Transcript Social Entrepreneurship and Innovation

Social Entrepreneurship and
Innovation
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Presented
by
Jamila Aman
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Workshop Purpose
• Celebrate and build on success
• Outline systematic approach
• Earned income
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Establish business objectives/criteria
Product development
Product screening
Risk management and readiness
• Shared services (MSO)
• Venture philanthropy
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Social Entrepreneurship
• We are a world of wall builders, partitioners, and
dividers of space. We long for the security of
safe places. We construct these barriers in a
vain attempt to control the elements, to keep the
rain from dampening the fire, the wind from
covering ours lives with the inevitable dust.
Many of the walls we build are essential to our
survival. Many, however, are not. By fortifying
the unnecessary walls, we in business (for profit
and not-for-profit)..huddle in the systems we
have closed. The consequences: thinking
decays and novelty vanishes.
•
Open Boundaries- Howard Sherman and Ron Schultz1998
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Social Entrepreneurship
• Application of entrepreneurial attitudes to
social sector:
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Change is the norm
Embrace change
Seek change
Client focused
Shift resources from low to high productivity
Calculated risks
Create something new
Strive for Transparency
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Organisational Readiness
Risk Management
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Issues
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Fear of loss of control
Resources – financial/human
Risk averse culture
Conflicting ends
Lack of structure/governance for success
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Organizational Readiness
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Strategy
Governance
Human resources
Finances
Operations, Products and Services
Market perspective
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Strategic Management Overview
C. Input
Current
State
D. Throughput
Strategic
Implementation
Annual Strategic
Review and Update
A. Output
Future
State
Change Management
5. Current State
Assessment and
Business Planning
Parallel
Process with
Key
Stakeholders
4. Objective
Development
2. Strategic
Planning: Vision,
Mission, Values
B. Feedback
3.Strategic
Priority
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Mapping the Future
Ideal Future Vision
• Formulate dreams that are worth believing
in & fighting for by meeting 3 challenges.
Challenge #1. Vision Statement
Challenge #2. Mission Statement
Challenge #3. Core Values
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Ideal Future Vision
Answer all or any of the following
questions:
What will put you out of business?
What is your ultimate vision of success?
What is your ideal community vision?
Answers may be - end of
homelessness, hunger etc.
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Mission
What is your organization’s part in achieving
the vision?
What do we produce?
Who do we serve?
How do we do it?
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Values
What do board members & employees stand
for & embrace?
What are the rules?
May include integrity, transparency,
entrepreneurship, innovation etc
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Strategic Priority Development
Balanced Score Card Format
Consider organizational success from more
than one perspective, for example:
Internal Business Processes
Client
Financial
Human Resources
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Strategic
Priorities
Financial
Answer the question:
How do you wish to
appear to your
owners/funders?
Client
Vision
Mission
Values
Answer the question:
How do you wish appear
to your client/customer?
Internal Business
Processes
Answer the question:
In order to achieve your
mission, what business
processes must you excel
at?
Human Resources
Answer the question:
How do you sustain your
ability to learn and grow?
