TITLE PAGE
FROM START UP TO TRANSFORMATIVE SCALE
HOST: USC MARSHALL BUSINESS SCHOOL
13TH ANNUAL GLOBAL SOCIAL ENTREPRENEURSHIP CONFERENCE
Authors
Mike Caslin
CEO, Global Center for Social
Entrepreneurship Network (GCSEN)
[email protected]
212-444-2071
Len Green
Featured Lecturer, Adjunct Faculty Member
Member, Board of Directors
Babson College
[email protected]
941-383-3540
Mary Kate Naatus, Ph.D.
Associate Professor, Department Chair
Department of Business Administration
Saint Peter’s University, NJ
[email protected]
201-761-6393
Nancy Scott Ph.D.
Wheaton College
Assistant Professor of Business and
Management
[email protected]
508-286-3243
Joseph J Szocik
Managing Director Research and
Innovation, GCSEN
[email protected]
857-526-4785
1
ABSTRACT
Social Entrepreneurs (SEs) have deservedly received wide spread praise for their willingness and
ability to develop innovative solutions to society’s most pressing problems.
The volume of laudatory comments on the social entrepreneur’s personal qualities of passion,
grit, idealism, etc. can, at times, obscure the fact that social entrepreneurs must develop a social
enterprise as the vehicle for actually delivering value adding solutions on their targeted
problem.
Saint Peter’s University, Wheaton College, and the Global Center for Social Entrepreneurship
Network (GCSEN) have developed a Four (4) Stage Model SEs can utilize to organize a social
enterprise capable of “scaling up” positive impact to Transformative Scale. Each stage will focus
on the stage specific tasks, and challenges facing the Social Entrepreneur with respect to both
Impact Design e.g., problems, solutions, metrics, scaling strategy, and Impact Organization e.g.,
continuous improvement of operational excellence. Special emphasis will be given to describing
tools, methodologies, principles, available to the social entrepreneur from the extensive and
rapidly growing “lingua franca” of the Social Entrepreneurship discipline, complemented by
customized education developed by the collaborators to support life-long learning.
2
ARTICLE
Entrepreneurs have a long history of being praised, "Entrepreneurs- they are the heroes of economic life... from
their knowledge of failure, they forge success...in accepting risk, they achieve security for all...in embracing
change, they ensure social and economic stability...It is the entrepreneurs who know the rules of the world and
the laws of God...And all the "means of production (land, labor, capital)" are impotent to generate wealth and
progress WITHOUT the creative men and women of production, THE ENTREPRENEURS...thus they sustain
the world."(George Gilder, "Spirit of Enterprise")
However in the hyper attention spotlight of today’s social media the volume of accolades directed to SEs
requires balancing attention with preparation as addressed byDaniela Papi-Thornton’s article, “Tackling
Heropreneurship: Why we need to move from “social entrepreneur” to social impact”, in the Stanford Social
Innovation Review (SSIR) in February of this year, “Step aside, Superman, there’s a new kind of superhero in
town. We’ve entered an era of heropreneurship (sic), where reverence for the heroic social entrepreneur has
led countless people to pursue a career path that promises opportunities to save the world, gain social status,
and earn money, all at the same time.”1
The author went on to express the following concerns related to the “reverence for the heroic social
entrepreneur”, “In this “everyone an entrepreneur” era, hack-a-thons, accelerators, business incubators, and
social entrepreneurship training courses are around every corner. They mostly focus on training people with
the skills they need to start a social business, neglecting the many other skills required to fully understand a
problem and fuel social change…….To really change a system, I believe people need a more holistic set of
skills, including systems thinking, an understanding of collaboration tools to further collective impact, and
lateral leadership skills such as the ability to lead without power and to galvanize movement toward a common
goal across a diverse and disjointed solutions ecosystem.”
3
Our paper addresses the concerns raised by the author regarding the skills and tools social entrepreneurs require
“to really understand a problem and fuel social change”, in a Four Stage Model covering the following:
•
Identifying critical tools, concepts, principles and methodologies available to social entrepreneurs from
the discipline of social entrepreneurship
•
Demonstrating how social entrepreneurs can utilize these skills and tools to develop, continually
improve, and sustain a social enterprise that delivers social impact
•
Describing how the social entrepreneur can develop a scaling strategy to scale-up social impact utilizing
collaboration, systems thinking, collective impact and related social organizational methodologies
•
Describing how Saint Peter’s University, Wheaton College, and GCSEN will collaborate to deliver ongoing education to social entrepreneurs through customized classes featuring blended learning.
