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Social Enterprise Strategic Planning v 3.0 Certainty comes from the courage to follow uncertain paths

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Page 1: Social enter strategic planning

Social Enterprise

Strategic Planning v 3.0

Certainty comes from the courage to follow

uncertain paths

Page 2: Social enter strategic planning

1

Very Simple Questions

What is your name,

and who are you ??!

Page 3: Social enter strategic planning

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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.

Page 4: Social enter strategic planning

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.

Page 5: Social enter strategic planning

4

Agenda:

• What is Social Enterprise

• Profile of Social Entrepreneurs

• Social Enterprise Strategic Directions

• Social Enterprise (SE) Planning V.S. Commercial Enterprise

(CE) Planning

Page 6: Social enter strategic planning

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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 ?

Page 7: Social enter strategic planning

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Agenda:

• What is Social Enterprise

• Profile of Social Entrepreneurs

• Social Enterprise Strategic Directions

• Social Enterprise (SE) Planning V.S. Commercial Enterprise

(CE) Planning

Page 8: Social enter strategic planning

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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

Page 9: Social enter strategic planning

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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

Page 10: Social enter strategic planning

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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

Page 11: Social enter strategic planning

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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

Page 12: Social enter strategic planning

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Agenda:

• What is Social Enterprise

• Profile of Social Entrepreneurs

• Social Enterprise Strategic Directions

• Social Enterprise (SE) Planning V.S. Commercial Enterprise

(CE) Planning

Page 13: Social enter strategic planning

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Your Strategic Choices

Charity

Development

OR

Are there really any

Differences ?!

Page 14: Social enter strategic planning

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Your Strategic Choices (1) – Return Structure

Social Return

Economic Return

V.S.

Page 15: Social enter strategic planning

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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

Page 16: Social enter strategic planning

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Your Strategic Choices (2) – Offering

Service Oriented

Product Oriented

OR

Hybrid Enterprise

OR

Page 17: Social enter strategic planning

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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

Page 18: Social enter strategic planning

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Your Strategic Choices (3) – Human Capital

Orientation

Volunteers Based

Employees Based

OR

Page 19: Social enter strategic planning

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Volunteers…Employees

OxfamWikipedia

Page 20: Social enter strategic planning

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Your Strategic Choices (4) – Financing Options

Fundraising & Sponsors

Based

Donations Based

OR

Projects Financing

OR

Page 21: Social enter strategic planning

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Sponsors…Donation…Project Financing

Al-BoraqQatar CharityUniversity Research –

e.g. Stanford

Page 22: Social enter strategic planning

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Your Strategic Choices (5) – Growth Model

Physical Expansion

Spread of the Concept

OR

Page 23: Social enter strategic planning

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Physical Expansion…Spread of the Concept

Resala Life-Makers

Page 24: Social enter strategic planning

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Your Strategic Choices (6) – Working Sector

Culture

OR

Economic Development

OR

Education

OR

Public Health

Poverty & Hunger

Environment

Hybrid

OR

OR

OR

Page 25: Social enter strategic planning

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Culture..Education..Public Health..Poverty..Environment..Hybrid

Al Sawy

Culture wheel

America

University in

Cairo

RPM

Partnership

Keep Egypt

Clean

Bill Gates

Foundation

Page 26: Social enter strategic planning

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Your Strategic Choices (7) – Involvement Type

Investor

Intermediary

OR

OR

Implementer

Page 27: Social enter strategic planning

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Investor…Intermediary…Implementer

Voxtra Social EdgeSave The

Children

Page 28: Social enter strategic planning

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Your Strategic Choices (8) – Value Chain Positioning

R&D

Program / Activity

Design

Implementation

Advocacy

OR

OR

OR

Page 29: Social enter strategic planning

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R&D…Design…Implementation…Advocacy

Page 30: Social enter strategic planning

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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

Page 31: Social enter strategic planning

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Socioeconomics…Demographics…Interests & Skills…

Values & Beliefs

Page 32: Social enter strategic planning

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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

Page 33: Social enter strategic planning

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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.

Page 34: Social enter strategic planning

33

Agenda:

• What is Social Enterprise

• Profile of Social Entrepreneurs

• Social Enterprise Strategic Directions

• Social Enterprise (SE) Planning V.S. Commercial Enterprise

(CE) Planning

Page 35: Social enter strategic 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

Page 36: Social enter strategic planning

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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

Page 37: Social enter strategic planning

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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?

Page 38: Social enter strategic planning

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The Problems/Opportunity (1)

• What is the problem?

Develop the problem statement that by providing context, problem

situation (initial) and desired situation (goal).

Page 39: Social enter strategic planning

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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

Page 40: Social enter strategic planning

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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?

Page 41: Social enter strategic planning

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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

Page 42: Social enter strategic planning

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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.

Page 43: Social enter strategic planning

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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

Page 44: Social enter strategic planning

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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

Page 45: Social enter strategic planning

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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

Page 46: Social enter strategic planning

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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

Page 47: Social enter strategic planning

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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

Page 48: Social enter strategic planning

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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?

Page 49: Social enter strategic planning

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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)

Page 50: Social enter strategic planning

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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

Page 51: Social enter strategic planning

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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.

Page 52: Social enter strategic planning

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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

Page 53: Social enter strategic planning

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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

Page 54: Social enter strategic planning

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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

Page 55: Social enter strategic planning

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Financial Plan & Fund Raising

Membership

Fees

Sponsorship

Donations

Revenues

Revenue

Sources

Page 56: Social enter strategic planning

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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

Page 57: Social enter strategic planning

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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

Page 58: Social enter strategic planning

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Social Enterprise Development Cycle

Fast &

Rapid

Change

Page 59: Social enter strategic planning

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The

Emperor’s

New Clothes

Story Time

Page 60: Social enter strategic planning

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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/

Page 61: Social enter strategic planning

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Thank You