This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
This presentation follows on previous (2013,2014,2015) presentations and provides an overview of the latest trends as well insight into the future for social, community investment and development practitioners in South Africa.
This presentation follows on our previous work from measuring the impact and return on investment of social, community, enterprise development programs. This presentation provides evidence of our work, our methodology and the impact that we measure of development practices. Our impact assessment methodology was developed for Africa, by Africa and is aimed at practitioners from both the investment and development fraternity.
This presentation was given at the Sustainable Brands Africa Conference in May 2016. It provides case studies and lessons learnt of conducting numerous impact assessments. It also provides advice of how to conduct impact assessments, what indicators to consider and how to determine return on investment
Presented during Tshikululu's first Serious Social Investing workshop, which took place on 25 and 26 February 2010. Sarah Morrison (client relationship manager, Tshikululu Social Investments) discusses strategy in corporate social investment.
Grantmaking: Executive Summary of research report 2017/2018: Reflections and insights from Africa regarding the social investment and development sectors.
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
This working paper describes evaluation as a growth industry in rapid transformation. Given the twin challenges of increased inequality and results orientation a new generation of evaluators will have to learn to surf a social impact wave. Given the rise of emerging market countries they will be called upon to move the center of gravity of the discipline south and east. Given the complexity of development challenges they will have to replenish the evaluation tool kit. Given the advent of big data and the spread of social networking they will tap the vast opportunities of a ‘plugged in’ world. Finally given the advent of results oriented networks they will forge resilient connections between public, private and civil society actors in pursuit of collective impact.
Iedc ec. dev and workforce dev collaborationColleen LaRose
The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
Lessons from Research of Social Entrepreneurship Financing from SEFORIS projectDavis Plotnieks
On September 4, 2014, Bogdan Prokopovych and Davis Plotnieks from Stockholm Institute of Transition Economics (SITE), Stockholm School of Economics delivered a presentation of the SEFORIS project in International Summer School on Social Entrepreneurship and Sustainability in Emerging Markets, Tbilisi State University, Georgia.
Presentation explained aims and benefits of SEFORIS project, research trends in social entrepreneurship and an integrated framework of research for social entrepreneurship and its financing modes. Bogdan and Davis presented examples how academic research can help practitioners and researchers understand the complex field of social entrepreneurship and social finance.
International Summer School was dedicated to social entrepreneurship topics where students from 18 different countries from Europe, Asia and North America acquired knowledge on social entrepreneurship, social finance and social innovation. Participants also discussed different business models and case studies of social entrepreneurship from their countries. During International Summer School students worked as business consultants for Georgian social entrepreneurs providing them recommendations for their business model improvement.
The SEFORIS project is a multi-disciplinary, multi-method international research project on social enterprise funded by the European Commission. SEFORIS aims to better understand the role that social enterprises play in the EU and beyond in the development of and evolution towards inclusive and innovative societies.
SITE is a leading research and policy center on transition in the former Soviet Union and Central and Eastern Europe. In SEFORIS project SITE is responsible of different funding and financing mode research of social entrepreneurship.
Extensive research report of trends, forecasts and impacts for the social investment and development sectors in Africa. Challenges, opportunities, impact and return on investment
A detailed impact assessment methodology developed by Next Generation Consultants for determining impact and return on investment for the grantmaking and social development sectors.
This working paper describes evaluation as a growth industry in rapid transformation. Given the twin challenges of increased inequality and results orientation a new generation of evaluators will have to learn to surf a social impact wave. Given the rise of emerging market countries they will be called upon to move the center of gravity of the discipline south and east. Given the complexity of development challenges they will have to replenish the evaluation tool kit. Given the advent of big data and the spread of social networking they will tap the vast opportunities of a ‘plugged in’ world. Finally given the advent of results oriented networks they will forge resilient connections between public, private and civil society actors in pursuit of collective impact.
Iedc ec. dev and workforce dev collaborationColleen LaRose
The full webinar may be seen at www.nereta.org on the training page.
Collaboration between EDA's and WIB's requires a paradigm shift. Traditionally economic development organizations were charged with attracting business -typically industrial firms - while workforce development organizations played a more transactional role of training and job match-making. Their tools, strategies and resources have been vastly different from each other and sometimes even at odds. But that is now changing. Several communities have successfully brought together economic development and workforce development organizations by aligning goals and simultaneously strengthening the economic eco-system.