While recognizing the role of the social entrepreneur as a catalyst for change, our emphasis will be on what the
social entrepreneur must do to develop a social enterprise as the essential vehicle for delivering social impact.
The critical role of the social enterprise reflects fundamental realities of the social world, “Man’s self-production, is
always and of necessity a social enterprise. Men together produce a human environment with the totality of its sociocultural and psychological formations…..just as it is impossible for man to develop , as man, in isolation so it is
impossible for man in isolation to produce a human environment.”2
Providing SEs with the tools they need to organize their social enterprise is described in our paper’s three sections.
Section 1 presents a brief overview of challenges related to scaling social impact and key, tasks, concepts, tools and
principles from the extensive and rapidly growing lingua franca of the discipline of social entrepreneurship related to
developing a social enterprise. Section 2 describes a Four Stage Model for developing a social enterprise capable of
sustaining the effort required to deliver positive impact at increasing magnitudes of social complexity over what is
likely to be years of time. Section 3 describes the Educational Implications of the Model for meeting the life –long
learning needs of members of the Social entrepreneurship discipline, e.g., students, practitioners, faculty, etc.
4
Section 1: Scaling and Social Enterprise Development
As a context for Section 2 we will briefly discuss both Scaling and developing a social enterprise. Both topics
will be covered in greater detail in Section 2. The Bridge Span Group’s identifying “Taking what works to
transformative scale will be the defining challenge of the social sector in the coming decade.”3 has been widely
credited in placing scaling impact to transformative scale on every SEs agenda.
When SEs discuss “Scaling Up Impact”, relative to their targeted problem, how do they know their innovative
solution has achieved its intended result? Duke Professor Paul Bloom offers the following definition, “Scaling
social impact…the process of closing the gap between the real and ideal conditions as they pertain to particular
social needs or problems.”4 It is widely recognized that reaching scale on this level requires innovative
approaches “nonprofit leaders and philanthropists are searching for ways to scale impact beyond adding sites”.
Put simply, the question now is “How can we get 100x the impact with only a 2x change in the size of the
organization?”5 NESTA, the UKs Innovation Foundation, proposes that SEs need a scaling strategy to meet the
goal “a scaling strategy involves establishing why, what and how you’re going to scale.”6
The McConnell Foundation’s7 research on scaling impact provides SEs with initial guidance to implementing a
scaling strategy, see Figure 1 and Table 1
FIGURE 1
5
TABLE 1
DESCRIPTION
Scaling Out Impacting greater numbers.
Based on the recognition that many good ideas or
initiatives never spread or achieve widespread impact
Scaling Up: Impacting law and policy
Based on the recognition that the roots of social
problems transcend particular places, and innovative
approaches must be codified in law, policy and
institutions
Scaling Deep: Impacting cultural roots.
Based on the recognition that culture plays a powerful
role in shifting problem domains, and change must be
deeply rooted in people, relationships, communities and
cultures.
Crosscutting strategies For scaling:
Cross-cutting strategies were those approaches all
participants reported using to scale their initiatives, and
were not specifically associated with scaling out, up, or
deep.
MAIN STRATEGIES
Deliberate replication:
Replicating or spreading programs
geographically and to greater numbers
Spreading principles:
Disseminate principles, with adaptation to new
contexts via cogeneration of knowledge
Policy or legal change efforts:
New policy development, partnering, advocacy
to advance legal change and redirect
institutional resources.
Spreading big cultural ideas and
using stories to shift norms and beliefs
Investing in transformative learning and
communities of practice
Making scale a conscious choice
Analyzing root causes and clarifying purpose
Building networks and partnerships
Seeking new resources
Commitment to evaluation
Having developed their scaling strategy the SE then faces the challenges of building their social enterprise to deliver
their social impact.
Table 2, page 8, was developed by GCSEN, to assist SEs to undertake critical tasks required to organize a social
enterprise. Table 2 includes seventy-eight (78) of these key concepts, tools, etc., numbered, and correlated with a key
aspect of developing a social enterprise. The Table is intended to provide social entrepreneurs with a guide for
organizing their work and researching helpful information.
