Social enter strategic planning
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Transcript of Social enter strategic planning
Social Enterprise
Strategic Planning v 3.0
Certainty comes from the courage to follow
uncertain paths
1
Very Simple Questions
What is your name,
and who are you ??!
2
Very Simple Questions
• Non-Government and Non-Profit
organization are negative terms
in nature, and tells us only what
these organizations are not.
These organizations do
something very different from
either business or government.
• These organizations “product”
is neither a pair of shoes nor an
effective regulation. Its
“product” is a changed human
being.
3
Very Simple Questions
These organization are human-change
agents, their “product” is: a cured patient, a
child that learns, a young man or women
grown into a self-respecting adult, a
volunteer who contributes his time and
efforts, a donor that contributes donations,
an employee who loves being there and
serving; a changed human life altogether.
4
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
5
An enterprise that has social
impact as a principal component
of its activity
Non-Profit
For-Profit
Public Sector
Because of this social mission, it
is an enterprise different than a
conventional commercial entity
What is Social Enterprise ?
6
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
7
Profile of Social Entrepreneurs (1) :
Dr. Mohammad Yunus
• He is a Bangladeshi banker and
economist. He previously was a
professor of economics and is
famous for his successful
application of microcredit -
Grameen Bank
• Grameen Bank is a microfinance
organization and community
development bank started in
Bangladesh that makes small loans
for the poor people who have skills
that are under-utilized
• In 2006, Yunus and the bank were
jointly awarded the Nobel Peace
Prize
For-Profit
8
Profile of Social Entrepreneurs (2) : Jeremy Hockenstein
• He is the founder and Chief
Executive Officer of Digital Divide
Data (DDD), before that Jeremy
was a strategy consultant at
McKinsey and Company, he holds
MBA from the Massachusetts
Institute of Technology
• (DDD) Delivers highly accurate
data-entry and digitization
services for customers while
maintaining a mission to employ
underprivileged youth and
facilitate their human development
through providing fair wages,
health care, education, and career
advancement opportunities
For-Profit
9
Profile of Social Entrepreneurs (3):Dr. Victoria Hale
• She is the founder of The Institute
for OneWorld Health, she holds
Ph.D. in Pharmaceutical Chemistry
from the University of California,
San Francisco (UCSF). She works
also as an advisor to the World
Health Organization (WHO)
• The Institute for OneWorld Health is
a nonprofit pharmaceutical
company develops safe, effective,
and affordable new medicines for
people with infectious diseases in
the developing countries
Non-Profit
10
Profile of Social Entrepreneurs (4):
Zedny Team
• They design and implement
intensive, comprehensive training
programs for the youth.
• The training is delivered by
professional trainers, at very
competitive prices that would help
equip them with the skills needed to
face the current global challenges
Non-Profit
11
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
12
Your Strategic Choices
Charity
Development
OR
Are there really any
Differences ?!
13
Your Strategic Choices (1) – Return Structure
Social Return
Economic Return
V.S.
14
Social Return V.S. Economic Return
Social Enterprises walk a tightrope in
trying to balance the generation of
both social/environmental and
economic returns
To remain effective and sustainable
at the same time.
The balance between economic and
social/environmental return are
choices base on each enterprise’s
preference.
Social and/or Environmental Return
Purely philanthropic enterprises
Purely commercial
enterprises
Economic Return
15
Your Strategic Choices (2) – Offering
Service Oriented
Product Oriented
OR
Hybrid Enterprise
OR
16
Product…Service…Hybrid
Digital Divide Data (DDD)
Delivers highly accurate data-
entry and digitization services
for customers while
maintaining a mission to
employ underprivileged youth
Ebannok.com
Provides an e-commerce
platform to sell the
handicrafts produced in rural
communities
TRN
Its work involves preserving indigenous
agricultural knowledge in Thailand,
combining it with global best practices to
deliver appropriate knowledge and best
solutions using ICTs to rural communities
Hybrid
Enterprise
17
Your Strategic Choices (3) – Human Capital
Orientation
Volunteers Based
Employees Based
OR
18
Volunteers…Employees
OxfamWikipedia
19
Your Strategic Choices (4) – Financing Options
Fundraising & Sponsors
Based
Donations Based
OR
Projects Financing
OR
20
Sponsors…Donation…Project Financing
Al-BoraqQatar CharityUniversity Research –
e.g. Stanford
21
Your Strategic Choices (5) – Growth Model
Physical Expansion
Spread of the Concept
OR
22
Physical Expansion…Spread of the Concept
Resala Life-Makers
23
Your Strategic Choices (6) – Working Sector
Culture
OR
Economic Development
OR
Education
OR
Public Health
Poverty & Hunger
Environment
Hybrid
OR
OR
OR
24
Culture..Education..Public Health..Poverty..Environment..Hybrid
Al Sawy
Culture wheel
America
University in
Cairo
RPM
Partnership
Keep Egypt
Clean
Bill Gates
Foundation
25
Your Strategic Choices (7) – Involvement Type
Investor
Intermediary
OR
OR
Implementer
26
Investor…Intermediary…Implementer
Voxtra Social EdgeSave The
Children
27
Your Strategic Choices (8) – Value Chain Positioning
R&D
Program / Activity
Design
Implementation
Advocacy
OR
OR
OR
28
R&D…Design…Implementation…Advocacy
29
Your Strategic Choices (9) – Beneficiaries
Segmentation
Demographics
Socioeconomics
OR
Values & Beliefs
OR
Interests & Skills
OR
Inte
rna
l
Easier
Harder
Ex
tern
al
Harder
Easier
30
Socioeconomics…Demographics…Interests & Skills…
Values & Beliefs
31
Putting All Together – Social Enterprise Puzzle (9 pieces)
Return Structure
OfferingHuman Capital
Orientation
Working Sector
Involvement TypeGrowth
Model
Financing Options
Beneficiaries Segmentation
Value Chain Positioning
32
Remember !!
