Monthly Archives: November 2016
An efficient social enterprise field can help drive successfully operating them towards better growth and sustainability. It is a common responsibility of investors, funders, public and the government to encourage efficient social enterprise by implementing practices and policies that create a collaborative environment.
Social enterprise is an extensively practiced method that intends to create a highly sustainable and just world. And in order to fulfill this objective an alliance works with dedication to build an efficient social enterprise field. The alliance creates its customers based on a number of criteria. They could be the starting entrepreneurs who seek knowledge and inspiration to launch such an endeavor. The customers could also be coming up or middle stage practitioners who are looking for ways and information for best practices. They could also come from the pool of advanced practitioners of established organizations who seek opportunities to connect with peers and who want to impact public support and awareness for this type of service.
The second pool of customers for social enterprise alliance include social capital investors and funders who seek knowledge about best practices in order to empower their investment strategies with information, and those who look for connections with other investors and grant makers. Customers can also be selected from advisors, policy-makers, researchers and educators, consultants and intermediaries.
The public awareness about the impact and value of this endeavor keeps increasing. The awareness for this kind of service is in the form of a method for developing a sustainable and just world. Social enterprise alliance gives a number of operational advantages to entrepreneurs who are socially motivated – they learn and adopt social entrepreneurship as a way of promoting their social objectives. The alliance makes it easy for entrepreneurs, whether for profit or non-profit, to create, operate and sustain their enterprise. It helps them to learn about opportunities, resources and capital, and about available technical assistance. Social enterprise supports itself by the social and business climate, and the public policy.
Understanding Social entrepreneurship. Any organization or foundation needs to understand what social entrepreneurship is all about. For one, it is about addressing social problems and issues. The entrepreneur identifies these problems and uses his imagination to come up with solutions to the problems. When the solutions are arrived at, he then looks at various ways to make the solution sustainable. That’s what a social enterprise is for. Any development program for this kind of entrepreneurship needs to include several things.
Creativity. It’s not only about thinking out of the box. The students of this program should learn how to use new lenses look at problems from different perspectives. This way, they can avoid the “tried and tested” formula of solving problems. If students would just allow their imagination to soar, there are a lot of solutions to the problems of the world. The challenge is to look at them in a different way until a solution is found.
Innovative problem solving. This is the natural outgrowth of creativity. Problems will not go away by themselves. They have to be identified and solved. Yet, the solutions should also be sustainable so that the solution will still stand even after several years.
Networking. Given the interconnectedness of the world today, it is impossible to miss out on the importance of connecting with other like-minded people. Networking is an essential component of entrepreneurship precisely because one person may not have the tools and the needed experience to implement everything. With a good network, an entrepreneur will be able to come up with resources and support group that will help him implement his vision.
Mobilizing people. This includes recruiting and motivating people to implement the entrepreneur’s vision. One of the biggest challenges of companies is looking for the right people. That’s why every entrepreneur needs to know how to recognize the right talents, as well as the right team for the tasks at hand.
What are you most passionate about in the world? (What social issue are you trying to solve?) Don’t limit it to your social business idea. Just list all the things out that you are thinking. This is a crucial component for a social business entrepreneur, what social matters are you most passionate about solving? What makes you most angry when you hear about it? write them out.
Now rate them. What are your top two? Once you do this it will give you more clarity into what the social business should really be focusing on.
What are you best at in the world? Or another way to say it, what do you love achieving most in the globe? This will structure the way the corporation is run. It may even adjust the whole direction of the your social business idea. Are you best at speaking, networking, writing, selling, talking, connecting with people, administration?
What drives your economic engine? (Or if you are a non-profit, in his book Good to Great in the Social Sector, Collins says this circle can be changed to How can we develop a sustainable resource engine to deliver superior performance relative to our mission). What is your business model? How are you going to make money from this venture. you’ve clarified the one biggest passion or social problem you want to overcome. you’ve stated out what you are best at in the world (how you are going to personally solve the social problem). And additionally, how you can make money, in the best way, through your socially impacting idea.
From time to time there are aspects of our ideas that we hold extremely tightly to for no reason. Which items in your social enterprise idea are non-negotiables? What utterly makes the business? What definitely HAS to be there?
If you believe it really is important then WHY? Does it align with what you are most passionate about, what your best at, or your business model? If not, then maybe it shouldn’t be there. OPA Model – Tony Robbins Now that you have done that you should have quite a bit more clarity already. Now let’s take it one step further. By the end of this, hopefully you’ll have a specific set of action items to take away and do.
OPA – Outcome / Result, Purpose, Actions
Outcome: Write out the final outcome. Try to be very specific. Don’t just say, I want to help feed orphans. Say:
My Business is going to clothe orphans all over the globe; beginning with India. I will do this through selling my own distinctive designed t-shirts and donating one shirt for everyone purchased. These shirts will be sold in boutique clothing retailers starting in Texas, and growing from there.
This is merely a quick example off the top of my head. It should overlap what you came up with in the Hedgehog principle above.
Purpose: List out 10-15 reasons WHY you are doing this.
Actions: Brainstorm as many action items you can think of that you need to do. From the biggest to the smallest. Many of them will be big projects in themselves with their own set of action items. For example, you might have:
- Call John to see about the price of buying product x from him.
- Create a business plan
- Create a website
- Start blogging regularly
- Meet with x about possible partnership
Obviously calling John is a one step process. Nevertheless, generating a business plan is a large project within itself. Similarly, designing a website is a project with several action items to finish. Don’t worry about this for now. Later on, after you have finished this whole exercise. You should go through each of these, pick out the projects and do another OPA framework for that. Rate each item on its importance. Go through each item, pick out the bigger projects and create another OPA for it.