The Accidental Social Innovator: A basic overview of the fundamentals of social innovation, shared value, collective impact and how two work colleagues changed there way of working to solve social issues
This document discusses concepts related to "uberization" and the digital revolution. It states that understanding new millennium trends requires reviewing how technology impacts humans as a social species. The digital revolution involves decentralizing media and distributing decisions more widely through new administrative models like Uber. This change represents a macro historical phenomenon that will require future generations to adapt to changes that previously took centuries.
Intel was founded in 1968 and is a world leader in semiconductor chip production. It has over 106,000 employees and annual revenue of $59.38 billion. Intel ranks highly for social responsibility, financial soundness, and global competitiveness. It offers competitive benefits and a strong work culture to motivate employees. Intel prioritizes corporate responsibility and sustainability, sourcing over 85% of its energy from green power and making large investments in renewable energy projects worldwide.
The document discusses social innovation through four main dimensions:
1) The social economy and relationships between different sectors like the public, private, and household.
2) Catalysts and drivers of social innovation like innovators, collaboratives, and intermediaries.
3) The process of social innovation including design, development, scaling, and diffusion.
4) Transformative social innovations like social movements around health, education, and the environment.
Acumen Fund's mission is to create a world beyond poverty by investing in social enterprises, emerging leaders, and breakthrough ideas that provide critical goods and services to improve lives and unleash human potential. They support entrepreneurs focused on affordable access to water, health, housing and energy for people living on less than $4 per day. Since 2001, Acumen Fund has invested $73 million in 65 enterprises through a global network, positively impacting tens of millions of lives.
4.1 Towards Social Equity And Cohesion Vezzoli 07 08 (28.10.08)vezzoli
The document discusses design for social equity and cohesion. It argues that environmental and socio-ethical sustainability are connected, and that promising emerging economic models like distributed economies and solidarity cooperative networks can help achieve both. Local-based and network-structured enterprises are highlighted as a model that facilitates access to resources and empowerment. A system innovation approach is proposed to couple eco-efficiency with social equity goals in both industrialized and developing contexts.
Amplio (formerly Literacy Bridge) is a social enterprise that aims to share empowering knowledge with vulnerable communities through portable audio devices called Talking Books. The Talking Books provide locally relevant information on health and agriculture topics in interactive ways like songs and stories that are accessible to illiterate audiences. Founded by Cliff Schmidt, Amplio has reached nearly 500,000 people since 2008 and aims to impact 1 billion people by 2030 by addressing information poverty in places like Ghana, Kenya, and Rwanda.
This document discusses concepts related to "uberization" and the digital revolution. It states that understanding new millennium trends requires reviewing how technology impacts humans as a social species. The digital revolution involves decentralizing media and distributing decisions more widely through new administrative models like Uber. This change represents a macro historical phenomenon that will require future generations to adapt to changes that previously took centuries.
Intel was founded in 1968 and is a world leader in semiconductor chip production. It has over 106,000 employees and annual revenue of $59.38 billion. Intel ranks highly for social responsibility, financial soundness, and global competitiveness. It offers competitive benefits and a strong work culture to motivate employees. Intel prioritizes corporate responsibility and sustainability, sourcing over 85% of its energy from green power and making large investments in renewable energy projects worldwide.
The document discusses social innovation through four main dimensions:
1) The social economy and relationships between different sectors like the public, private, and household.
2) Catalysts and drivers of social innovation like innovators, collaboratives, and intermediaries.
3) The process of social innovation including design, development, scaling, and diffusion.
4) Transformative social innovations like social movements around health, education, and the environment.
Acumen Fund's mission is to create a world beyond poverty by investing in social enterprises, emerging leaders, and breakthrough ideas that provide critical goods and services to improve lives and unleash human potential. They support entrepreneurs focused on affordable access to water, health, housing and energy for people living on less than $4 per day. Since 2001, Acumen Fund has invested $73 million in 65 enterprises through a global network, positively impacting tens of millions of lives.
4.1 Towards Social Equity And Cohesion Vezzoli 07 08 (28.10.08)vezzoli
The document discusses design for social equity and cohesion. It argues that environmental and socio-ethical sustainability are connected, and that promising emerging economic models like distributed economies and solidarity cooperative networks can help achieve both. Local-based and network-structured enterprises are highlighted as a model that facilitates access to resources and empowerment. A system innovation approach is proposed to couple eco-efficiency with social equity goals in both industrialized and developing contexts.
