Presented below are two takes to attract, retain, and develop the best and the brightest talent. These stem from trends prevalent in most of the highly acclaimed and yet impactful social enterprises.
Recruiting the unusual suspects
Many social entrepreneurs will attest to the fact that business, comp science, and engineering students have continually been interested in solving some of the globe’s largest concerns. This could be arising from the zeal of wanting to apply what they’ve learnt in lessons. Nevertheless, most remain underexposed with regard to the type of work entailed in the social business. RGL Strategic Principle Ryan Grant urges all social innovation organizations to roll-out internship programs in addressing the issue. He further notes that at least in this day, there are professionals leaving their management consultancy and investment banking tenures to venture into social innovation roles, with the scenario not being what it would be viewed like some ten years ago.
Focusing more on the purpose
The subject domain is filled with generous, civically minded leaders who continue to give their all for the greater good. Therefore, the same passion should passed down to the next generation, but more importantly, it should ingrained prior to coming of leadership age with the principle that purpose comes first before profit.
Initiated by Trico Charitable Foundation in 2011, the biennial Social EnterPrize has been commending leadership and excellence in Canada’s social enterprise domain. Daniel Overall, Executive Director of Trico Charitable Foundation, recently noted that the 2017 recipients of their signature program were perfect examples of how tremendous achievements could be yielded by combining the power of business models with the desire to solve the globe’s social concerns. In accordance with Social EnterPrize’s aim which is to develop leading Canadian social franchises and also inspire/inform others, the recipients will granted a six figure dollar sum, a video profile, and will further be subjected to an in-depth assessment by a Canadian post-secondary institution, to be ultimately presented as perfect case studies.
Furniture Bank is a registered charity and social business that was launched in 1998 and has been facilitating the establishment of homes within the Greater Toronto Area. It collects used furniture and household items in good condition from community donations, distributing them to people in need of a fresh start. The firm’s expeditions have been made possible with their flagship fleet of tracks which pick and deliver items to previously displaced persons right at their doorways. The company’s main aim is to scale up activities to support furniture banks across Canada.
The current era we live in is undoubtedly favorable for social enterprise expeditions. This point can partially be attested by the fact that there’s hundreds of accelerators channeling efforts on social impact, more so by providing funds plus the requisite knowledge and mentorship to transcend a company off the ground. However, the abundance of choice has made it difficult for initial phase franchises to locate the most favorable program to join. So a novel implement has been devised assist startups in narrowing down the options.
If one is catering to food security, clean water, pollution prevention, or one amongst other thirty domains of concern, the application provides a list of 750 accelerators that are most relevant. It further categorizes them according to salient factors including the location, the business/non-profit operation they address, the form of assistance the accelerator will provide, and the enterprise phase.
The feat has been developed by Conveners.org, a non-profit striving to make social impact more efficient. The organization’s executive director Avery Kent has revealed that the idea was conceptualized after coming to terms with how entrepreneurs struggled, in some cases for more than 100 hours, to figure out what accelerator to apply to. They at the time thought of equipping entrepreneurs with a tool that would facilitate the spending of more time to their businesses.
The Fulbright Scholar Program of Social Enterprise was held last summer, wherein faculty members, staff, and learners at Nepal’s Kings College were engaged. Invitees from outside all attested that there was undoubtedly a genuine interest for social entrepreneurship.
The five week event series continues to be part and parcel of the institution’s Yunus Social Business Center of Innovation and Entrepreneurial Development, whose main aim is to corroborate social franchising via tutorship, provision of initial capital, mentoring, and networking. A perfect example of how the initiative can transform entrepreneurial conceptions into concrete business projects can be seen in the Make Me See Company, which has been pooling funds to support cataract surgeries. Owner Manesh Danel mentions he conceptualized the idea while interning at a Kathmandu hospital. He noticed of how persons plagued by the condition lacked the required sums for surgery, and were therefore going blind by the minute.
Another viable case study is that of two American men who upon finishing their undergrad programs, they launched an NGO to mitigate the ravage caused by the 2015 Nepal earthquake. The calamity left hundreds of thousands without homes since entire villages were razed to the ground. Founders Brian Kam and Ryan Brinkerhoff opted to provide electricity to rebuilding rural communities in the affected areas through the construction of strategic SPARKs (Solar-Powered Auxiliary Relief Kiosks).
Social enterprise firms catering to salient needs including education and health care normally except their viable interventions will in the long run be adapted and managed by governments. A prevalent notion in the domain is that regimes are striving to find tried and tested versions of projects so that scaling up can be easy. Nevertheless, recent stats show that amongst the innovations succeeding in
randomized controlled trials (RCT) – the highest bar for evidence – only a few are able to scale-up and bring change to the policy domain.
STIR Education, a firm channeling efforts towards increasing teacher motivation, has in a period of five years transcended from just a startup to an organization partnering with state agencies in Uganda and India. It has linked up around 2.5 million children with 75,000 teachers. The company’s administrators have mentioned that their journey has been one entailing mistakes and lessons, some of which are presented below.
Lesson one: Consider the ultimate goal first, involve the government, and then work backwards from there
It is salient to ascertain government demand from the beginning, particularly prior to piloting the innovation. This is because early input from state administrations may unravel requisite alterations on the intervention’s nature.
Lesson two: Cost really matters
Starting out with a higher price on a product/service may yield short-term impacts much faster. However, a startup employing a higher cost innovation will find it challenging to adopt a low cost structure in the long term.