These organization are human-change
agents, their “product” is: a cured patient,
a child that learns, a young man or women
grown into a self-respecting adult, a
volunteer who contributes his time and
efforts, a donor that contributes donations,
an employee who loves being there and
serving; a changed human life altogether.
33
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
34
Social Enterprise (SE) Planning V.S.
Commercial Enterprise (CE) Planning
SE Business Planning
The Problems/Opportunity
Mission, Vision, Values
Theory of Change
The Solution
Social Impact
Competition Analysis - Partnership
Social Marketing
Team & HR Plan
Financial Plan & Fundraising
Impact Monitoring & Evaluation
CE Business Planning
The Problems/Opportunity
Vision, Mission, Values
---
The Solution
---
Competition Analysis
Marketing
Team & HR Plan
Financial Plan
Impact Monitoring & Evaluation
35
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
36
The Problems/Opportunity (2)
• What cause the problem?
Develop a logical argument on the
causes that create the problem
situation.
• Why is it important, what is the
scale?
Give clear explanation why the
problem matter. What damage would
it do, what good will it prevent, what
opportunity it brings? How big is the
problem and opportunity?
37
The Problems/Opportunity (1)
• What is the problem?
Develop the problem statement that by providing context, problem
situation (initial) and desired situation (goal).
38
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
39
Mission, Vision, Values
• Social Enterprise Mission, is the
most critical element in Social
planning.
• The mission would give you a
sense of purpose or the reason
why your social enterprise exist.
• Why are we together?
• Why we wake up every morning?
40
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
41
Theory of Change
• Theory of Change is a way of
thinking about how the
outcomes of your activities
lead ultimately to your desired
social impact
• For example:
• If rural communities can sell
their local handicraft produce
through an online e-commerce
platform, there will be economic
development in rural
communities
• The basic format of any theory
of change can be express as…
To make desirable CHANGE
happen, Condition1,
Condition2, Condition(n)
must be met.
Or
If Condition1, Condition2,
Condition(n) are met, then,
the desirable CHANGE will
happen.
42
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
43
The Solution
• What is your solution (products
or services)?
• Who are your customers?
• How is ICTs a critical and integral
component to your solution?
Check www.kiva.org
44
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
45
Social Impact
• What is your ultimate desired
social change?
• What are outcomes derived
from your planned activities?
Inputs Activities Outputs Outcomes Social Impact
1 2 3 4 5
46
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
47
Competition Analysis
• Who else are solving the
problems?
• Who are your Competitors /
Substitutes / Compliment Bodies
/ Partners?
• What can do you better or
different from them?
48
Partnership
• As no one can be the best at
everything, partners are needed in
order to maximize your social
impact
• Partners are people and
organizations that care about your
mission. They might be in the field
longer than you, they might have
competency that you can’t match
• What is important is to identify and
learn how to work together in order
to achieve synergy (1+1=11)
49
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
50
Social Marketing
• Any enterprise’s ultimate clients
that are critical to their survival
fall into two groups.
• Two different types of marketing
campaigns have to be designed
to satisfy the donors and to obtain
the attention of the target groups.
• Both groups have to be told
clearly of what they can expect
from your social enterprise.
51
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
52
Team & HR Plan
• What is your human resource
requirement?
• What is your advisory and
mentorship needs?
• Who are your core team?
• Self-Motivation is the Key
• Leadership is the basic
ingredient
53
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
54
Financial Plan & Fund Raising
Membership
Fees
Sponsorship
Donations
Revenues
Revenue
Sources
55
Agenda:
• What is Social Enterprise
• Profile of Social Entrepreneurs
• Social Enterprise Strategic Directions
• Social Enterprise (SE) Planning V.S. Commercial Enterprise
(CE) Planning
• The Problems/Opportunity
• Mission, Vision, Values
• Theory of Change
• The Solution
• Social Impact
• Competition Analysis - Partnership
• Social Marketing
• Team & HR Plan
• Financial Plan & Fundraising
• Impact Monitoring & Evaluation
56
Impact Monitoring & Evaluation
• An evaluative logical model (LM) allows you to link your inputs,
outputs, activities, outcomes and goals together. For evaluation
purposes, the most important basic task is to be able to logically link
your activities, outputs, short-term outcomes, intermediate outcomes
and final goal together
Evaluative Logical Model Sample
57
Social Enterprise Development Cycle
Fast &
Rapid
Change
58
The
Emperor’s
New Clothes
Story Time
59
References
• http://www.ideo.com
• http://www.wkkf.org
• http://www.aspeninstitute.org
• http://www.bridgespan.org/
• http://www.ted.com/
• http://www.ssireview.org/
• http://www.acumenfund.org/
• http://alternativebreaks.org/
• http://www.ashoka.org/
• http://www.care.org/
• http://www.charitynavigator.org/
• http://www.clintonglobalinitiative.org/
• http://www.culturewheel.com/
• http://www.gatesfoundation.org/Pages/home.aspx
• http://www.genevaglobal.com/
• http://www.globalvolunteers.org/
• http://www.icatsprogram.com/
• http://innocentive.com/
• http://www.keepegyptclean.com/
• http://www.nextbillion.net/
• http://www.rollbackmalaria.org/
• http://www.savethechildren.org/
• http://www.socialedge.org/
• http://www.voxtra.org/
• http://www.kiva.org/
• http://www.oxfam.org/
• http://resala.org/
• http://www.qcharity.org/arabic/index.
aspx
• http://www.digitaldividedata.org/
• http://www.ebannok.com/eng_new/
• http://www.grameen-info.org/
60
Thank You