Amplio (formerly Literacy Bridge) is a social enterprise that aims to share empowering knowledge with vulnerable communities through portable audio devices called Talking Books. The Talking Books provide locally relevant information on health and agriculture topics in interactive ways like songs and stories that are accessible to illiterate audiences. Founded by Cliff Schmidt, Amplio has reached nearly 500,000 people since 2008 and aims to impact 1 billion people by 2030 by addressing information poverty in places like Ghana, Kenya, and Rwanda.
The document discusses social innovation and the role of technology. It describes an organization called Social Innovation Nation that helps people worldwide use technology to meet their needs. The organization hosts conferences, workshops, and summer jobs and provides consulting. Social innovation is defined as creating new concepts and practices that benefit people and the planet by addressing social, economic, environmental, and cultural challenges. Examples are provided of technologies and initiatives that support social innovation goals, such as providing agricultural information to farmers and using social media data to identify disease outbreaks. An upcoming technology and social innovation conference is also mentioned.
Богдан Купич. “Social Entrepreneurship – The Growing Need”Lviv Startup Club
This document provides an introduction to social entrepreneurship with examples of successful social enterprises. It discusses how social entrepreneurs directly involve beneficiaries and focus on results rather than just raising donations. Opportunities exist today due to technologies connecting billions of people and generating massive amounts of data. Entrepreneurs can create businesses that solve local and global problems. Examples highlighted include providing microcredit to the poor, using lasers to kill mosquitoes reducing malaria, and a device translating sign language to audio. Ukraine has potential for innovation and entrepreneurship to drive social and economic development.
This document discusses emerging digital media markets in developing countries. It notes that over 80% of people live on less than $10 per day and mobile phones are the most affordable technology option. The document advocates designing products that can pay for themselves within a year to generate income for those living in poverty. It provides examples like a $25 treadle pump and M-Pesa money transfers that have helped families increase their income. The document argues for a revolutionary approach that views developing nations as business opportunities rather than just recipients of aid. Designers are encouraged to learn user behaviors and community needs to create appropriate solutions.
UCT Upstarts 2015 Week 15: Digital Innovation with Jonathan MackenzieUCT Upstarts
UCT Upstarts 2015 Week 15: Digital Innovation with Jonathan Mackenzie
UCT Upstarts is the Vice-Chancellor’s Social Innovation Challenge. It’s a joint-initiative between UCT, the Bertha Centre for Social Innovation & Entrepreneurship and Super Stage. UCT Upstarts is igniting a ‘Student Start-up Nation’ by creating a parallel university experience – one that produces a generation of both graduates and social entrepreneurs - who solve real-world problems from campus, and launch start-up realities beyond it. UCT Upstarts is building a ‘Social Innovation Culture’ that literally does make Africa work better and is helping to create an ‘Innovation Economy’ that actually does create jobs – starting from campus!
A.I. has a massive change potential and will disrupt all our current system in some way. These were the slides I presented at the AI Congress 2018. Please find also the content on my blog post at techforhumanity.co.uk
The document discusses ecosystems and their importance. It argues that ecosystems should not be seen merely as materials or things to green, but as nested systems that control and encompass everything else. Additionally, it states that views of ecosystems need to shift from minimizing their environmental costs to maximizing their value, taking a more integrated and holistic approach called ecosystem development.
This document discusses the connection between environmental sustainability and socio-ethical sustainability. It argues that emerging economic models like distributed economies and solidarity cooperative networks can promote both environmental and socio-ethical sustainability by enabling locally-based, network-structured enterprises. A system innovation approach through product-service systems may also facilitate socio-ethical development in emerging contexts by allowing communities to meet needs in a more resource-efficient way.
The document discusses how to craft an effective brand positioning. It defines branding and how choosing a memorable, meaningful, likeable, transferable and adaptable positioning helps differentiate a brand. The document outlines advantages of strong brands and how to differentiate through product, personnel, channel and image. It also discusses applying the right marketing strategies like advertising or sales promotion at different stages of a product life cycle and how markets evolve over time.
The document discusses the STP process of market segmentation, targeting, and positioning. It defines segmentation as classifying customers into groups, targeting as evaluating segment attractiveness and selecting segments, and positioning as arranging a product to occupy a clear place in the consumer's mind. The document then provides details on how to conduct segmentation, targeting, and positioning including identifying bases for segmentation, developing selection criteria, and choosing a market coverage strategy.