The driving force behind this convergence is the realization that a talented labor supply is key to the economic prosperity of the community. Site selectors report a talented workers trump all other considerations fro businesses locating to a new area. Similarly a steady stream of talented employees can help retain and expand strong industries and clusters.
Building this pipeline of workers requires input on future needs of companies from economic development as well as input from workforce development on where to find and train the workers for these future opportunities.
This webinar will highlight several regions in the country, urban and rural where they are making this work.
Lessons from Research of Social Entrepreneurship Financing from SEFORIS projectDavis Plotnieks
On September 4, 2014, Bogdan Prokopovych and Davis Plotnieks from Stockholm Institute of Transition Economics (SITE), Stockholm School of Economics delivered a presentation of the SEFORIS project in International Summer School on Social Entrepreneurship and Sustainability in Emerging Markets, Tbilisi State University, Georgia.
Presentation explained aims and benefits of SEFORIS project, research trends in social entrepreneurship and an integrated framework of research for social entrepreneurship and its financing modes. Bogdan and Davis presented examples how academic research can help practitioners and researchers understand the complex field of social entrepreneurship and social finance.
International Summer School was dedicated to social entrepreneurship topics where students from 18 different countries from Europe, Asia and North America acquired knowledge on social entrepreneurship, social finance and social innovation. Participants also discussed different business models and case studies of social entrepreneurship from their countries. During International Summer School students worked as business consultants for Georgian social entrepreneurs providing them recommendations for their business model improvement.
The SEFORIS project is a multi-disciplinary, multi-method international research project on social enterprise funded by the European Commission. SEFORIS aims to better understand the role that social enterprises play in the EU and beyond in the development of and evolution towards inclusive and innovative societies.
SITE is a leading research and policy center on transition in the former Soviet Union and Central and Eastern Europe. In SEFORIS project SITE is responsible of different funding and financing mode research of social entrepreneurship.
Learn about how the South African government uses monitoring and evaluation to assess its performance.
Dr Ian Goldman, from the Department of Performance Monitoring and Evaluation: The Presidency, speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Design for Social Innovation A Brief OverviewPenny Hagen
This presentation is a quick introduction and overview of Design for Social Innovation, including some local examples. The presentation was developed for students of the Design and Business Major at Auckland University of Technology and aims to help show how design extends and is adapted for the challenges of social innovation - with an emphasis on community involvement, collaboration and ownership of 'design' and 'change'.
Funders of all shapes and sizes should have rules and tools to ensure data quality.
The Zenex Foundation's Dr Fatima Adam speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Presented during Tshikululu's first Serious Enterprise Development workshop, which took place on 6 October 2010. Jason Goldberg (founding director, Edge Growth) asks what South Africa can learn from global experience in enterprise development.
Innovation, Investment, Influence and Impact: design that fosters changeFranco Papeschi
Slides for the talk I gave at Interaction13 - Toronto.
In the past 15 years, while designers were learning how to create products, services and interactions that guarantee a return on investment, the world of businesses was changing. Economic return is not the only measurement now for value-driven businesses, many start-ups, social enterprises, community-based organisations, NGOs and even for corporations. This upcoming economic model is focused on the impact that new products and service have on societies and economies. We, as designers, are not fully ready to plan and assess what impact our work will have on the users and customers we aim to engage. In this session, I'll present an approach that goes beyond user-centred design and activity-centred design: impact-driven design. I will introduce some examples taken from my involvement in the creation of start-ups in different African countries, and I will introduce a series of tools and practices that would help Interaction Designers go beyond their remit of creating useful, usable and engaging experience, and create impactful services.
Understanding the Impact of Investment Costs on Productivity and ProfitabilitySociety of Cost Management
Understanding the Impact of Investment Costs on Productivity and Profitability
by Douglas T. Hicks CPA
Annual Management Accounting Conference
IMA Metro Detroit & Toledo Chapters
This presentation guided my session at the IFC 2015 in the Netherlands. It suggests that the human brain and our innate abilities for compassion, innovation and creativity provide us with all the intelligence we require to meet the growing needs of a changing world overcome with 'smart' technology
Anyingba - ICT and knowledge-based economy.pdfRasheed Adegoke
A presentation on the role of ICT in the Knowledge Economy. This was delivered to an academic gathering of computing students of the Prince Abubakar Audu (formerly, Kogi State) University.