DTI-ARMM Secretary Anwar Malang recently revealed that he was working towards a revolution, not an armed one but an economic one. DTI-ARMM, a trade and industry division in Mindanao’s governance, was unveiled earlier in the week as a social enterprise expedition to corroborate start-ups in the resource rich but most underprivileged zone in the country.
Malang notes of the autonomous region in Muslim Mindanao (ARMM) bearing enormous potential for development, but political concerns such as terrorism and insurgency have long plagued the area. He further castigates the regime’s ‘doll out’ programs dubbing them as ineffective measures that do not care much about the people, let alone empowering them to in turn yield mutual benefits. He has called on locals to engage themselves/invest in the Halal market given that the subject setting is predominantly Muslim. This example, together with other social franchise related activities, can provide a leeway out of
poverty for Mindanaoans, Malang asserts.
Besides the new department, an ideation camp has been set-up to gather invaluable input from community members on how they can improve the situation. One of the camp’s flagship project is the “Local Changes: Ideas to Impact” competition which will see locals pitch propositions meant to address social concerns in the area.
In the past decade, St. Clements on Mile End Road has been harboring London’s ruin addicts and ghost hunters. The premises initially served as a Victorian workhouse following completion back in 1849. It was later renovated into a psychiatric hospital but fell victim to dilapidation in 2005. This month however will see the grand old building serving quite a different and yet invaluable purpose. A long-running community campaign has overseen the transformation of the initially neglected facility into a housing project within the City’s crowded East End. The expedition has succeeded on quite a unique approach: instead of waiting for big firms to ascertain the site’s financial value, a team of local activists launched their signature community land trust (CLT) to attain ownership of some of the homes and control their pricing. Going by the name London Community Land Trust, the group has acquired approximately a tenth of the 252 homes on site. They’ve sold them all at roughly a third of the market price, via a game-changing take that recommends house prices on the basis of local earnings.
Payment entails a 10 percent deposit, with installments being set up to ensure no one pays more than a third of his/her monthly salary. Calum Green, a director at London CLT, mentions of the project serving as an example of how community leaders can provide housing to locals without obsessing over it as an investment.
Written accounts from Thomas Reuters Foundation have consistently ranked India amongst the globe’s most favorable countries for social entrepreneurship. And even better, the nation features in the top five about easy access to funding. Without a doubt, the aspects represent progress and good momentum in the sector. However, there are impediments to social innovation, some of which include limited public awareness, little government cooperation, recruitment of the right talent, and scaling sustainability. Presented below are organizations striving to equip start-ups in dealing with aforementioned concerns.
Launched back in 2005 to corroborate small and medium social franchises, ALC India supports and provides capital to rural entrepreneurs. The company has so far amassed a wide array of clientele ranging from NGOs, agencies, microfinance institutions, consulting firms, state divisions, and community-based businesses.
Headquartered in Mumbai, UnLtd India has been channeling efforts towards instilling enterprise mindsets, which obviously a key approach for the long term. It offers support to initial phase social entrepreneurs in three stages: the testing of the conception, advancing the pilot, and the scaling up of the established models. Mentoring and seed funding is tailored to cater for each stage.
Villgro is quite a unique incubator as it supports social enterprises by prototyping their ideations while providing go-to-market strategies.
Currently, rural areas in Uganda, Nepal, and other impoverished parts of the globe have resident natives utilizing handheld, solar powered gadgets that convert salty water into chlorine, a liquid form that can be used to clean dirty water and ensure it’s safe for consumption. The conception for the patent-pending implement stemmed from couple Patrick and Elizabeth Shores, who had initially thought of providing access to drinking water via a grassroots approach that collaborates/partners with locals. Their flagship product has two distinct features: its top is configured in a cup-like form while its bottom is a chlorine catch bottle. Undoubtedly, the partners have come up with a novel and yet sustainable solution to a global concern. More than twenty five countries are employing the sophisticated tool.
Smaller means more flexible
Social enterprise proponents are now beginning to understand that even though large scale charities can yield enormous change in developing/disaster-torn areas, smaller ideations could also be nimble
enough that they offer suitable solutions for overlooked regions. But in the case of the aforementioned project, Patrick Shores mentions that they opted for a device accessible to all after realizing the conventional clean water endeavors by large corporations, like for example digging wells, were surprisingly not making their way into rural areas either because of corruption or other incompetency issues.
The ‘post-apartheid’ era in South Africa has been continually marred by concerns such as dispossession, oppression, and necessary resistance, all of which seem to be featuring in the day to day lives of citizens. These issues have manifested themselves in various forms including a high youth unemployment rate, increase in gender based atrocities, makeshift informal settlements, and nepotism. Political analysts in the region assert that the authoritarian and unequal systems that governed prior are still intact, though with different faces enacting them.
Currently across the globe, the youth are increasingly becoming more skeptical to economic and political orders which yield little improvement in their lives. South Africa is no exception in this movement; the country’s young generation are now resorting to the politics of disruption.
Disruptive politics has prevalently been expressed via movements such as #FeesMustFall amongst others which all in all, they are striving to accrue better delivery of services for the victims. It’s an aspect that’s transcended into a voice particularly for those residing in impoverished areas.
It is important to note however that the methodology does not solely entail a daring and hard-headed approach. It also requires sparks of brilliance which are brought in by interdisciplinary/diverse group working as a collective (radical social entrepreneurship).
The two forms of praxis are most effective when working hand in hand, in that disruptive politics can play the role of annihilating old models while radical social enterprise constructs the new.