1. The document discusses developing positioning strategies for brands by identifying points of parity, points of difference, and category membership compared to competitors.
2. It provides examples of brands that effectively communicate their category and positioning such as Jiffy condoms and Umpqua Bank.
3. Tips are given for writing an effective positioning statement including specifying the target group, brand, concept, and point of difference.
Positioning is the act of designing a company's offering and image to occupy a distinctive place in the target market's mind. Positioning starts with a product but is about positioning the product in the mind of the prospect. There are strategies for strengthening one's own position, grabbing unoccupied positions, and repositioning or deposing the competition. Positioning errors to avoid include underpositioning, overpositioning, confused positioning, and doubtful positioning. Common positioning strategies include attribute positioning, benefit positioning, use or application positioning, user positioning, competitor positioning, product category positioning, and price/quality positioning.
The document discusses key concepts from a marketing management textbook chapter on crafting brand positioning. It covers developing and communicating an effective positioning strategy, differentiating brands, and adapting marketing strategies to different stages of the product lifecycle and market evolution. Specifically, it defines positioning and provides examples. It also outlines differentiation strategies, the product lifecycle model, and how marketing programs should be modified in each stage.
A brand is more than just a product or logo - it is the identity and reputation that differentiates a company's offerings from competitors. Building a strong brand is important for both large multi-national companies and small businesses alike. Key aspects of developing a brand include selecting a memorable name, developing consistent branding and messaging, committing resources to build brand awareness over time, and measuring the return on branding investments through customer loyalty and perceptions.
Brand positioning refers to differentiating a product or service from competitors by fitting it to a specific market segment based on benefits. An effective brand position is unique, credible, and sustainable in the consumer's mind. It clearly communicates the key benefit the brand provides. Developing a strong position requires relevance, clarity, distinctiveness, coherence, commitment, patience, and courage from management over time. Successful positioning strategies can target attributes like size, shape, price, quality, intended user demographic, or cultural symbols.
The document provides an overview of branding and marketing promotion strategies. It discusses key concepts like brand equity, customer-based brand equity, brand positioning, choosing brand elements, and designing marketing programs to build brand equity. It also covers leveraging secondary brand knowledge, developing brand equity measurement systems, and establishing brand equity management systems. The overall purpose is to explain the strategic brand management process.
This document discusses branding and defines a brand as a combined effort between a company and consumer. It states that brands add emotion and trust to products and services to simplify consumers' choices. Brands help create relationships between brands and consumers to ensure loyalty. They also create aspirational lifestyles that allow brands to charge premium prices. The document discusses various aspects of branding including brand equity, awareness, preference, insistence and association. It notes that strong brands improve perceptions, loyalty, margins and marketing effectiveness.
Market Segmentation, Targeting and PositioningDaniel Gibson
The document summarizes the key steps in market segmentation, targeting, and positioning. It discusses:
1) The benefits of segmentation including effective use of resources, focus, and value creation.
2) The main steps in segmentation, targeting, and positioning including identifying market segments, developing segment profiles, evaluating segment attractiveness, selecting target segments, and developing a positioning and marketing mix for each.
3) Common bases used for segmenting markets such as demographics, psychographics, behaviors, and geography. It also outlines strategies for market coverage and choosing positions that create competitive advantage.
This document discusses key aspects of developing an effective brand strategy, including establishing a brand vision, positioning, contract, and communication plan. It provides examples of brand visions, positions, and contracts for well-known brands like Disney, Walmart, FedEx, McDonald's, Apple, Google, and Toyota. The document also outlines metrics for measuring return on brand investment, such as brand awareness, contract fulfillment, customer acquisition and loyalty, financial value, and price premium.
04 marketing segmentation,targeting and positioningThejus Jayadev
The document discusses market segmentation, targeting, and positioning (STP). It defines segmentation as classifying customers into groups, targeting as selecting segments to enter, and positioning as arranging a product to occupy a clear place in customers' minds relative to competitors. The key steps are: 1) identifying segmentation bases; 2) developing segment profiles and selection criteria; 3) choosing target segments; 4) developing a position for each; and 5) creating a marketing mix for each. Effective segmentation requires segments be measurable, accessible, substantial, and differentially responsive to marketing activities. The document also discusses evaluating and choosing target segments and strategies for coverage, as well as developing competitive advantages and supporting a positioning strategy with a unique marketing mix.