The material in Table 2 was selected from the lingua franca of the social entrepreneurship discipline. As noted by
Professor Jay Rao9 all professional disciplines have their own lingua franca of tools, concepts, principles, etc.
In Section 2, due to space limitations, we will be restricted to reviewing a small sample of the tools and concepts
summarized in the Table’s seven Columns. Also due to space limitations, material from Table 2, presented in Section
2, will not follow the order in which material was originally presented in Table 2.
6
Column 1 (C1):Tools and methodologies to clarify the SEs passion aka personal “Why”, and the related purpose
aka “Why/Mission ” of their social enterprise
Column 2: Tools and methodologies to define their target problem, identify value add solutions, select initial
indicators and metrics
Column 3: Tools and methodologies to organize their enterprise to deliver impact effectively, efficiently, and by
continuously improving operational excellence.
Column 4: Tools and methodologies to scale up impact to reach transformative scale as determined by mission,
co-system dynamics and the enterprise’s ability to engage in systems thinking, collaboration and collective
impact.
Column 5: Organizing to scale up social impact through four stages of progressive development.
Columns 6 &7: Differentiate between Wicked and Tame Problems and their unique solutions e.g., linear solutions
that may work to solve Tame Problems will not work on Wicked Problems8.
Table 2 is NOT intended to be a rigid a step-by –step formula for organizing a social enterprise or an allinclusive methodology. Our students are encouraged to combine the material with their experience, and lessons
learned from adversity, to create their unique social enterprise, much as Montaigne’s “Bees” turn their
“pilfrings’ into something new and valuable.
“The bees steal from this flower and that, but afterwards turn their pilferings into honey, which is their own; it
is thyme and marjoram no longer. So the pupil will transform and fuse together the passages that he borrows
from others, to make of them something entirely his own; that is to say, his own judgement. His education, his
labour, and his study have no other aim but to form this.”10
7
We fully expect SEs will use the material in Table 2 along with the robust literature and research of the SE
discipline and transform it, to develop a unique social enterprise with the capacity to successfully carry out their
dual role as a skilled change agent and as a skilled entrepreneur.
The SE’s role as change agent encompasses tasks related to collaboration, community organizing, collective
impact, lobbying for changing laws and regulations, systems change, etc. The role of SE as change agent could
grow even more complex as a result of the Flow Project’s persuasively making the case for “radical social
entrepreneurs”. “Social entrepreneurs have innovated within paradigms — radical social entrepreneurs must
shift the paradigms themselves.”11 (Original Emphasis)
The SEs role as entrepreneur encompasses the tasks related to developing an enterprise that continually
improves the operational excellence of all departments and processes to increase efficiency and effectiveness.
Research on social impact has highlighted the value of regularly improving organizational effectiveness to
increase impact. “Most of the value that established social sector organizations create comes from their core,
routine activities perfected over time. Efficiently producing and providing standard products and services
creates tremendous value, particularly in places with widespread poverty……. For organizations that have
found a working model in a particular context, efforts toward predictable, incremental improvements—
exploiting what an organization knows how to do well, rather than developing innovations, exploring new
activities, or creating new knowledge—may generate superior outcomes over time”12
The four stage model, described in Section 2, provides the SE with a flexible framework for undertaking both
roles. The need to simultaneously perform both roles was concisely identified by F.M. Santos, “For social
entrepreneurs the central unit of analysis is the sustainable solution and its underlying business model.”13
Customized education, tailored to the needs of SEs managing an evolving social enterprise, will provide SEs
opportunities to update workforce skills and continuously improve operational excellence.
8
Table2GCSEN:LINGUAFRANCASOCIALENTREPRENEURDISCIPLINE:APRIMERFORHIGHIMPACTSOCIALENTREPRENEURS(HISE)-78Concepts,tools,principles
C1DEFINEYOURWHY:
PERSONAL,&BUSINESS
1
MAKEMEANING
2
MAKEMONEY
3
LIFEMAP
WHY:
4
Personal,PASSION 5
GOLDENCIRCLE
WHY,HOW,WHAT:
6
Enterprise,PURPOSE 7
HEDGEHOGCONCEPT
-IntegratePersonaland
Enterprise
Passion+Purpose
8
ENTERPRISEMISSION
8WORDSORLESS
ST
1 AVERB
KEYENTERPRISE
9
ASSUMPTIONS
Whywouldanyonewant
toworkforyou?
Whywouldanyonewant
youastheirneighbor?