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Earned Income
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Results in Other Ventures
• 90% of successful ventures relate to the nonprofit’s mission
• Planning matters
• 46% of non-profits with ventures have more than
one
• 69% are profitable
• Profitability is reached in 2.5 years on average
• Only 10% use a spin-off – cutting edge
• The largest benefit is the creation of an
entrepreneurial culture (58%)
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From a survey of non-profits operating business
ventures
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Systematic Approach
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Systematic Approach
• Determine organisational
– Need for innovation
– Purpose
• Organisational readiness and commitment
• Product development
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Search for opportunities
Create new services and screening
Research, design, testing
Launch, evaluation and revision
• Portfolio approach
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Strengthens Organisations
Achieves Mission
• Generates revenue
– Unrestricted
– Greater degree of control
– Enables growth beyond funding base
• Supports mission and strategic plan
• Create valuable new services/SROI
• Enhances profile
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Balancing Mission and Financial
Return
Strong Business Case
SECOND PRIOIRTY
BUSINESS
HIGHEST PRIORITY
VALUE ADDED
Weak Business Case
DON’T PURSUE
PHILANTHROPY
Limited
Advances Mission
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Product Development
Process
Planning for Success
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Definition of a Good Idea
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Meets a significant customer need – a market
Return on investment
Risk managed
Competitive advantage
– Cost
– Performance
• Leverages a strength/asset
• Fits with mission/values
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Enterprises
• Mission related products or services
– Same product, new market: geographic or customer
– Programme related products (manuals)/services
(EAP)
– Staff resources (MSO/training)
– Public sector contracting
• New product/leveraging organisational strengths
– Client resources (social firm)
– Soft assets intellectual property (licensing/franchising)
– Hard assets (rental)
• Unrelated business (Ben & Jerry’s)
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Product Creation
Pre-work
• Scan
– Community trends and needs
– Potential market opportunities – market research
– Attend conferences/read magazines/annual
reports/web/etc
– Assess what competitors are doing
• Scan
– Internal capacities (swot)
• Leading edge networking
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Brainstorming
• Use information/knowledge/fantasy/dreams/intuition
• Build on experiences of and skills/knowledge in the
organisation
• Lateral thinking, scramble patterns
– e.g. pose a problem and only outrageous solutions are
suggested
• Look at data for opportunities, look at it from other
people’s perspectives
• Be excited, accept thoughts/play with them - have fun
• Bring experts from different organisations together
• Discuss with others, family, friends, associates
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Level 1 Screening Criteria
Does the idea further your vision, mission, values and strategic priorities?
1=no, 2=partial fit, 3=full fit
Is there a potential customer benefit?
1=none, 2=some need/some customers, 3=urgent need/many customers
Are there profit potential (by third year)?
1= less than 20K, 2=more than 20 k but less than 50k, 3= more than 50k
What investment is required?
1 = major investment , 2 = minor investment, 3 = achieve with current resources
Is there a champion?
1=no, 2= neutral 3=yes
Is there risk?
1 = high risk (no known mitigation), 2 = medium risk (new strategies needed), 3 = low risk
(strategies in place)
Scoring: each idea will have a score of 6-18
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Screening Phase 2
• Create a concept statement
– Describe product
– Target audience and reason for buying it
– When, where, how?
• Product attractiveness
– Financial results
– Marketing issues and competitors
– Risk factors
• Does it fit with the organisation?
• Test with sample of external experts
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Screening Phase 3
Feasibility Analysis and Priority Setting
– Does the product have financial potential?
– How likely is the product to implemented
successfully (easy or hard)?
– Is an investment required?
– Is an investment justifiable in terms of
financial or mission improvement?
– Does the product advance mission
and strategic priorities?
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The Success Quadrant
High
financial
and social
impact
Low Potential
Consider Later
Top Priority
Continue Screening
Low
financial
and social
impact
Not Strategic
Do Not Consider Further
Long Term
Consider Second
Low
(Idea will be relatively difficult to
implement)
High
(Idea will be relatively
easy
to implement)
Fit with Organisation
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First Set of Measures
Product A
Rating
Financial Measure
Weighting
0
Appropriate solution
Revenue potential
Profit potential
1
1
2
Not a significant
need
Do not address
need as well as
competitors
Under £50K
Likely loss
Investment required
Investment financial payback
1
1
Major investment
>£100K
None
Significant customer problem
2
1
Need that is
addressed by others
reasonably well
Addresses need as
well as competitors
£50-100K
£0-50K
Large amount of
funding required £25-100K
>3 years
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3
Urgent unmet need
consistent with mission
Urgent unmet need
Addresses need in a
unique and more
effective way
£100-250K
£50-100K
Addresses need and no
one else does at all
>£250K
>£100K
Modest funding
required - <£25K
1-3 years
Could achieve with
existing resources
First year
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Second Set of Measures
Product A
Rating
Success Measure
Weighting
0
Fit with mission/ values
2
Contrary to
mission
Similar products in the market
2
Many similar
product exist
Stage of development
2
Spin-off effects
1
Conceptual
Negative impact
on organisation
reputation
Risk
2
High risk
Existing skills
1
Competitive advantage
2
Partnership opportunity
1
Inhibiters
1
1
Not a fit
Few similar product
exist, and cutomers
are satisfied
Defined idea
No impact beyond
initiative
Low / Medium risk
Skills are readily
Significant skill
available through