Leveraging Social Media for Development: Lessons Learned and Insight Jeongtae Kim
1. Social media offers opportunities for human-centered development by allowing local people to identify their real needs and ideas for innovation through platforms that facilitate listening and participation.
2. Case studies from organizations like Tella and Ushahidi demonstrate how social media can enable micro-work opportunities and crowd-sourced information sharing to support economic and social development goals.
3. Effective models for leveraging social media include using real-time sharing on platforms like Twitter, crowdsourcing via sites like Ushahidi, facilitating micro-work opportunities, and analyzing big data as done by UN Global Pulse to track development progress.
The document discusses social innovation and the role of technology. It describes an organization called Social Innovation Nation that helps people worldwide use technology to meet their needs. The organization hosts conferences, workshops, and summer jobs and provides consulting. Social innovation is defined as creating new concepts and practices that benefit people and the planet by addressing social, economic, environmental, and cultural challenges. Examples are provided of technologies and initiatives that support social innovation goals, such as providing agricultural information to farmers and using social media data to identify disease outbreaks. An upcoming technology and social innovation conference is also mentioned.
Богдан Купич. “Social Entrepreneurship – The Growing Need”Lviv Startup Club
This document provides an introduction to social entrepreneurship with examples of successful social enterprises. It discusses how social entrepreneurs directly involve beneficiaries and focus on results rather than just raising donations. Opportunities exist today due to technologies connecting billions of people and generating massive amounts of data. Entrepreneurs can create businesses that solve local and global problems. Examples highlighted include providing microcredit to the poor, using lasers to kill mosquitoes reducing malaria, and a device translating sign language to audio. Ukraine has potential for innovation and entrepreneurship to drive social and economic development.
This document discusses emerging digital media markets in developing countries. It notes that over 80% of people live on less than $10 per day and mobile phones are the most affordable technology option. The document advocates designing products that can pay for themselves within a year to generate income for those living in poverty. It provides examples like a $25 treadle pump and M-Pesa money transfers that have helped families increase their income. The document argues for a revolutionary approach that views developing nations as business opportunities rather than just recipients of aid. Designers are encouraged to learn user behaviors and community needs to create appropriate solutions.
UCT Upstarts 2015 Week 15: Digital Innovation with Jonathan MackenzieUCT Upstarts
UCT Upstarts 2015 Week 15: Digital Innovation with Jonathan Mackenzie
UCT Upstarts is the Vice-Chancellor’s Social Innovation Challenge. It’s a joint-initiative between UCT, the Bertha Centre for Social Innovation & Entrepreneurship and Super Stage. UCT Upstarts is igniting a ‘Student Start-up Nation’ by creating a parallel university experience – one that produces a generation of both graduates and social entrepreneurs - who solve real-world problems from campus, and launch start-up realities beyond it. UCT Upstarts is building a ‘Social Innovation Culture’ that literally does make Africa work better and is helping to create an ‘Innovation Economy’ that actually does create jobs – starting from campus!
A.I. has a massive change potential and will disrupt all our current system in some way. These were the slides I presented at the AI Congress 2018. Please find also the content on my blog post at techforhumanity.co.uk
The document discusses ecosystems and their importance. It argues that ecosystems should not be seen merely as materials or things to green, but as nested systems that control and encompass everything else. Additionally, it states that views of ecosystems need to shift from minimizing their environmental costs to maximizing their value, taking a more integrated and holistic approach called ecosystem development.
This document discusses the connection between environmental sustainability and socio-ethical sustainability. It argues that emerging economic models like distributed economies and solidarity cooperative networks can promote both environmental and socio-ethical sustainability by enabling locally-based, network-structured enterprises. A system innovation approach through product-service systems may also facilitate socio-ethical development in emerging contexts by allowing communities to meet needs in a more resource-efficient way.
The document discusses how to craft an effective brand positioning. It defines branding and how choosing a memorable, meaningful, likeable, transferable and adaptable positioning helps differentiate a brand. The document outlines advantages of strong brands and how to differentiate through product, personnel, channel and image. It also discusses applying the right marketing strategies like advertising or sales promotion at different stages of a product life cycle and how markets evolve over time.
The document discusses the STP process of market segmentation, targeting, and positioning. It defines segmentation as classifying customers into groups, targeting as evaluating segment attractiveness and selecting segments, and positioning as arranging a product to occupy a clear place in the consumer's mind. The document then provides details on how to conduct segmentation, targeting, and positioning including identifying bases for segmentation, developing selection criteria, and choosing a market coverage strategy.