Whywouldanyonewant
tobuyfromyou?
Whywouldanyonewant
toinvestinyou?
10
BUILDYOURTEAM
*”A”LEVELPLAYERS
HIREA+PLAYERS(Hire
11
up)
*COMPEMENTARYSKILL
12
SETS
*HIRESTAFFWHO
CHALLENGEYOU-AVOID
13
GROUPTHINK
C2WHAT
IMPACTDESIGN:
14
15
IDPROBLEM &TBLI
SOLUTIONS &METRICS
SOCIALENTREPRENEUR
SKILLEDAS
16
CHANGEAGENT
17
THEORYOFCHANGE
MAPECO-SYSTEM
*ECO-SYSTEM
SOLUTIONSMAP
(GCSEN)
18
IMPACTVALUECHAIN
19
20
LOGICMODEL
KEYPERFORMANCE
21
INDICATORS(KPIs)
22
METRICS
23
*OUTCOMES
24
*IMPACT
25
*LEGACY
HUMANCENTERED
26
DESIGN
27
www.IDEO.com
28
ROOTCAUSEANALYSIS
C3HOW
IMPACT
ORGANIZATION:
DELIVERSOLUTIONS
SOCIALENTREPRENEUR
SKILLEDAS
37
ENTREPRENEUR
PERFORMANCE
MANAGEMENT
38
SYSTEM
39
LEANSTART-UP
CULTUREOF
CONTINUOUS
40
IMPROVEMENT
-Plan,Do,Check,Act
(P-D-C-A)Cycle
42
SHINGOPRIZE
-AssessOperations
43
B-CORPASSESSMENT
AssessImpact
METRICS
44
*RESOURCES
45
*INPUTS
46
*OUTPUTS
OPENBOOK
47
MANAGEMENT
PERFORMANCE
48
DASHBOARD
49
BUSINESSPLAN
CUSTOMER
29
DEVELOPMENT
30
4STEPSTOEPIPHANY
31
QUALITATIVEEVAL.
BALANCED
32
50
*RUBRICS
SCORECARD
33
MEASURE,EVALUATEIMPACT
34
ImpactReporting&InvestmentStandards,IRIS
35
SocialReturnonInvestment(SROI)
36
GlobalImpactInvestingRatingSystem(GIIRS)
C4TRANSFORMATIVE
51
SCALE
SOLVESOCIETY’SMOST
PRESSINGPROBLEMS
52
SYSTEMSTHINKING
53
*MENTALMODELS
54
SYSTEMSANALYSIS
*SYSTEMDYNAMIICS/
55
MAPPING
56
SYSTEMSSOLUTIONS
*MODELLINGe.g.,
57
ArtificialIntelligence
58
-DeepMind
59
-IBMWatson
60
COLLECTIVEIMPACT *5ELEMENTSNEEDEDFOR
61
SUCESS
62
COLLABORATION
4ORGANIZATIONAL
63
STRATEGIES 5FIELDBUILDING
64
STRATEGIES
65
(BRIDGESPANGROUP)
nd
66
2 GEN.SOLUTIONS
1Consulteco-system
residentsnotexperts
2Peopleresist
forcedsolutions
3Planningisbasedmore
onmorals,ethics
4Planningispolitical
5Communicatingiskey
6.Challengingisavirtue
7.Planningprocessis
argumentative
8Trade-offisgood/bad
notright/wrong
9Problemsmayneverbe
solved,onlyre-solved
C5STRATEGYFOR
SCALINGUPIMPACT
67
4STAGES(GCSEN)
1-StartUp:Planning,
1AImpactDesign
Definetargeted
problems
IDpotentialvalueadding
solutions
1BImpactOrg.:Deliver
Impact
Culture:Innovation&
Continuous
Improvement
2-InitialImpact
2AImpactDesign
Initialimpact/Proofof
concept
RefineDesign
2BImpactOrganization
Lean:P-D-C-A
ImproveOperational
68
Excellence :
3ScaleupImpact
3AImpactDesign
IDCollectiveImpact,
Collaboration
Opportunities
3BImpactOrganization
LeanPDCA-Reducecost,
waste,errors
IncreaseImpact
4-TransformativeScale
(TS)
4AImpactDesign
TSinitiatives
SystemChange,etc.
