The document presents an overview of social entrepreneurship in Singapore, elaborating on the roles of organizations like Young Sustainable Impact Southeast Asia (YSI SEA) in fostering youth-led sustainability initiatives. It covers various types of social enterprises, their business models, and emphasizes the importance of balancing social mission and profitability. Along with insights on effective strategies and personal reflections, the document also encourages young individuals to engage in social entrepreneurship and contribute to impactful changes.

1. Social Enterprise in
Singapore
Irsyad Ramthan
Co-Founder and COO
Young Sustainable Impact Southeast Asia
Presented at the Enactus NUS workshop series1

2. Access this presentation at
bit.ly/ysisea-social2019
2

3. (This deck serves as an information dense
appreciation to the good people who
constantly push the boundaries of how to
sustain good in Singapore and beyond.
There’s still a ways to go, but we will get
there)
3

4. Co-Founder and COO, Young Sustainable Impact Southeast Asia (since Jan 2018)
NUS B.Eng, Biomedical Engineering ‘17
NUS M.Eng, Biomedical Engineering (dropped out to pursue YSI SEA full-time)
Fellow, Bosch & Ashoka’s ChangemakerXChange 2019 in Hangzhou, China
Bronze Medalist, UNLEASH 2018
I busk sometimes with my band!
A bit about me!
4

5. About YSI SEA
5

6. About YSI SEA
6
Annual sustainability innovation
programme
5-month online and offline innovation process to create
sustainability start-ups with 24 Southeast Asian youth
2019 Main Partners
Workshops on 3 sustainability focus
areas, and other innovation topics
5 month online and offline process to create
sustainability start-ups with 24 Southeast Asian youth
Some Past Clients

7. What I was asked to cover
Social Enterprise in Singapore, types of Social Enterprises, and their business
models
(naturally, I decided to go overboard while my brain was rotting in reservist, so I’ll be covering a bit more than that)
7

8. What we will actually go through today
1. The state (and philosophies) of social entrepreneurship
2. A (non-exhaustive) list of the types of SEs in Singapore and the Region
3. Maximizing the youth (and student) edge
4. A quick note on building (a safety net) for the future
Parts 1 and 2 will be a bit more information dense, while parts 3 and 4 will be a bit
more of a reflective exercise
(also, a quick shameless plug at the end that we are recruiting Impact Partners for our 2020 innovation programme)
8

9. 1. The state (and philosophies) of
social entrepreneurship
9

10. Sustainable Development:
Development that meets the needs of
the present without compromising the
ability of future generations.
10

11. Adapted from J. Kingston Venturesome, CAF Venturesome, and European
Venture Philanthropy Association
11

12. Adopted from the University of Michigan Sustainability Assessment [Rodriguez et al.,
Three aspects of sustainability
12

13. Adopted from the University of Michigan Sustainability Assessment [Rodriguez et al.,
Traditional for-profits
The focus of traditional for-profits
13

14. Start-ups: Single North-Star Metric
14

15. Start-ups: Emphasis on value capture
15

16. The work to figure out various value capture
mechanisms has been done
This paper comprehensively outlines them
16

17. There are also ways to determine “product market fit”
Source, with thanks to Startup School 2019
17

18. Many many more considerations for a
social enterprise
18

19. Adopted from the University of Michigan Sustainability Assessment [Rodriguez et al.,
Social Enterprises
Ideal direction of social enterprises
Traditional for-profits
19

20. How do you balance impact and profit?
What’s the exit mechanism?
Is it disappointing if you discontinue, or are the
effects on your benefactors much more
pronounced?
Why are there so many questions???
20

21. [complexity is challenging, the task seems
daunting, the rewards less clear...
...but that absolutely still makes the social
enterprise journey one worth doing]
21

22. [with complexity, comes differences in approach]
[the collective wisdom is substantial]
22

23. Great for providing starting
points, particularly in the
social space
A high-level (non-exhaustive) introduction to
different approaches
Good for providing
very specific directions
in many different
aspects
Very holistic way of
assessing the overall
organization that you
are building
Gold-standard catalyst
for direct impact
makers to be systemic
impact drivers
23

24. Let’s provide products and services, drive social
good, and measure it!
24

25. 25

26. 26

27. https://www.raise.sg/images/resources/pdf-files/Social-Value-Toolkit-Guide.pdf
27

28. Key Limitation:
~ Lack of definite scope to cover
environmental and ecological causes
Key Strength:
+ Definition of SE and main intended
benefactors are clearly outlined
28

29. Let’s outline everything that we need to change
in the world!
29

30. https://ourworldindata.org/uploads/2018/06/SDG-Data-Matrix-01.png
30

31. Key Strength:
+ Ongoing identification of measurable
indicators for a wide range of issues
Key Limitation:
~ Sometimes does not address the
interlinkages between individual issues
31