1. The document discusses developing positioning strategies for brands by identifying points of parity, points of difference, and category membership compared to competitors.
2. It provides examples of brands that effectively communicate their category and positioning such as Jiffy condoms and Umpqua Bank.
3. Tips are given for writing an effective positioning statement including specifying the target group, brand, concept, and point of difference.
Positioning is the act of designing a company's offering and image to occupy a distinctive place in the target market's mind. Positioning starts with a product but is about positioning the product in the mind of the prospect. There are strategies for strengthening one's own position, grabbing unoccupied positions, and repositioning or deposing the competition. Positioning errors to avoid include underpositioning, overpositioning, confused positioning, and doubtful positioning. Common positioning strategies include attribute positioning, benefit positioning, use or application positioning, user positioning, competitor positioning, product category positioning, and price/quality positioning.
The document discusses key concepts from a marketing management textbook chapter on crafting brand positioning. It covers developing and communicating an effective positioning strategy, differentiating brands, and adapting marketing strategies to different stages of the product lifecycle and market evolution. Specifically, it defines positioning and provides examples. It also outlines differentiation strategies, the product lifecycle model, and how marketing programs should be modified in each stage.
A brand is more than just a product or logo - it is the identity and reputation that differentiates a company's offerings from competitors. Building a strong brand is important for both large multi-national companies and small businesses alike. Key aspects of developing a brand include selecting a memorable name, developing consistent branding and messaging, committing resources to build brand awareness over time, and measuring the return on branding investments through customer loyalty and perceptions.
Brand positioning refers to differentiating a product or service from competitors by fitting it to a specific market segment based on benefits. An effective brand position is unique, credible, and sustainable in the consumer's mind. It clearly communicates the key benefit the brand provides. Developing a strong position requires relevance, clarity, distinctiveness, coherence, commitment, patience, and courage from management over time. Successful positioning strategies can target attributes like size, shape, price, quality, intended user demographic, or cultural symbols.
The document provides an overview of branding and marketing promotion strategies. It discusses key concepts like brand equity, customer-based brand equity, brand positioning, choosing brand elements, and designing marketing programs to build brand equity. It also covers leveraging secondary brand knowledge, developing brand equity measurement systems, and establishing brand equity management systems. The overall purpose is to explain the strategic brand management process.
This document discusses branding and defines a brand as a combined effort between a company and consumer. It states that brands add emotion and trust to products and services to simplify consumers' choices. Brands help create relationships between brands and consumers to ensure loyalty. They also create aspirational lifestyles that allow brands to charge premium prices. The document discusses various aspects of branding including brand equity, awareness, preference, insistence and association. It notes that strong brands improve perceptions, loyalty, margins and marketing effectiveness.
Market Segmentation, Targeting and PositioningDaniel Gibson
The document summarizes the key steps in market segmentation, targeting, and positioning. It discusses:
1) The benefits of segmentation including effective use of resources, focus, and value creation.
2) The main steps in segmentation, targeting, and positioning including identifying market segments, developing segment profiles, evaluating segment attractiveness, selecting target segments, and developing a positioning and marketing mix for each.
3) Common bases used for segmenting markets such as demographics, psychographics, behaviors, and geography. It also outlines strategies for market coverage and choosing positions that create competitive advantage.
This document discusses key aspects of developing an effective brand strategy, including establishing a brand vision, positioning, contract, and communication plan. It provides examples of brand visions, positions, and contracts for well-known brands like Disney, Walmart, FedEx, McDonald's, Apple, Google, and Toyota. The document also outlines metrics for measuring return on brand investment, such as brand awareness, contract fulfillment, customer acquisition and loyalty, financial value, and price premium.
04 marketing segmentation,targeting and positioningThejus Jayadev
The document discusses market segmentation, targeting, and positioning (STP). It defines segmentation as classifying customers into groups, targeting as selecting segments to enter, and positioning as arranging a product to occupy a clear place in customers' minds relative to competitors. The key steps are: 1) identifying segmentation bases; 2) developing segment profiles and selection criteria; 3) choosing target segments; 4) developing a position for each; and 5) creating a marketing mix for each. Effective segmentation requires segments be measurable, accessible, substantial, and differentially responsive to marketing activities. The document also discusses evaluating and choosing target segments and strategies for coverage, as well as developing competitive advantages and supporting a positioning strategy with a unique marketing mix.