4BImpactOrganization
LeanPDCA-Reducecost,
waste,errors
IncreaseImpact
75
C6TAMEPROBLEMS
SERIOUS,COMPLEX–
NOTASCOMPLEXAS
WICKED
Hasawell-definedand
stableproblem
statement;
•Hasadefinitestopping
point,i.e.,whenthe
solutionisreached;
•Hasasolutionthatcan
beobjectivelyevaluated
asrightorwrong;
•Belongstoasimilar
classofproblemsthat
areallsolvedinthesame
similarway;
•Hassolutionsthatcan
beeasilytriedand
abandoned;
•Comeswithalimited
setofalternative
solutions.”
ST
76
1 GEN.SOLUTION
77
LINEARSOLUTION ,
78
WATERFALLMODEL
1Understandproblem
2Gatherinformationto
understandthecontext
3Analyzeinformation
4Generatesolutions
5Assesssolutionsand
choosethebestone
6Implementthechosen
solution
7Test
8Modifythesolution,
repeatifnecessary,
N.B.COMMUNICATIONS
STRATEGYISCRITICAL
69
C7WICKEDPROB.s SOCIALLYCOMPLEX,
e.g.,RACISM,POVERTY,
CLIMATECHANGE,WAR
*Theproblemislinkedto
otherproblems;
•Problemisunique;
Therearedifferent(perhaps
incommensurable)viewsof
theproblemand
contradictorysolutions;
•Thereisalackof
informationaboutcurrent
stateofaffairs;
•Therearecultural,
economicandother
constraintsonanysolution;
•Therearenumerous
possibleinterventionpoints;
•Considerablerisk
uncertainty,ambiguity
•Theproblemisnot
“solvable”(e.g.thereisno
technicalsolutionornoone
personorgroupwhocan
solveit).
NOTSOLVABLEBYLINEAR
st
70
1 GENSOLUTIONS WICKEDPROBLEMS
ND
NEED2 GEN.SYSTEMS
71
SOLUTIONS e.g.,
72
AgileDevelopment
73
74
Sprints ScrumCards
N.B.COMMUNICATIONS
STRATEGYISCRITICAL
9
Section 2: Four Stage Model for Developing a Social Enterprise
“A social enterprise is an organization or initiative that marries the social mission of a non-profit or
government program with the market-driven approach of a business.”14
Introduction
Our Four Stage model includes features from the Skoll Centre’s overview on Social Innovation.15. Skoll’s
approach is consistent with the author’s experience and research on social entrepreneurship and social
enterprises and provides a valuable framework for organizing our recommendations.
Stage 1-Start-Up
Stage 2-Initial Impact, Proof of Concept
Stage 3-Scaling Impact
Stage 4- Transformative Scale
Our goals for Section 2 include:
•
Providing guidance to SEs in undertaking critical tasks required to start, grow, sustain, and continuously
improve the operational excellence of their social enterprise.
•
Assist SEs to meet the demands of life-long professional development by providing access to
educational programs that assist social entrepreneurs to develop their skills as change agents and
entrepreneurs.
•
Assist SEs to continuously improve and expand their organizational capacity to scale-up impact at
increasing levels of organizational complexity.
Structure-Format-Content
Structure. In each stage we will present material organized under: Impact Design e.g., Defining and
Revising Targeted Problems, Value Added Solutions, Scaling Strategy; Impact Organization e.g.,
Organizational Structure and Processes supporting the delivery of positive impact.
Format.Topics followed by a number enclosed by parentheses, e.g., logic model (20) refers to items in Table 2.
10
Content. The confines, of a thirty page paper, restricts us to providing a minimum of information on the topics
we introduce, as well as to selectively featuring a representative sample of concepts and tools from Table 2. We
will describe WHAT is being discussed and WHY. Additional background information can be obtained by
consulting our Sources.
STAGE 1: Start Up
The following definition of a social entrepreneur from Ashoka outlines the challenges SEs face in their role as
change agents. “Social entrepreneurs are individuals with innovative solutions to society’s most pressing
social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for
wide-scale change. Rather than leaving societal needs to the government or business sectors, social
entrepreneurs find what is not working and solve the problem by changing the system, spreading the solution,
and persuading entire societies to move in different directions.”16 (Emphasis added) “
In Stage 1 the SE has three (3) critical tasks: 1) Getting Organized: Clarifying personal passion and the related
mission of their social enterprise. 2) Impact Design A) Defining the Targeted Problem(s) B) Identifying value
adding solutions C) Selecting Indicators and Metrics, D) Scaling Strategy 3) Impact Organization Developing
an organizational structure to deliver their proposed solution (s) to their targeted problem.