32. Let’s push the boundary of what makes a
company “good”
32

33. 33

34. From https://bcorporation.net/certification
34

35. “It just changes the fiduciary duties right? So the common
goal of your average corporation is you make money for the
stockholders? B Corp is more like there's a social good so
the fiduciary duties on the part of the management and the
directors are different.
It's not really YCombinator's thing...we haven't done a lot of
them so we don't really have any data about what that looks
like long-term.
I will say we do have one recently that converted into a B
Corp that had been around for like five or six years so that's
something you could consider.”
Carolynn Levy
worth nothing that YCombinator and its community
view BCorps as either a curiosity...
35

36. ...or a liability “You can imagine it might not be as attractive to
your typical venture investor. If you're looking to
create a start-up which is high growth, you won't
generally see a B Corp and most investors probably
look at that askance.”
Geoff Ralston
36

37. Key Limitation:
~ Much less straightforward; may not be
as easily understood or accepted by outsiders
Key Strength:
+ Holistic and clear approach that potentially
enables all companies to do good better
37

38. Let’s get everyone to be a changemaker to drive
systemic impact
38

39. 39

40. 40

41. 41
Source: Ashoka.org

42. Source
42

43. Key Limitation:
~ High barrier to entry and steep learning
curve (in relation to systemic impact)
Key Strength:
+ Clear systemic impact intent, and
comprehensive support network
43

44. [Note: YSI SEA’s approach is on emphasising understanding
key issues from a systems level in a multidisciplinary manner]
44
[Our hypothesis is that better systems understanding would
result in more innovative solutions]

45. The rabbit hole of definitions goes deep, so don’t
focus energy on optimizing or critiquing the path and
trying to create the “perfect” social/sustainable
enterprise right from the start
Pick a path, know its strengths, acknowledge its
limitations, improve as you go along, and know that
the paths are not mutually exclusive
45

46. Adopted from WeForum Global Risks Report 2019]
46
Additionally, the fabric of global security continue to
be pulled apart by numerous interconnected factors

47. Source: UNRISD
47

48. We need good, thoughtful, and driven people to drive
social and ecological good, now more than ever
Social entrepreneurship is a (potentially) effective way
to drive impact, and a great way to attain a deeper
understanding of complex issues first-hand
48

49. So in summary, a super generalized view of what is
important to run different organizations
49

50. The keys to tech start-ups are growth and value
capture
50
The keys to traditional SMEs are sufficient volume
and margins
The keys to charities are efficacy, impact, and a stable
donor base
(and arguably, planning for redundancy)

51. The key to social enterprise is balance, with the
mission as the centre of gravity
(which can be amplified by a desire for systemic change)
51

52. Remember, Grab’s vision was significantly shaped by
Tan Hooi Ling’s desire to make taxis safer in Malaysia
Would you consider them a social enterprise?
52

53. 2. A (non-exhaustive) overview of the
types of SEs in Singapore and the
Region
53

54. Source: SMU Lien Foundation Reports
54

55. Source: NUS ACSEP
55

56. Source: NUS ACSEP
56

57. Source: NUS ACSEP
57

58. Let’s take a look at some SEs of different approaches,
and how they have attempted balance
(Note that their listing may not necessarily be an endorsement)
58

59. 59

60. App that prevents food
waste by bringing unsold
inventory back into the
market since 2017.
Mental health anonymous
peer-to-peer support
community platform,
since 2016.
Marketplace supporting the Data
Revolution of purpose-driven
organizations since 2018.
60
Full-stack events management,
with a focus on hiring from the
special needs community
since 2008.
Volunteer and community
management platform for the
social and non-profit sector since
since 2017.
Specialty coffee company
that empowers differently-
abled persons since 2017.
Closed captioning and similar
solutions that hire those in
greater need of employment
since 2015.
Provision of healthcare to all
in need of it through a
platform since 2017.
Social and sustainable
product marketplace since
2014.
Creating drone solutions for
the remote and rural since
2017.

61. 61

62. 62
Providing natural and nutritious
snacks straight to consumer
since 2014.
Conscious coffee
provider and barista
trainer since 2013.
Singapore’s first BCorp
Video storytelling strategy and
service provision since 2016.
Leveraging tech and the internet
to connect various
marginalized people to the
global economy since 2017.
Waste management and
recycling research and
strategy firm since 2011.

63. 63

64. Decentralized online platform that enables building spaces
for people/organizations to impact local communities,
specifically the Orang Asli. since 2013.
Based in Malaysia
64
Leading a grow-your-own-food movement that shows
Singaporeans how urban farming results in self-
sufficiency, better food waste management, and
closer communities since 2012.
Provides English and skills development for migrants
and refugees since 2013.
Advocacy and community builder for organizations
pushing for global sanitation since 2001.