It identifies the drivers of change in the knowledge society and knowledge economy. It also recommends actions needed by key stakeholders (government, academia and industry) to improve Nigeria's standing in the global knowledge economy.
Sowing the Seeds of Prosperity: Solutions to the Youth Unemployment CrisisAnthony Williams
With nearly 300 million unemployed or inactive youth around the world, youth unemployment is a serious threat to global prosperity and well-being. The social and economic repercussions of prolonged youth unemployment range from to a loss aggregate demand in the form of slower growth and less job creation to heightened pressure on fragile social support systems and even increases in crime, violence and social unrest. While single-actor interventions have largely proven ineffective, global solution networks are drawing on the resources and competencies of diverse actors in society to create new pathways for skills development, entrepreneurship and policy creation that will underpin long-term solutions for youth employment.
Outside inc - is social intrapreneurship the new driver for innovation?Anis Bedda
Outside Inc - Marieke den Nijs
Title: Is Social Intrapreneurship the new driver for innovation?
Intrapreneurship Conference 2014
www.intrapreneurshipconference.com
#Intracnf14
Grads are Back! FAMU School of Journalism & Graphic Communication ColloquiumMichelle Ferrier
Remarks by Dean Michelle Ferrier, Ph.D. on the challenges and new opportunities in media, journalism and innovation, October 4, 2018 Homecoming, Florida Agricultural & Mechanical University.
Presenting a) business megatrends, b) education megatrends in connection to the business megatrends, and c) outlining the skills required for many future businesses
In May 2016, Assent Compliance attended the OECD Forum in Paris. This webinar provides detailed insights and key takeaways from the forum. Download your copy here: http://assentcompliance-1.hs-sites.com/webinar-oecd-forum-2016
Proposed solutions to the problems associated with the changing nature of wor...OtobongEssiet
MOOC final project on the proposed solution to the issues associated with the changing nature of work.
Over the last century, technology has created more jobs than it has displaced. This column presents an overview of ways in which technology and innovation are changing the nature of work, leading to demand advanced cognitive skills and greater adaptability among workers. The rise of platform marketplaces is also changing the way people work and the terms on which they work, which requires a rethinking of social protection systems.
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Executive Summary: 2020 Research Report: This presentation focuses on the status of the social and impact investment sectors, and provides hindsight, foresight and insight into trends and emerging (best) practices globally, but also with a specific focus on development practice in Africa.
A presentation supported by a research report that focuses on development issues in Africa. The report is themed Innovation and Impact and is presented in three sections, hindsight, foresight and insight
How to measure the impact of social and impact investments. A guide to measure both impact and return on investment. Specifically developed for development practitioners who want to enrich their M&E or MEL practices.
Impact assessment methodology specifically developed for measuring impact of development programs.
Reana Rossouw
Next Generation Consultants
www.nextgeneration.co.za
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
How to measure the impact and return on investment of social/community investment and development. This presentation contains evidence of successful measurement and provides case studies of typical measurement aspects. More information is provided on: www.nextgeneration.co.za
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
2. 2016: WORLD ECONOMIC FORUM
• 3 Distinct pieces of work:
• The Fourth Industrial Revolution
• The Future of Jobs
• Social Innovation – Achieving corporate and societal value
• What does this mean and why is it important?
• There has never been a time of greater promise or greater peril.
• Business and labour markets will be effected.
• By 2020 - 5 000 000 jobs would have been lost due to technological advances.
4. FOURTH REVOLUTION CONCEPT
• The First Industrial Revolution: Our reliance on animals, human effort and
biomass as primary sources of energy to the use of fossil fuels and the
mechanical power this enabled.
• The Second Industrial Revolution: Major breakthroughs in the form of electricity
distribution, both wireless and wired communication, the synthesis of ammonia
and new forms of power generation.
• The Third Industrial Revolution: The development of digital systems,
communication and rapid advances in computing power, which have enabled
new ways of generating, processing and sharing information.
5. THE FOURTH REVOLUTION
• The Fourth Industrial Revolution has the
potential to raise global income levels and
improve the quality of life for populations
around the world.