Task 1: Clarifying personal passion and related enterprise mission
1.1 Life Map (3) WHAT: Helps organize key aspects of your life, e.g., activities, travel, hobbies, goals, etc. and
clarify what motivates them to take action. WHY: Every Social enterprise has its beginning with an idea
that motivates the social entrepreneur and influences the Mission of their social enterprise
1.2 The Golden Circle (5) What: The Golden Circle17 shifts the focus from the social entrepreneur’s
motivation to the core purpose i.e., the why of the social enterprise. WHY:: Sinek’s book, Start With Why,
points out that clearly defining the Why (core belief) of your enterprise, then the How and the What, confers
competitive advantage.
11
1.3 The Hedgehog Concept (7) WHAT: The Hedgehog Concept18,Figure 2, integrates the personal passion of
the social entrepreneur with the social enterprise’s defining mission and programs. (Figure 2). WHY:
Assists the Social Entrepreneur to align personal passion with the purpose of the enterprise.
FIGURE 2
Task 2 Impact Design: Define Problem(s),
2.1 Define the Problem Your Social Enterprise will address
2.1-1 Eco-System Member Solution (ESMS) Map {18} (Figure 3) WHAT: The ESMS assists the SE to
correlate key information from eco-system members regarding the range of solutions on which members are
already engaged. WHY: By developing the ESMS the SE can fine tune their own solution (s) to insure that A)
they add value to solving the targeted problem and B) potential future collaborators are identified.
FIGURE 3
12
2.2-3 Theory of Change (ToC) [17] {Figure 4} WHAT: Theory of Change is essentially a comprehensive
description and illustration of how and why a desired change is expected to happen in a particular context. It is
focused in particular on mapping out or “filling in” what has been described as the “missing middle” between
what a program or change initiative does (its activities or interventions) and how these lead to desired goals
being achieve”.20 WHY: The ToC requires the SE and their colleagues to think through assumptions related to
their project. It also provides a valuable visual aid on the project to stakeholders, colleagues and member of the
public whose support may be needed for implementation. Figure 6 is GCSEN’s ToC.
FIGURE 4
2.3 Impact Design: Identifying Solutions. Select Indicators, Metrics, Scaling Strategy
13
2.3-1 Key Performance Indicators (KPI), Metrics (21 & 22) WHAT: “A key performance indicator (KPI) is
a business metric used to evaluate factors that are crucial to the success of an organization.”21 WHY: Its well
known that you can’t improve what you can’t measure. KPIs and associated Metrics provide the social
enterprise with the means to monitor and evaluate the effectiveness of their positive impact solution. A simple
example illustrates the methodology:
Targeted Problem—“Greening” the Community Energy Supply
Sample Indicator—% of community energy from solar
Metrics
•
Sample Baseline score—current % of KWH from solar =3%
•
Sample Goal—Increase % of KWH from solar from 3% to 7% in 5 years
Your action plan describes your activities to reach the goal
2.3-2 Root Cause Analysis (28) {Figure 5}WHAT: “A root cause is the deepest cause in a causal chain that
can be resolved. A root cause is that portion of a system that, at the fundamental level, explains why the
system’s natural behavior produces the problem symptoms rather than some other behavior.”22 WHY:
identifying the Root Cause of a problem often leads to an effective, timely solution.
FIGURE 5
14
2.3-3 Impact Value Chain (19) {Figure 6} WHAT: “The impact value chain traditionally starts with inputlevel data and progresses to activity, output, outcome, and impact-level data. Evidence of the extent to which an
investment has made a meaningful difference increases moving to the right on the spectrum.”23 The Impact
Value Chain provides a valuable visual aid to the enterprise and related stakeholders on the actual impact
delivered by the enterprise solution. It also provides the enterprise with a tool to monitor and evaluate ROI of
resources
FIGURE 6
2.3-4 Scaling Strategy: Initial Formation
Decisions on when and how to scale up impact, in Stages 2,3,4, will depend on variables such as:
•
The enterprise’s Mission, Problem Definition, Solutions, Indicators and Metrics
•
Current state of both eco-system dynamics and the larger environment e.g., politics, economy, etc.