gap
partners
No significant
Competitive
difference from
disadvantage
competitors
Believe there are
partners, but not sure
No likely partners
who
Significant cultural
Some inhibiters
or other change which may be difficult
required
to address
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3
Partial fit
Yes
Few similar product
exist, but customers
are not saitsfied
No similar products exist
Developed marketing Business plan thought
plan
out
Strong positive impact
Positive impact on
on organisation and
organisation
community
Manageable risk
(strategies to address)
No risk
Can address skills with
modest training
Have the skills already
Good value
proposition but can be
Sustainable unique
matched
solution with niche
Possible partnerships Likely partners exist and
but unclear of interest
are interested
Some inhibiters, but
likely to be able
address
No significant inhibiters
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Strength of Idea
High
financial
and social
impact
Product A
Low
financial
and social
impact
Low
(Idea will be relatively difficult to
implement)
High
(Idea will be relatively easy to
implement)
Fit with Organisation
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Screening Phase 4
Business Planning
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Benefits of Writing a Business Plan
• Refines the idea
• Writing it down makes it real
• Creates a framework for making the idea
happen
• Method of external communication
• Internal due-diligence tool
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Guidelines for Successful Plans
• Aim for a maximum of no more than
twenty pages in the main body of the plan
• Be as brief and crisp as possible when
explaining your idea and strategy
• Quantitative
• Specific
• Cover what investors are looking for
• Address risk and exit
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Business Plan Format
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Cover Page and Executive Summary
Description of the business
Industry and Market Analysis
Marketing, Communications and Sales Plan
Management and Operations / Launch Plan
Risk Assessment and Contingency Plan
Exit Strategy
Financial Plan for Your Venture
Supporting Documents
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After That….
• Development
• Testing
• Launch
Entrepreneur
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Organisational
Structure
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Why Separate?
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Different cultures/ends
Shield non-profit from business risk
Raise external capital
Enhance focus on non-core markets
without compromising non-profit’s purpose
or funding
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Structure
Business
Non-profit
Organisation
Business
Intellectual
Property
Enterprises
Holdings
Business
Business
Operational
Support
Purchase
Of
Service
Investors
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Transition
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Clean break, separate entities
Share resources, purchasing services
Conflict of interest
Sharing management
Compensation
Share purchasing
Transition plan and monitoring
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Relationship With Non-profit
• Customer/vendor/owner (major
shareholder)
• Separate companies – consistent vision
• Some price concessions to keep charity as
a customer and meet mission
• Mutually beneficial for Enterprises to
succeed
• Negotiated and governed by contract
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Significant Key To Success
• Foster a dynamic, success generating,
entrepreneurial ethos
• Provide support to staff who are:
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Creative
Innovative
Entrepreneurial
Productive
Successful
Aspiring
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Partnerships, Alliances
Mergers, Acquisitions
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• Working together
– Creating efficiencies
– Enhancing quality
• Allowing for a focus on services
• Supporting social enterprise
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Context
• Pressure to create efficiencies
• Enormous duplication
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One Approach - MSO
• A management service organisation
(MSO) is an integration that includes the
creation of a new organisation in order to
integrate administrative and fundraising
functions, and thus to increase the
administrative efficiency and effectiveness
of participating organisations. It may
include co-location.
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Benefits
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Enhances quality, strengthens organisation
Generates revenue: cost savings/profit
Frees management time
Keep up
Enhances profile/reinforces advocacy partnering
Reduces risk
Entrepreneurial spirit
Supports mission and strategic plan
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Examples of Savings
and Quality Enhancement
• Procurement
– Average 26%, Up to 50% on certain items
– One organisation – 32% savings (equivalent
of a 1 FTE freed up for the organisation)
• Finance/HR/IT
– Higher quality, more comprehensive service
– Potential for savings/minimally breakeven
• Fundraising –access to focused expertise
at low cost
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MSO Possibilities
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Process
• Creative/interactive/inclusive
• Full participation of the stakeholders,
leading to a strong sense of ownership
• Mentoring
• Idea creation and implementation process
• Systematic
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Way Forward
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Initial meeting/test concept
Research/interviews/preliminary assessment
Workshop/obtain commitment to the process
Business feasibility and priority setting
Stakeholder meeting/commitment
Business planning and communication
‘Partner’ meeting/buy-in
Launch/build scale
Add products
Add members/customers
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Process
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Refine Business Plan with Trustees
Council support - letter of intent - £1.25M
Identify other markets
Discussions with other potential partners
Fundraising
Commitment from Trustees to MSO
Launch MSO Early 06
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One Final Thought
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The acid test for shared services (Tom Peters)
• Are we good enough to sell this service
on the open market?