• To date, those who have gained the most from it
have been consumers able to afford and access the
digital world; technology has made possible new
products and services that increase the efficiency
and pleasure of our personal lives.
• In the future, technological innovation will also lead
to a supply-side miracle, with long-term gains in
efficiency and productivity. Transportation and
communication costs will drop, logistics and global
supply chains will become more effective, and the
cost of trade will diminish, all of which will open new
markets and drive economic growth.
• BUT: The revolution could yield greater
inequality, particularly in its potential to
disrupt labour markets. As automation
substitutes for labour across the entire
economy, the net displacement of workers by
machines might exacerbate the gap between
returns to capital and returns to labour.
• Inequality represents the greatest societal concern
associated with the Fourth Industrial Revolution.
• The largest beneficiaries of innovation tend to be the
providers of intellectual and physical capital—the
innovators, shareholders, and investors—which explains
the rising gap in wealth between those dependent on
capital versus labour.
• In the end, it all comes down to people and values. We
need to shape a future that works for all of us by
putting people first and empowering them.
• In order to thrive, business leaders will have to actively
work to expand their thinking away from what has been
traditionally done, and include ideas and systems that
may never have been considered. Business leaders must
begin questioning everything, from rethinking their
strategies and business models, to discovering the right
investments in training and potentially disruptive R&D
investments.
6. A PERFECT STORM: SOUTH AFRICA
2015-2016 COMPETITIVENESS REPORT
Good
• Strength of auditing and reporting
standards (1st)
• Efficacy of boards (3rd)
• Protection of minority shareholders (3rd)
Bad
• Health (128)
• Quality of Education (138)
• Quality of Maths and Science (140)
• Cooperation in Labour relations (140)
• Flexibility in wage determination (137)
• Hiring and Firing practices (138)
Innovation must be pursued relentlessly and on an ongoing basis
7. 2 POINTS
Realisation
• Understand the changing contextual
and transactional environments
• Take on the responsibility of influencing
broader societal issues
• Aspects such as health and education
are too important to leave to
government
Action
• A key strategic issue will be to focus on
• Reskilling current employees
• Investing in future employees
• Greater systems awareness (the power of
interconnectedness, collaboration and co-
creation)
• Agility and resilience – cultures of
possibilities
• Innovation and creativity – doing things
differently
• Futures thinking and sustainability
9. JOBS - 2020
• Technological disruption is interacting with socio-economic, geopolitical and
demographic factors to create a perfect storm in labour markets in the next
five years.
• Jobs gains in the next five years will not be enough to offset expected losses,
meaning we have a difficult transition ahead.
• Even as jobs shrink, companies will find it harder to recruit.
• Regardless of the job you are in, expect to face pressure to constantly modify
your skills.
10. THE ISSUE?
• On average, by 2020, more than a third of the desired core skill
sets of most occupations will be comprised of skills that are not yet
considered crucial to the job today.
• In addition, technical skills will need to be supplemented with
strong social and collaboration skills.
11. CONUNDRUM
• Businesses worldwide say there is an acute shortage of skilled workers even though 73
million young adults are looking for jobs.
• For job recruiters, relevant job-related knowledge is more important than degrees.
• Job seekers are beginning to realise that several years of learning at university no longer
suffice to succeed in the world of work.
• Universities worldwide churn out millions of graduates each year. A handful from elite
colleges and universities succeed in becoming part of the professional but a staggering
majority lag behind.
• Because once in the job market, more than 50% of new graduates around the world say that
they were unhappy with their chosen field of study.
• On current trends, the global economy could face a potential surplus of 95 million low‐skill
workers and a shortage of about 38 to 40 million high‐skill workers by 2020.
12. 10 JOBS THAT DID NOT EXIST 10 YEARS AGO
• Application developer
• Social media manager
• Uber driver
• Drive-less car engineer
• Cloud computing specialist
• Big data analyst/data scientist
• Sustainability manager
• You Tube content creators
• Drone operators
• Millennial Generational expert
13. TOP 10 SKILLS YOU NEED FOR THE FUTURE
2016
• Complex problem solving
• Coordinating with others
• People management
• Critical thinking
• Negotiation
• Quality control
• Service orientation
• Judgement and decision-making
• Active learning
• Creativity
2020
• Complex problem solving
• Critical thinking
• Creativity
• People management
• Coordinating with others
• Emotional intelligence
• Judgement and decision-making
• Service orientation
• Negotiation
• Cognitive flexibility
14. WHAT SKILLS WILL CHANGE THE WORLD?
Creativity that supports innovation!
