SUCEEDING AT SOCIAL ENTERPRISE

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New zealand disability support network 2012 social enterprise workshop

SUCEEDING AT SOCIAL ENTERPRISE - Learning’s, tools and engagement from two social entrepreneurs.

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SUCEEDING AT SOCIAL ENTERPRISE

  1. 1. SUCCEEDING AT SOCIALENTERPRISE Learning’s, Tools, Engagement
  2. 2. Who are you? What do you do in your organisation?What is your interest in social enterprise?
  3. 3. What are we going to learn today? Who are we What is social enterpriseWhat’s the problem Start up tools and systems Core competencies Lifetime Design
  4. 4. + Highly accomplished and results drivenexecutive with over 19 years of successful newenterprise development and businessleadership experience. Achieving revenue,profit, and business growth objectives withinstart-up, turnaround, and rapid-changeenvironments.+Acknowledged in New Zealand for Innovationand Entrepreneurial achievements in 2009+Passionate about helping not-for-profitsconvert into not-for-loss via development ofsocial enterpriseEverywhere:www.linkedin.com/in/travisokeefe
  5. 5. Media coverage of previous projects
  6. 6. Vivien Maideborn Viv Maidaborn video
  7. 7. Powerful learning - Social
  8. 8. Powerful learning - business
  9. 9. ANY QUESTIONS?
  10. 10. WHAT ARE SOCIALENTERPRISES?
  11. 11. ‘DOING CHARITY BY DOING TRADE‘NOT FOR LOSS‘A business with primarily social objectives whosesurpluses are principally reinvested for that purpose.’ Using entrepreneurial ways of working to solve social problems
  12. 12. WHAT ARE SOCIALENTERPRISES?“ BUSINESSES WITH A DOUBLE BOTTOM LINE –DOING GOOD + MAKING PROFIT”
  13. 13. Levels of Integration betweenSocial and Business Activities
  14. 14. ANY QUESTIONS?
  15. 15. Framing the Problem• Who is concerned about reduced funding?• Who has strategic outcomes that government funding would not be appropriate for?• Who has increasing costs?• Who feels confident that you could start an independent revenue stream within your organisation right now?
  16. 16. Is it going to get better? • You have a choice – Proactive or Reactive • If you continue to do the same things, you get the same results • Is it necessary to your survival? • Is it key to your financial health?
  17. 17. The Starting Point• Know Your Core Competencies • Process • Brainstorm, group, summarise • Leveraging core competencies • How much do we value our core competencies • Who else might value our core competencies • How do you leverage your core competencies
  18. 18. Know what youdont know
  19. 19. ANY QUESTIONS?
  20. 20. WHATS’S THE KEY DIFFERENCE BETWEEN A SCALEABLE START UP AND ANESTABLISHED COMPANY?
  21. 21. Learn from my ‘Start up’ businessexperiences
  22. 22. A start up is not a smallerversion of a larger company
  23. 23. The lifecycle of acorporationis notappropriatefor a start up
  24. 24. A start up has unique stages of development with distinctive behaviour and modes of thinking
  25. 25. It progresses through distinct stages * unique set of challenges and decisions * requiring vastly different resources, * different skills * and different strategy
  26. 26. Unlike a large In a start up,profitable cash is notcompany, king!start ups have What is important is thelimited time number of timesand require you can adaptprocesses to find the right business modelthat are cost before you runeffective and out of money.quick
  27. 27. GET THE RIGHT TEAM ON THE BUS! Someone who has ‘start up experience’, that can help you too fail fast and pivot quickly
  28. 28. If you had an experienced‘start up’ team 1. ideas generation6 mths 2. interrogating ideas and refining options – which may include some crude financial modelling of their likely implications for income and expenditure 3. market research to test the feasibility of an option6 mths 4. developing an operational plan 5. piloting the project 6. development and implementation18 mths 7. successful generation of a surplus
  29. 29. Start ups are atemporaryorganisationdesignedto search for ascalable andrepeatablebusiness model Business Plans vs Business Models
  30. 30. START UP BUSINESS PLANan exercise in creative writing with aseries of guesses about a customer problem and the product solution Plans fail in start ups
  31. 31. not for a start up context
  32. 32. Quickly find a profitable and scalable businessmodel OR go out of business
  33. 33. A business model describes how your company creates,delivers and captures value
  34. 34. THREE THINGS A START UPGOVERNANCE BOARD NEEDS
  35. 35. At least one director who has start up competency1
  36. 36. A policy document signed2 off by the shareholders So the board can refer to it when making decisions
  37. 37. Acommunicationsplan for theshareholders 3
  38. 38. What should a start upgovernance board measure? The appropriate milestones that measure a start up’s progress
  39. 39. How well do we understand 1 what problems customers have?
  40. 40. How much will they pay 2 to solve those problems?
  41. 41. Do our product features solve these problems? 3
  42. 42. Do we understand 4 our customers’ business?
  43. 43. Do we understand 5 the hierarchy of customer needs?
  44. 44. Have we found visionary customers 6 ones who will buy our product early
  45. 45. Is our product a must-have 7 for these customers?
  46. 46. Do we understand the salesroad map well enough 8 to consistently sell the product?
  47. 47. Do we understand what we need to be profitable? 9
  48. 48. Are the sales and business plans 10 realistic, scalable, and achievable?
  49. 49. What do we do if our model turns out to be wrong?
  50. 50. ANY QUESTIONS?
  51. 51. Your organisation’s core competencies +Other competencies that your venture will need + Start up core competencies = SUCCESS
  52. 52. THE KEY QUESTION IS: IN-HOUSE OR OUTSOURCE
  53. 53. ANY QUESTIONS?
  54. 54. LIFETIMEDESIGNLTD Travis O’Keefe STRATEGY & DEVELOPMENT
  55. 55. MAKING HOMES ACCESSIBLE & SAFER for all the ages and stages of life
  56. 56. 2006 – The story of Lifetime Design Starts Here • It is a story of observing what works over time • A story of governance in action • It began working to achieve more accessible homes in NZ • And with a Board challenge to the CCS Disability Action CEO • For me it has become a life changing process and a deep inquiry into the role of social innovation and enterprise in achieving scalable social change in NZ and the world
  57. 57. Video of consumers and industryendorsing our SOCIAL ENTERPRISE’Sachievements for the disabled and elderly
  58. 58. Lifetime Design – Celebrating the Successes• Political Champion in Minister Turia• Maori Party negotiating Lifetime Design houses through Housing New Zealand in their confidence and supply agreement• Government cabinet endorsing Lifetime Design in the Christchurch rebuild• Planned 2500 houses in Christchurch• Early adopters, 2nd largest builder in retirement industry- Summerset
  59. 59. Thank You
  60. 60. TRAVIS OKEEFEHere: travis@imtv.co.nzEverywhere: www.linkedin.com/in/travisokeefe

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