Leveraging Social Media for Development: Lessons Learned and Insight Jeongtae Kim
1. Social media offers opportunities for human-centered development by allowing local people to identify their real needs and ideas for innovation through platforms that facilitate listening and participation.
2. Case studies from organizations like Tella and Ushahidi demonstrate how social media can enable micro-work opportunities and crowd-sourced information sharing to support economic and social development goals.
3. Effective models for leveraging social media include using real-time sharing on platforms like Twitter, crowdsourcing via sites like Ushahidi, facilitating micro-work opportunities, and analyzing big data as done by UN Global Pulse to track development progress.
Social Innovation - where we are and where we could beSIX
The document discusses the current state and future opportunities for social innovation. It notes that while millions are involved in social innovation efforts, there are still relatively few institutions, resources, and established methods supporting this area. It calls for increased advocacy, research, skills development, funding models, and other efforts to help social innovation grow and have a greater impact in addressing pressing social and environmental challenges.
This document summarizes a conversation on social innovation in building a network society. It discusses the need for new social structures like maverick networks to foster innovation. It also addresses the importance of more effective communication through public consultation and agile policymaking. Failure is seen as necessary for learning and social progress. Small startups like experience platforms and charities can drive social innovation. New forms of storytelling and collaboration hubs are needed to share new ideas and opportunities. The big ideas are new networks, new consultation processes, and new platforms to collaboratively build a network society.
Panel presentation social innovation margaret hancock-nov. 11_2011 ocasi edocasiconference
Most simply, social innovation is about new ideas that work to address old social problems like poverty, homelessness, and violence. Social innovation applies new learning and strategies to solve these challenges by profoundly changing beliefs, routines, resource flows, and authority within social systems to increase resilience. Successful social innovations have durability, impact, and scale. Social entrepreneurs identify resources where others see only problems, beginning with the assumption that communities themselves hold the solution. Governments can enable social innovation by developing supportive policies, financing tools, and an environment that mobilizes private funds for public good through social enterprises owned by frontline workers and communities.
Putting Social Back In Social Media - SMSS London 2011Massimo Burgio
The document discusses the iPad4Africa project, which aims to create an iPad app that connects people through a friends network and allows gift-giving to support various charities in Africa. The project was inspired by Massimo Burgio's experience at an Africa tech summit in Kenya. An initial blog was created and the app will showcase previews of sustainable development projects run by partner NGOs in several African countries. The overall goal is to use social media and technology to support social innovation.
The document discusses citizen journalism and how marginalized youth can use digital media to empower themselves and create positive social change. It focuses on a study of Kenyan teens infected or affected by HIV/AIDS who participated in a program called JUMP that used podcasts, videos and personal stories to share their experiences. The study found these digital stories helped the youth feel empowered and that citizen journalism is an effective way for global youth to create social change.
The document provides information about the 2011-2013 IUPUI Common Theme project titled "Change Your World: The Power of New Ideas". It will focus on social entrepreneurship using the book "How to Change the World: Social Entrepreneurs and the Power of New Ideas" as a campus reader. The project aims to promote campus unity, conversation, and collaboration across disciplines on timely issues. It offers opportunities for active learning, service learning, research, and collaboration both on campus and with the community. The steering committee will help by celebrating current social entrepreneurship activities, collecting stories and research, and providing resources to pursue new ideas.
1. Burning (Step 1) - Develop self-awareness of your personal motivation or "burning" for addressing a challenge through reflection and sharing experiences. The CISP participants reflected on moments when they felt fulfilled in their work.
2. Sensing (Step 2) - Gather information on the challenge through research, discussions with stakeholders and experts, and first-hand experiences to deeply understand it. The CISP staff used root cause analysis and a "deep dive" approach to understand gender-based violence in Somalia.
3. Questioning (Step 3) - Organize the information gathered through sensing by writing
This document discusses the potential for social media platforms to be used for social good. It provides two case studies as examples: the Kony 2012 campaign, which used high-quality video and social media like YouTube to raise awareness about Joseph Kony and was highly successful in reaching a global audience; and the Soita Mummolle campaign in Finland, which used grassroots techniques like street campaigns and knitting guerrillas along with social media like Facebook to address loneliness among seniors. The document also discusses challenges for social media campaigns, such as emerging from a crowded environment, monitoring the truthfulness of information, and accounting for cultural differences.