15. THE SOCIAL INNOVATION CONCEPT
Reducing inequality and accelerating real, meaningful and widespread inclusive
growth are the most urgent challenge of our age
16. SOCIAL INNOVATION
• Social innovation means being more strategic, more ambitious and more
collaborative in how access and opportunity can be provided for billions of low-
income people to participate in the global economy.
• What distinguishes social innovation from traditional (business) approaches is the
pursuit of societal challenges in ways that create tangible business benefits.
• Social innovation is:
• Directly aligned with a company’s innovation agenda and business strategy.
• It leverages a company’s core for-profit assets, such as human capital, value chains,
technology or distribution systems.
• It is managed from within a company’s core operations or business units to become a
competitive differentiator to create future economic value.
17. SOCIAL INNOVATION LEADS TO SOCIAL CAPITAL
And financial capital and environmental/natural capital and manufactured capital and
intellectual capital and individual capital and cultural capital and political capital
18. A HOST OF NEW TERMINOLOGIES
• Social Capital:
• Social capital is the capacity of individuals, businesses, organisations and societies to access
resources through social networks of trust, reciprocity and information.
• Social Enterprise:
• A social enterprise is an organisation, whether non-profit, for-profit or hybrid, which applies
business principles and models to solving social problems.
• Social Innovation:
• Social innovations are ideas, practices or initiatives that challenge the status quo to catalyse
systemic social change.
• Inclusive economy / Circular economy / Social Economy / Conscious capital
• Shared/Blended value / Social enterprises / Socio Economic/Enterprise Investment and
Development / Impact Investment / Socially responsible investment
• Collective impact
20. SOCIAL/COMMUNITY INVESTMENT / DEVELOPMENT
• Proctor & Gamble - The Pampers hospital’s/mobile clinic
program has been running for about 10 years beginning
in Kenya. The program has spread to Uganda, Angola,
Zimbabwe, Cameroon, Ivory Coast, Senegal and Ghana.
Every year the program educates over 1 million mums
with information on nutrition, immunizations and
vaccinations. The program is ran with trained nurses
who also advise mums as well as answer any questions
and concerns they may have. The babies are checked,
immunized and weighed- thus bridging a health care
gap. This program is also run in partnerships with the
Ministry of Health who attest to the contribution the
program is making on increasing the number of
children with full immunizations as per the
immunization schedule.
• The program is supported by the Safeguard schools
program (hygiene and sanitation), safe drinking water
program, the Always keeping girls in Schools program
and the Ariel Laundry Rooms, as well as Kibera
community multipurpose center.
21. SOCIO ECONOMIC DEVELOPMENT
• Wildlands Trust Sustainable Communities – Treepreneurs - Indigenous
Trees for Africa
• Orphans and vulnerable communities grows trees and collect waste for
reforestation.
• Rewards are in the form of credits for purchasing food, pay school
fees/stationary, bicycles and building materials
• 23 communities - 7 000 tree growers - 1 000 000 trees
• R1 800 000 goods bartered
• 75 environmental educators earning more than R5 000 per month
• Collects more than 1 000 000 tonnes of waste
• 100 shop keepers
• 60 tonnes of carbon sequestrated
• 1 000 drivers licences
• 100 university students
• 532 water tanks purchased
• 15 students studying environmental studies
• 3 have become fundraisers for rhino poaching
• Maths and science studies increased by 15%
• School attendance and pass rates improved by 25%
• 37 New businesses created
• 1 350 Treepreneurs created – working and owning 35 nurseries
22. Shanduka Black Umbrellas
• When William Mokgethi, the Director of Montamaisa Bosigo Transport (MBT) joined
the Shanduka Black Umbrellas (SBU) programme, his business was focused solely on
public transportation (taxis).
• Under the training programme of the incubator he was capacitated into seeing the
‘bigger picture’ of business. This motivated him to diversify his business portfolio
and widen his customer base to enhance sustainability.