•
The enterprise’s operational capabilities given its state of organizational maturity
•
Classifying the targeted problem as Wicked or Tame (Table 2, C 6, C 7) is a critical task in Stage 1 as
that determines the future solution strategy as illustrated by Root Cause Analysis and Systems Thinking.
Key Takeaways Impact Design (ID) This section demonstrates how the SE could draw on some of the tools in
Table 2 to 1) Define their targeted problem, 2, Identify value added solution(s) 3, Select key indicators and
15
metrics to evaluate solution (s) 4) Develop a scaling strategy in Stages 2,3,4.It further demonstrates that the SE
has additional tools and resources they can draw on from Table 2.
2.4 Impact Organization: Organizing the Social Enterprise to Deliver Social Impact
2.4-1 Lean StartUp (38) WHAT: “The Lean Startup offers entrepreneurs—in companies of all sizes—a way to
test their vision continuously, to adapt and adjust before it's too late. Ries provides a scientific approach to
creating and managing successful startups in an age when companies need to innovate more than ever.24”
WHY: The SE in their role as skilled entrepreneur has the challenge of marrying the social mission of a nonprofit or government program with the market-driven approach of a business. In order to deliver social impact
the social enterprise must be operated effectively, efficiently and ideally generate revenue to at least cover
replacement of resources. The lean startup methodology provides the SE with an approach to deliver impact in
an efficient, cost-effective fashion.
2.4-2 Performance Management System: Managing Outcomes (37) {Figure 7} WHAT: The Framework for
Managing to Outcomes provides managers/leaders with a guide to “create a world-class performancemanagement system.”25 WHY: The SE cannot improve what they cannot measure. The Framework provide the
SE with a guide to organize the collection, measurement, reporting and evaluation of the positive impact they
are delivering.
FIGURE 7
16
2.4-3 Balanced Scorecard (49) {Figure 8} WHAT:“The balanced scorecard is a strategic planning and
management system that is used extensively in business and industry, government, and nonprofit organizations
worldwide to align business activities to the vision and strategy of the organization, improve internal and
external communications, and monitor organization performance against strategic goal.”26 WHY: Managing
the social enterprise in accordance with the four perspectives of the balanced score card assists the enterprise to
deliver social impact in a manner that is both ethical, efficient, and meets customer expectations.
FIGURE 8
2.4-4 Open Book Management (46) WHAT: “Open-book management is generally accepted to include the
following components:1)Sharing the income statement and balance sheet with most employees; 2) Sharing
other data with employees 3)Encouraging employees to use the information in their daily work; 4)Training
employees to understand financial numbers; and 5)Sharing the financial results through a gainsharing
program.”27 WHY: OBM assists the social enterprise to develop a culture that treats their employees in an
equitable manner and assists the enterprise to sustain its operations for the long term: 36% of fast growing firms
practice OBM; as do 22% of “slow growth firms”; and 8% of “no growth firms”.
17
2.4-5 Business Plan (48) WHAT: “A business plan is a document demonstrating the feasibility of a prospective
new business and providing a roadmap for its first several years of operation.” (whatis.techtarget.com). The
Business plan, along with the Theory of Change, provides the SE with an initial guide for planning the
organization of the social enterprise, including financing, staffing, facility management, cash flow and all other
operational processes e.g., human resources, payroll, etc. WHY: Assist the SE to think through and organize all
the nitty gritty details in starting up an enterprise operating with market driven discipline while also providing
the foundation for applying for financing.
2.4-5 Independent Assessments of Operational Excellence and Impact Delivery. WHAT: A critical aspect
of lean startup is continuous improvement of operational processes. Organizations can apply for the Shingo
Prize28 and receive an independent evaluation on their level of operational excellence. Organization can also
receive an independent assessment on how well they are delivering social impact from the B-Corp29 and by
Balle’s Quick Impact Assessment.30 WHY: These independent assessments provide SEs, staff, Board, and
stakeholders with affordable, high quality, complementary performance evaluations on both efficiency
(operations) and effectiveness (impact). Periodic performance evaluations can, if properly executed, provide a
foundation for developing a sustainable business model that supports delivery of positive impact at scale.
Figure 10 illustrates how a SE can organize the tools and methodologies described above to form a social
enterprise.