Ashoka is an organization that supports social entrepreneurs and innovators around the world. It was the first to recognize social entrepreneurship as a field. Ashoka finds the most impactful social change ideas and supports the entrepreneurs behind them through funding, connections, and other resources. Ashoka's Youth Venture program helps young people launch their own social ventures to address community problems. It provides training, funding, mentorship and ongoing support to help teams of youth develop solutions and sustainable social enterprises in areas like agriculture, the environment and more. The goal is to develop a new generation of "changemakers" who will lead social change throughout their lives.
ESEP (EUROPEAN SOCIAL ENTREPRENEUR PROGRAM)
The ESEP aims to discover, guide and train community leaders. This program is organized
by ICnet with Cooperación Internacional (NGO) in collaboration with InterMedia Consulting. Social
entrepreneurs are (quoting Ashoka) individuals with innovative solutions to society’s most
pressing social problems. They are ambitious and persistent, tackling major social issues and
offering new ideas for wide-scale changes.
Rather than leaving societal needs to the government or business sectors, social
entrepreneurs find what is not working and solve the problem by changing the system, spreading
the solution, and persuading entire societies to take new leaps.
Social entrepreneurs often seem to be possessed by their ideas, committing their lives to
changing the direction of their field. They are both visionaries and ultimate realists, concerned
with the practical implementation of their vision above all else. But, what kind of ideas? The
project aims to discover the excellent ideas behind social entrepreneurs through a research.
Each social entrepreneur presents ideas that are user-friendly, understandable, ethical, and
engage widespread support in order to maximize the number of local people that will stand up,
seize their idea, and implement it. In other words, every leading social entrepreneur is a mass
recruiter of local change makers.
Social innovations are new strategies, concepts, and organizations that meet social needs such as working conditions, education, community development, and health. They extend and strengthen civil society. Social innovation includes both social processes of innovation as well as innovations with a social purpose, such as online volunteering and microcredit.
The UN Global Pulse initiative uses big data for development and humanitarian action, such as providing anonymous privacy-protected climate datasets and assessing damage from natural disasters.
Interesting social innovation initiatives in Eastern Europe and Central Asia include using gamification to engage youth on unemployment and corruption in Moldova, a job search mobile app in Macedonia, and an SMS information service for farmers in Azerbaijan. The conclusion emphasizes defining problems,
The document discusses strategies used by the UN SDG Action Campaign to engage citizens and sustain momentum for achieving the UN Sustainable Development Goals. It describes global events like the annual Global Day to Act4SDGs on September 25th to mark the anniversary of the SDGs. It also highlights campaigns using new technologies like augmented reality illustrations of the SDGs and social media engagement. Additionally, it mentions the Global Festival of Action for Sustainable Development and SDG Action Awards to inspire action and recognize innovators. The MyWorld survey aims to empower all people to have a say in progress on the SDGs.
The document provides information about the 2011-2013 IUPUI Common Theme project titled "Change Your World: The Power of New Ideas". It will focus on social entrepreneurship using the book "How to Change the World: Social Entrepreneurs and the Power of New Ideas" as a guide. The Common Theme is coordinated by a steering committee and aims to promote campus unity, conversation, and collaboration across disciplines on issues connecting IUPUI to the local community and world. It offers opportunities for active learning, service learning, research, and collaboration between campus and community.
NASA, USAID, Department of State, and NIKE have joined together to form LAUNCH to identify and support innovative solutions to global challenges. LAUNCH's mission is to transform existing human systems into more sustainable, accessible and empowering ones. LAUNCH has supported innovators working in areas like clean water, healthcare, energy, and reducing carbon emissions. Evaluations found that LAUNCH provided a strong return on investment and generated social and intellectual capital through collaboration between innovators, governments, and industry leaders. Key learnings included investing in vetting innovators, fostering collaboration among innovators, and redefining sponsorship as true support throughout the innovation process.
The document discusses a study on the impact of citizen journalism and digital storytelling in empowering marginalized youth. It focuses on a program called JUMP that worked with Kenyan teens affected by HIV/AIDS. The study found that through sharing their stories and voices via podcasts, videos and personal narratives, the teens developed greater confidence, hope and optimism despite discussing challenging topics like HIV/AIDS. It recommends supporting more programs that empower youth to create positive social change through digital media.