• During this period, the SBU Mooinooi incubator gave the company a one year
contract for the transportation of staff members and clients, which was renewed in
2016. Through the motivation of the incubator, William conducted market research
to understand his potential customers better and then branded his company
vehicles to improve visibility. All his efforts paid off as Montsamaisa Bosigo
Transport acquired a contract with GTSM, facilitated by SBU-Mooinooi in 2016.
• The contract is for the provision of courier services to GTSM. MBT
couriers packages and machines for GTSM from Lonmin, for repairs and/or for
collection of new ones after being purchased.
• Speaking on this progress, William confirms that such developments have built the
company’s confidence and they are currently approaching more companies with
this product with the main aim of reducing their transportation costs. The growth of
the company will be seen in the following quarters.
ENTERPRISE DEVELOPMENT
23. CIRCULAR ECONOMY
• Adidas unveiled the world’s first shoe with an upper made entirely of ocean plastic
waste.
• Terracycle upcycles various kinds of waste into uniquely-branded consumer
products, furniture, decoration and other material assets ready for a new life.
• Waste to Wear creating textiles, bags, accessories from plastic bottles.
24. SOCIAL INNOVATION
• MPESA – MKOPA – KENYA
• M-Kopa customers put down a small deposit for the
$200 solar pack that consists of three lights, a radio
and a solar panel. They go home, set it up themselves
and immediately start reaping the benefits of having
electricity. The cost of the solar pack is then paid off
in weekly instalments over a year.
• And it is here that M-Kopa's partnership with M-Pesa
has proved so crucial – to be able to control the solar
power supply so that it worked when people paid off
their weekly instalment but stopped working when
they didn't has been key to success.
• "We started to realise we could get our customers to
pay us through M-Pesa in small amounts based on
what they could afford,".
• When the repayments have been paid off in full, the
electricity supply is free and the customer takes full
ownership of the solar power system.
25. SOCIAL ECONOMY
SABMiller has focused on improving the livelihoods of the people its
products depend on.
• Supporting small business—from shareholder farmers who supply
ingredients to mom-and-pop shop owners who sell their brews—is
embedded in SABMiller’s strategy.
• In Uganda there’s Eagle, the brewer’s locally developed sorghum
beer that now provides a market for 20 000 community farmers
(and an affordable—and now market-leading—product for the
masses). At its heart the strategy is to bring down the cost of
beer by replacing expensive imported raw materials with locally-
sourced ingredients, and then engaging with Uganda’s
government to secure excise concessions for beer brewed using
home-grown ingredients and helping improve livelihoods.
• In Latin America, where 780 000 tiendas and other small retailers
account for roughly 40% of SABMiller’s sales, business training
and assistance with financing have helped lift shop keeper sales
in the region by an average 12.8% across product lines, since
2013.
26. INCLUSIVE ECONOMY
• Living Goods supports networks of village health
entrepreneurs who go door-to-door teaching families better
health practices while selling basic health products including
simple treatments for malaria and pneumonia, fortified
foods, healthy pregnancy kits, and solar lights.
• Living Goods works in rural areas of Africa and Southeast
Asia where doctors and clinics are scarce, and where more
than two-thirds of the children who die before their fifth
birthday could survive and thrive if their families had
information and counselling about pregnancy, new-born
care, and nutrition; access to products like bed nets, oral
rehydration salts, and water filters; and health professionals
to consult about common diseases.
• Living Goods is solving a major obstacle in public health—
recruiting and supporting local health workers—through a
franchise system that provides quality care and performance
incentives for health workers. Smartphone apps automate
diagnoses, send treatment reminders, and track key metrics.
29. CONSCIOUS CAPITAL / IMPACT INVESTMENT
Low-income Housing
A private equity fund based in Brazil closed with $75 million in
assets. Investments target market-rate financial returns and
social benefits to rural communities in South America. The fund’s
investors include large financial institutions, private family offices,
development organisations, and large-scale foundations.
Clean Drinking Water
An India-based impact investing fund manager started investing
in microfinance institutions more than ten years ago. After
delivering 14% returns to investors, the fund manager decided
to raise a second fund to target businesses across a broader
set of sectors, including renewable energy, agriculture,
health, and education. The fund provides risk capital and
support to early stage ventures with investments averaging
$50 000 in size.
