Improvement- more effective
or efficient
Social Innovation Criteria
• Sustainable
• Just
• Public Value
11. Social Innovation and
Traditional Innovations
Social
• Socially Responsible
Investing
• Microfinance
• Sustainable
Development
Traditional
• The Internet
• Hydraulic Fracking
• Deep water trolling
12. Defining the
Problem and
Opportunity
Idea
Generation
Piloting &
Prototype
Diffusion &
Scaling
Stages of Innovation
17. Piloting & Prototyping
Microfinance 1960’s–
1970’s
1980’s
• Target market poor
women
• Microbusiness
• Group Lending
• 1961- Accion
Venezuela
• 1976- Grameen
Bangladesh
• Failure of
government
initiated poverty
programs
18.
19. Diffusion & Scaling 1990-present
1990’s 2000’s Present
• Microfinance
Decade
• Nonprofit +
Emergence of
For Profit
• Rise of Non-Bank
Financial
Institutions (NBFIs)
• 2005- UN declared
the year of
microcredit
• 2006- Yunus and
(Grameen)
received the Nobel
Peace Prize
26. Never mistake a
clear view for a
short distance
Social innovations do
not happen overnight.
27. Source: kdeiglmeier
Social Innovation Continuum
Idea
Generation
Pilot
Prototyping
Diffusion &
Scaling
Stagnation
Chasm
28. Onlyness is that
thing that only that
one individual can
bring to a situation.
It includes the
journey and
passions of each
human.
It’s not that everyone
will, but that anyone
can contribute.
mass collaboration
Nilofer Merchant credit – Onlyness
5 trends for impact – deiglmeier
Social Innovation Trends - Tepsie
co-production
co-creation
Infinite
computing
ownership
to access
rise of information
business unusual
30. What can
civil society do?
• Leverage trust, networks,
and deep customer
knowledge
• Ensure voice of customer
is heard
• Provide long-term thinking
31. What can
government do?
• Set effective policy,
regulation, and rules
• Provide access to reach
large number of customers
• Raise awareness
32. What can
business do?
• Leverage assets,
efficiencies, and resources
(Financial, management,
supply chain, etc.)
• Demonstrate rapid action
• Provide flexible funds
34. Source: kdeiglmeier
Social Innovation Continuum
Idea
Generation
Pilot
Prototyping
Diffusion &
Scaling
Stagnation
Chasm
35. Finding solutions to the
Stagnation Chasm
• Broken Capital Markets
• Role of partnerships and alliances
• Types of Leadership
36. “If we want to build a stronger,
more sustainable world for
future generations, one with
more partners and fewer
enemies, we have to work
together.”