If not, why are we “buying” from
ourselves
when nobody else would buy it from
us?
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Venture Philanthropy
High Engagement Giving
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What is Venture Philanthropy?
Capital and human resources invested in
charities by various types of investors in
search of a social return on their
investment. VP involves a high
engagement over many years with fixed
milestones and tangible returns and exit
achieved by developing alternative,
sustainable income.
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Venture Philanthropy
Investing In
Programmes
Services
Infrastructure
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Ventures
Social
Enterprise
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Elements
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Capital for growth, reliable money
Human resource expertise/strategic coaching
Partnering internally and externally
Performance centred, results orientated
Long term, exit strategy to sustainability
Business case/plan
Business to business presentation
Management, board, cash management, impact
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Venture Philanthropy
Priority
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Significant problem
Appropriate solution
SROI
Enthusiasm/being with a winner
Impact/building on success
Innovative and entrepreneurial
Fit with your values/vision
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VP Benefits – A US Example
What Funders and Grantees Say
• Partnering
• Reliable, long term grant money
• Improved organisational capacity, better:
– Evaluation systems
– Marketing business and strategic planning
– Fundraising
• Improved organisational performance/growth
• For every $1 invested, $3 gained in expertise
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UK VP Activities
Just Beginning
• Funds
• Examples
– World-in-Need
– Impetus
– Laidlaw/Ryan
– Charity Technology
Trust
– Plan International
– Tomorrow’s People
– Help the Hospices
• Corporate
Involvement
– Shell
– Diageo
• EU VP Association
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Investor Motivation
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Apply knowledge/intellectual stimulation
High engagement
Joy of giving
Image enhancement
Social return on investment
Corporate social responsibility
Help business units achieve their goals
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Case Study: Corporate Venture
Philanthropy
Diageo plc
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Small number of very high engagement initiatives
Directly led to the creation of Tomorrow’s People
Board and management support
Measurement and accountability
• SROI evaluation
• Communication of value to stakeholders in community
– Exit strategy in long term
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Case Study: Strategic
Partnerships
New Profit, Inc.
– Modelled after a venture capital fund
– Significant support to few investments
– CEO coach from Monitor Group
– Board of Directors position
– Portfolio manager
– Access to other resources
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Trade Association Driven Fund
Social Equity Fund
– Created by trade association to further its
business objectives
– Special purpose fund managed by the trade
association using VP principles
– Invests in charities in a competitive fashion –
an market place for innovation
– Mechanism for member organisations to act
as high engagement donors
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Trends
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Increased/new capital and expertise
Impact on/leverage with other funders
VP model will evolve
Impact on charity behaviour
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Increased Capital
• New philanthropic giving - people or
corporations who may otherwise not be
philanthropic
• Opening up opportunities beyond CSR
departments to access funds/expertise from the
various business units
• Increase the level of commitment of existing
donors, reinvigorating and advancing mature
funding relationships
• Success stories will lead to expansion in Europe
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Leverage Outside Of Movement
• Traditional grant makers will adapt some of the
principles of the movement
• Increase in the acceptability of infrastructure
funding
• Traditional grant makers will co-invest with
venture philanthropists
• Venture philanthropy due diligence/investment
will act as a positive signal to other grant makers
• Venture philanthropists will provide services to
support other grant makers
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Evolution Of The Model
• Partnering in a true sense - working within
the mission of the organisation as
opposed to driving the mission
• Social return on investment evaluation will
continue to be applied, leading to more
efficient practices
• Increase in investing in mission-based
social enterprise/trading for a FROI/SROI
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New Capital Structures
• Funders will create blended fund portfolios
– diverse funders, joint working
• Charities will lead the creation of captive
funds in support of their mission
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The Organisational
Strategic Plan
Internal
Marketplace
BUSINESS PLANNING
Extra capacity + expertise
Capital
Innovation
Fund
Funds
Portfolio
£
ORGANISATIONAL
EXPERTISE
Revolving
Innovation
Fund
INVESTOR
EXPERTISE
Endowment
Innovation
Fund
INVESTOR
investment
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Changes In Charitable
Organisation Behaviour
• Charities will proactively encourage
venture philanthropy and create venture
philanthropists – creating an internal
market
• Increased emphasis on social return on
investment will encourage a more efficient
use of resources
• Increased familiarity with business
language and practices
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Screening Criteria
• Significant problem/appropriate
solution/SROI
• Good strategy, business plan, exit strategy
• Good management team
• Do the numbers make sense?