Eco-Investing
Renewable energy sources such as wind,
solar, hydroelectric and geothermal. Energy-
storage technology such as batteries for hybrid
or electric cars. Biofuels made from non-
petroleum sources. Green and energy-efficient
building materials. Other technologies related to
eco-investing are those used for organic farming,
including green pesticides and fertilizers, and
green consumer products such as cosmetics,
foods, healthcare products and pharmaceuticals.
31. SHARED VALUE: FINANCIAL SERVICES INDUSTRY
Creating financial products that address specific needs of poor or vulnerable populations: (ICICI Lombard):
• ICICI Lombard provides products that are customised to suit the specific needs of rain-dependent farmers in India, helping protect their
livelihoods in the event of a drought. ICICI developed weather-based insurance to protect farmers against financial losses arising from
adverse weather conditions. Under ICICI Lombard’s system, farmers do not file claims. Rather, payments are triggered by deviations from
normal conditions as measured by certified weather data collected from independent third parties (such as the Indian Meteorological
Department).
• Between 2003 and 2010, ICICI implemented a weather-based insurance model in 14 Indian states, comprising 64 districts and covering
26 crop varieties. Weather insurance has a multiplier effect on the economy, because protection offered through the insurance enhances
the risk-taking capacity of farmers, banks, micro-finance lenders, and agro-based industries. Greater risk taking in turn boosts the entire
regional economy. The Indian government now pays ICICI Lombard to expand services to new customers. As of 2011, ICICI Lombard
served 2.2 million farmers across 7.6 million acres of land with weather-based crop insurance; weather-based products contributed to $72
million, or 7.8 percent of the company’s direct business.
Transforming service delivery to increase financial access: (Equity Bank):
• Equity Bank identified several rural locations with low-income populations who could benefit from financial services. However, Equity
Bank also recognized that starting a branch in these locations would not be economically viable, as they would not have enough foot
traffic. The Bank devised a strategy targeting low-income clients in underserved territories through mobile banking units. Branded,
armored trucks are affiliated with existing branches and provide customers with the same financial services found in normal branches,
including deposits and savings, money transfers, remittance processing, and loans. This service helps to reduce congestion in Equity’s
existing branches and increases the bank’s penetration without the added cost of a brick and mortar solution.
• Financial inclusion levels in Kenya were visibly higher due to Equity Bank’s efforts. The number of Equity Bank’s branches increased from
44 to 112 between 2006 and 2009, representing an expansion of 155%. By 2011, Equity Bank had more than 7.15 million customers—
nearly half of all bank accounts in Kenya. The business also saw phenomenal results; between 2006 and 2010, the assets of Equity Bank
increased seven-fold while its customers and customer deposits increased by a factor of six.
32. SHARED VALUE FINANCIAL SERVICES INDUSTRY
• Proactively offering financial services to companies in non-financial sectors so those companies can better serve low-income
populations: (Grupo Martins/Tribanco:
• Grupo Martins, Brazil’s largest wholesaler, distributes food, electronics, home improvement supplies, and pet food to more
than 300 000 micro, small, and medium enterprises (MSMEs) in Brazil. As large foreign retailers began entering the Brazilian
market and taking share away from domestic retailers, the company realised that it needed a new strategy to maintain its
market position. Grupo Martins recognized that its customers needed financial support in order to compete with new entrants.
Grupo Martins did not see itself solely as a traditional distribution company, but rather as a logistics company in the business
of helping its customers become more competitive.
• Driven by the philosophy that its customers’ growth would drive its own growth, Grupo Martins created a bank—Tribanco—to
provide financial and management solutions to its MSME retail clients. Tribanco provides credit and non-credit services to
Grupo Martins’ MSME retailers, who use the service for purchases and store renovations. Tribanco also provides Tricard, a
credit card for MSMEs to offer their customers, thus enabling low-income individuals to smooth their consumption. Finally,
Tribanco trains MSMEs on how to check the credit worthiness of customers. Today, MSME retailers view Tribanco not merely
as a traditional bank, but as an important “partner” in the success of their businesses.