The document discusses Amartya Sen's influential work on human development and capabilities approach that shaped UNDP's work, how UNDP implements a human development approach by empowering people and strengthening institutions, and how UNDP helps countries build resilience to shocks through approaches like disaster risk reduction and crisis prevention.
This document discusses social innovation and its relationship to design. It provides definitions of social innovation as innovations that meet social needs and generate new social relationships. Examples include the Open University, Wikipedia, microfinance, and hospice. The document discusses how social innovation differs from business innovation in focusing on social return rather than financial return. It outlines approaches to design for social innovation from the UK, Italy, and US and provides case studies of specific social innovation projects in these regions that address issues like poverty, health, and economic empowerment through human-centered design approaches. The document advocates for social innovation to be rooted in local contexts and involve continuous collaboration between diverse stakeholders over time.
The one year anniversary forum of Social Enterprise Weekly titled "The Imagination of 500 Seeds for the World" discussed whether society can allow everyone to dream. Francis Ngai, the founder and CEO of the Hong Kong Social Venture Fund, spoke at the event about innovating social change. The Social Venture Fund is Hong Kong's first venture philanthropy organization, founded in 2007. It focuses on providing financial and non-financial support to social purpose organizations through an equity-based model and has mobilized over 35,000 hours of support from 300+ professional volunteers.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
A Guide to AI for Smarter Nonprofits - Dr. Cori Faklaris, UNC CharlotteCori Faklaris
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
2. WORK COLLEAGUES WANTING TO DO SOMETHING DIFFERENT!
WCMT FELLOWSHIPS
BACKGROUND INFO
SOCIAL : INDIGO
3. DRIVING SOCIAL INNOVATION
IN NORTHERN IRELAND
DETI: “Harnessing the Power of Social Innovation to Drive the NI Economy”
The Young Foundation: “Socially Sustainable Northern Ireland – A Young Foundation
Intervention Proposal”
NI Executive: Innovation Strategy.
Cabinet Office: “Social Attitudes of Young People (Generation Z)” Foresight Study.
DEL: Youth Economic Inactivity Design Panel.
4. DEFINING SOCIAL
INNOVATION
“Social Innovations are new solutions (products, services, models, markets, processes
etc.) that simultaneously meet a social need (more effectively than existing solutions)
and lead to new or improved capabilities and relationships and better use of assets and
resources. In other words, social innovations are both good for society and enhance
society’s capacity to act”
This definition is still evolving!
5. KEEPING IT SIMPLE!
“Creating new solutions to solve societies intractable issues”
Or my alternative view:
Creating a new movement to gain momentum!
“Becoming A Lone Nut”
11. GLOBAL SOCIAL INNOVATION
South Africa: Rlabs have developed a three tier package of support for social
innovators: (1) Academies and skill training, (2) Living Labs – create enabling
environments, (3) RLabs investment – invest in sustainable and scalable
ventures.
USA: Recyclebank inspires and rewards smarter, everyday choices for a more
sustainable future. Recyclebank knows that group effort is the way to make a
positive impact and pull together communities, businesses and individuals.
Kenya: “Testimony” in Swahili – Set up during the civil strife in Kenya and has
now scaled up to be a global human rights platform.
14. SHARED VALUE
CORPORATE EXAMPLES
India: Developed for poor Indians who had no access to health
care. Selected drugs for 11 disease areas and devised a plan to
make drugs more affordable and increase health education.
Profitable after 31 months serving 42M in 33K villages in India.
Africa (Nigeria & Ghana): mPedigree – cloud based and mobile
phone system designed to tackle counterfeit drugs,
responsible for 700K deaths globally each year (i.e. 40% of
antimalarial drugs in Nigeria and Ghana are fake).
Secure code on packaging – text number to free number.
17. OUR IDEAS
Powered by SOCIAL:INDIGO
Social Nybble: Online collaborative network designed to develop ideas and
share resources with a common purpose to create measurable social impact
Social Jam: Development of a new North/South Social Innovation network
with a key challenge to create ideas to tackle youth unemployment.
The Book Reserve: New social enterprise designed by Social Indigo to employ
twelve young ex-offenders who are also parents per year and make the
business profitable over a three year period.
19. “The reasonable man adapts
himself to the world; the
unreasonable one persists in trying
to adapt the world to himself.
Therefore all progress depends on
the unreasonable man.”
George Bernard Shaw