• Enthusiasm/being with a winner
– Building on success
– Innovative and entrepreneurial
– Fit with your values/vision
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SROI Elements
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Issue/problem
Solution (product/service)
Investment required
Desired outcomes
– Client
– Organisation/enterprise
– Stakeholder/investor desired outcomes
• Data management/evaluation
• Social and financial return on investment
– Social enterprise financial performance/value
– Cost savings/gains to government
– Client
Sources of information
–
Roberts Enterprise Development Fund
–
New Economics Foundation
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Strategic Issues
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Develop criteria in partnership
Trust, partnering and control
Due diligence and fit
Innovation and risk taking
Organisational readiness
Cultural differences
Exit and sustainability
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Process with a Charity
• Product development/feasibility study
• Finalise programme/infrastructure/commercial
selection and internal fund structure
• Finalise readiness issues and solutions/plans
• Prepare business cases and business plans
• Research, preparation and training
• Launch, implementation and evaluation
• Networking and business to business
presentation
• Follow-up and negotiation
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Identifying Potential Investors
• Current supporters and their networks
– Existing member/donor database
– Member/donor networks
– Staff/volunteer knowledge
• Research
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Competition
Rich lists
Trusts
Media
Investor groups
Companies
• Demographic identification and analysis
• Networking/interviews/feasibility testing
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Business Case
(Two Pages)
• Quote
• Problem/market
• Solution/business idea
– Right strategy
– People to make it work
– Exit/sustainability
• SROI/FROI
• The organisation and its desirability
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Success Factors in Obtaining The
Investment
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Is the proposal convincing?
Did the unique value come through?
Is the proposal customer driven?
Was it credible? Was it enthusiastic?
Would you remember the presentation? Was the
presentation style compelling?
• Did it catch your attention in the first minute?
• Was the “ask” or proposal clear?
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Key Learnings
• Build on current network, donors and
investors
• Research the investor
• Focus on and engage the investor, think
laterally
• It is a sales process
• Be patient/persistent, it could take up to 2
years
• It is partnering, be organisationally ready
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How would you apply earned
income/MSO/venture philanthropy
to your Organisation?
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Some Great Resources…
 Fraser Valley Centre for Social Enterprise
www.centreforsocialenterprise.com
 Social Enterprise Alliance
www.se-alliance.org
 Social Venture Network, www.svn.org
 Social Venture Partners, www.svpi.org
 Centre for Community Enterprise
www.cedworks.com
 Centre for Social Innovation
www.socialinnovation.ca
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More Great Resources…
 Toronto Enterprise Fund
www.torontoenterprisefund.ca
 Aperio Consulting
www.aperio.ca
 Andrew Horsnell & Associates
www.AndrewHorsnell.com
 Canadian Social Entrepreneurs Network
www.csen.ca
 npEnterprise Forum, www.npEnterprise.net
 Sustainable Enterprise Resource Centre
www.sustainabilityincubator.com
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More Great Resources…
 Canadian Conference on Social Enterprise
www.socialenterprise.ca
 Business and Sustainable Development
www.bsdglobal.com
 Canadian Centre for Social Entrepreneurship
www.bus.ualberta.ca/ccse/
 Canadian Business for Social Responsibility
www.cbsr.ca
 Sustainable Enterprise Academy
www.sustainableenterpriseacademy.com
 Net Impact, www.netimpact.org
 www.GreenBiz.com
 www.greenleaf-publishing.com
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Yippy! We Are Done!
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Jamila M. Aman
4330 Brandon Gate Drive
Mississauga, Ontario
L4T 3K4
Direct: 416-618-3041
[email protected]
http://www.northw.ca
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