• By offering credit services and training to retailers through Tribanco, Grupo Martins helped its customers remain profitable
and in many cases, expand. Over half of Grupo Martins’ MSME retailers reported increases in store invoicing because of
Tribanco’s services. Tribanco has issued approximately four million Tricard credit cards to shoppers, most of whom are first time
credit card users. Grupo Martins has maintained its own growth and market presence as the distributor to these retailers.
Further, Grupo Martins has also strengthened its brand loyalty because of the value-added services it offers.
33. SHARED VALUE FINANCIAL SERVICES INDUSTRY
• Creating financial products that address specific needs of poor or vulnerable populations and providing
product-linked or mass education programs to improve individuals’ financial capability: Standard
Chartered in South Africa:
• Through its unique Input Financing Model, Standard Chartered Bank uses farmers commodities (maize, wheat,
soya, rice, etc.) as collateral, rather than traditional fixed assets. This practice empowers farmers to increase their
funding potential and frees up other physical assets, such as cattle and equipment, for additional ventures. The
Bank’s Africa Agri-finance Division, plays a key role in managing the Bank’s $2 billion regional agricultural
financing portfolio.
• Transforming service delivery to increase financial access M-PESA in Kenya:
• M-PESA is an SMS-based money transfer system that allows people to deposit, send, and withdraw funds using
their cellphones. M-PESA, conceived by Vodafone and developed by Safaricom, demonstrates that financial
services institutions have an opportunity to proactively partner with telecommunications and other technology-
based companies in order to reduce transaction costs and improve access and markets. Since its launch in
March 2007, the service has acquired more than 9 million customers—40% of Kenya’s adult population. As of
June 2010, M-PESA customers could conduct transactions at approximately 17 900 retail outlets, more than
half of them in rural areas.
34. SOCIAL INNOVATION CONTINUUM
• The nature of innovation is changing dramatically as
economies shift from the industrial age to the knowledge age.
No longer is innovation exclusively associated with
commercially exploitable technological products. Social
innovation is emerging as a critical part of the innovation
ecosystem. The focus of social innovation is on finding
solutions to local and global social problems and creating new
values for society, a task traditionally associated with
government and non-profit organisations.
• Social innovation is multifaceted and an integral aspect of a
new innovation paradigm. Simultaneous social and economic
value creation is aptly demonstrated by the emergence of
hybrid innovators and the blurred boundaries of social
innovation. Complex problems, such as youth
underemployment, quality health care, shelter for all (access to
housing) and environmental challenge demand cross-sector
collaboration, a more universal appreciation of shared value
and a holistic understanding of innovation.
• It is not about: Sharing the value that has already been
created – that is philanthropy.
• It is about a deliberate attempt to address
social/economic/environmental needs through new, innovative
and commercially viable opportunities and it must be
purposeful.
• A new philosophy or a bridging strategy?
• Using social investment funds as seed capital to drive social
innovation
• Design new products and services that meet social and
environmental needs while simultaneously delivering a
financial return
• New approaches to secure access to new markets
• Reconfigure and secure the value chain by tapping new
or better resources and partners to improve productivity
• Improve the capabilities (skills, knowledge, productivity)
of suppliers
• Create local clusters to strengthen and capture
economic and social benefits at the community level
• Deploy corporate assets to achieve scale and spur
investment
• Led by the board and executive/senior management
teams and individual champions across the company
in close collaboration with corporate affairs and
sustainability departments
35. KEY QUESTIONS
• Where are the key opportunities for you to be more innovative and socially inclusive?
• Can social innovation help manage risks that will affect your business?
• How can you use existing assets and capabilities to solve societal challenges?
• Can you engage and collaborate with your key stakeholders – customers, suppliers, distributors, retailers,
governments, NGOs – to create greater financial and social value?
• How can you embed the social innovation agenda into the strategic vision?
• How can you mobilise the creativity and entrepreneurship of your business teams to identify and pursue
opportunities?
• Have you spent enough time to understand the new stakeholders you are trying to serve? Can you serve them
through existing capabilities and business models?
• Are existing structures blocking socially innovative ideas from progressing? What new structures could you
create to support the design process?
• What can you do to incubate more socially innovative ideas (e.g. ring-fenced funding, longer incubation
times)?
• Is the business model ready to be replicated to new contexts? What elements should you review and adapt
regularly to keep it relevant over time?
• Can you find new sources of value in an already successful social innovation initiative?