65. Other Social Enterprises
(again, they are all mission first organizations)
65

66. Full-stack events B2B
app that enables
reduced events waste
since 2017.
Sustainable alternatives
online shop that supports
channels their profits to
marine conservation
organizations in Southeast
Asia since 2018.
Farm that nurtures and
educates an eco-
conscious community in a
hands on manner since
2009
(donate here if you can;
they do really good work)
66
End-to-end training
and job-matching for
youth from all walks of
life since 2019.
Provides low-
cost loans to
social
entrepreneurs
since 2018.
(& many many more that I would love to take time to uncover the next time I revisit this deck)

67. (Note that some people who run SEs do many
other things on the side to keep themselves
financially sustainable.
Balance is a tricky thing.)
67

68. ACTIVITY:
Do you have social enterprises you admire?
Why do you admire them?
68

69. As a start, be sure of the needs of beneficiaries,
and have some idea of a mechanism
69

70. 3. Maximizing the youth (and student)
edge
70

71. Some key advantages as a young student
Neuroplasticity
A very structured consistent week
The “student card”
71

72. Neuroplasticity
Ability to form a wide knowledge base (& fight off the Dunning-Kruger effect)
Higher energy to empathize with benefactors and users
Ability to constantly re-evaluate the solution’s efficacy (& fight off the
Einstellung effect)
72

73. Dunning-Kruger effect
People mistakenly assess their cognitive ability as greater than it is.
Comes from the inability of people to recognize their lack of ability.
73

74. Einstellung Effect
Refers to a person's predisposition to solve a given problem in a specific manner
even though "better" methods exist (unwillingness to change solution).
Sometimes people go so far as to change the problem to fit the solution
Negative effect of previous experience when solving new problems.
74

75. 75

76. A very structured, consistent, and open week
76

77. The “student” card
Easier to open doors
Wider margin to make mistakes
Leave of absences
77

78. ACTIVITY:
What are issues that you care about?
Why do you care about them?
What are some immediate first steps?
78

79. 4. A quick note on building (a safety
net) for the future
79

80. From a strategic and tactical perspective for the early stage
SE, I would recommend 3 starting approaches:
1. Business Model Canvas (mapping the essentials of running
a new venture)
2. Theory of Change (having an impact vision)
3. Thesis Plan (systematically eliminating risks)
Additionally, the pioneer gap is something that you may want to
brace yourself for.
80

81. From an individual level, it’s also worth thinking
about the kinds of safety nets that you will need
to have some peace of mind that you can embark
on this journey
81

82. These are some safety nets you can consider
Certainty of timing
Confidence of self and team
Clear understanding of the risks and opportunities
Emotional and psychological support networks
A bootstrappable lifestyle/Revenue/Access to external capital
An end-game (you are not forever married to your work) (highlighted by UNFRAMED)
A reboot to a new venture
(regrettably, a lot of these resources point towards traditional start-ups/enterprises, but some lessons carry over. it’s up to us to be discerning)
82

83. (lastly, YSI SEA is recruiting Impact Partners)
83
We will train you to empower other Southeast Asian youth.
Our team currently comprises of professionals from corporate innovation, user
experience, marketing, human resources and design thinking. We also have students
with strong entrepreneurship interest.
We meet once every 2 weeks, and video call our assigned team once a week.
bit.ly/ysi-impactpartner2020

84. 84
Thank you!
linkedin.com/in/irsyadramthan

85. ||ADDITIONAL RESOURCES||
85

86. The Pioneer Gap - an insight into the financial challenges of scaling SEs
Tackling Heropreneurship - importance of falling in love with the problem and not
your SE
Write a Thesis Plan - a start-up centric article that talks about the concept of risk
elimination through a thesis plan (a tool that can be used alongside the BMC)
Learning from voluntourism’s critics - insights on not repeating similar mistakes
when embarking on a social enterprise
Food for thought to deepen your thinking about
tangible social enterprise challenges
86

87. ALSO, SO MANY CANVASES
(especially since you guys will be
exposed to BMCs)
87

88. https://www.strategyzer.com/canvas/business-model-canvas
88

89. https://www.raise.sg/images/resources/pdf-files/SE-Model-Canvas.pdf
89

90. 90

91. https://www.case-ka.eu/wp/wp-content/uploads/2017/05/SustainableBusinessModelCanvas.jpg
91

92. https://www.strategyzer.com/blog/posts/2016/2/24/the-mission-model-canvas-an-adapted-business-model-canvas-for-mission-driven-organizations
92

93. 93

94. FINALLY, some starting pointers on
thinking about impact
94

95. Theory of Change vs Logic Model - Two most common ways of mapping intended
impact and everything before it; would recommend starting here
Differentiating Inputs, Outputs, Outcomes and Impact - Not everything is an impact
The Lean Data Approach - Data collection strategies
(With thanks to Edward Yee of Givfunds for resource recommendations)
TOOLS!
95