FIGURE 10
18
Key Takeaways from Impact Organization (IO): 1) The IO must be able to sustain forming, updating, and
delivering the enterprise’s solution. 2) The IO must also be able to support the IO’s underlying business model
i.e., a financially viable enterprise, for as noted in GCSEN’s definition of a SE, the SE’s goal is a blended value
solution that combines delivering social and environmental benefits with generating income, “A Social
Entrepreneur is an Entrepreneur with acts with purpose for People, Profit and Planet to Make Meaning and
Make Money !” (GCSEN)
STAGES 2, 3, 4,
In stages, 2, 3, 4. SEs have the challenge to continuously improve and increase the capacity of both their
sustainable solution and underlying business model. Our model presents five (5) key activities that can be
customized by SEs in each stage to meet their unique requirements. We anticipate additional developmental
activities will be added from the SEs experience and from the evolving discipline of social entrepreneurship.
STAGE 2- Deliver Initial Impact
2A Impact Design
1. Enterprise Impact Evaluation: A) Report on Impact Metrics, Actual vs Goal(s); B) Identify errors &
make improvements.
2. Update Eco-System Solution Map EMS: A) Produce Version 2; B) Review current solutions from ecosystem members C) Identify potential for collaborating to grow Impact.
3. Potential Scaling Strategy
•
Increase enterprise impact from operational improvement
•
Consider copying a proven program or innovations
•
Explore joining existing collaborations on service delivery, public advocacy, etc.
collaboration is particularly critical if targeted problem is a Wicked problem
2B Impact Organization
4. Strenghten Communications Strategy utilizing cutting edge social media tools, and methods to
mobilize support from your eco-system while building political support with the public. The
19
“heropreneur” especially may benefit by learning from past failures in economic development that, “The
technical cleverness of the few is no substitute for the political will of the many.31”
5. Continuous Improvement Operational Excellence-Grow Impact
•
Lean: Plan- Do-Check-Act (PDCA)-See Figure 11
Ø Improve Operational Efficiency: Reduce cost, waste, errors
Ø Improve Operational Effectiveness: Increase Impact
•
Consider applying for the Shingo prize
•
Consider B-CORP Impact Assessment or Balle Quick Impact Assessment
•
Increasing impact, e.g. more/new programs, more staff
•
Update skills of workforce, e.g., Human Centered Design, etc
•
Add new operational capacities, e.g. Big Data Analytics, etc.
•
Increase revenue from cost cutting and increased efficiency
•
Explore new revenue streams
FIGURE 11
STAGE 3 Scale up Impact
3A Impact Design
20
1. Impact Evaluation: A) Report on Impact Metrics, Actual vs Goal(s); B) Identify errors & make
improvements.
2. Update Eco-System Solution Map EMS: A) Produce Version 3; B) Review current solutions from
eco-system members C) Identify potential for collaborating to grow impact.
3. Potential Scaling Strategy
• Consider expanding and/or improving scaling strategies from Stage 2
• Consider joining or initiating Collective Impact32 opportunities e.g.,
• Consider 9 Strategies Scale what works: Four Organizational Pathways, 5 Field Building Pathways3
• Form/Join Communities of Practice33 (CoPs)
3B Impact Organization
4. Improve and Expand Communications Strategy A) Upgrade technology B) Invest in workforce
training C) Collaborate with stakeholders on communications
5. Continuous Improvement Operational Excellence-Grow Impact
•
Lean: Plan- Do-Check-Act (PDCA)-See Figure 13
Ø Improve Operational Efficiency: Reduce cost, waste, errors
Ø Improve Operational Effectiveness: Increase Impact
•
Consider applying for the Shingo prize
•
Consider B-CORP Impact Assessment or Balle Quick Impact Assessment
•
Increasing impact, e.g. more/new programs, more staff
•
Update skills of workforce, Negotiation, etc.
•
Add new operational capacities,, Customer Development, etc.
•
Increase revenue from cost cutting and increased efficiency
•
Explore new revenue streams
Stage 4-Transformative Scale (TS)
4A Impact Design
21
1. Impact Evaluation: A) Report on Impact Metrics, Actual vs Goal(s); B) Identify errors & make
improvements.
2. Update Eco-System Solution Map EMS: A) Produce Version 4; B) Review current solutions from
eco-system members C) Identify potential for collaborating to grow impact.
3. Potential Scaling Strategy
• Consider expanding and/or improving scaling strategies from Stages 2, 3
• Consider joining or initiating Social Movements34,35,36 focused on large scale system, culture change
aka “scaling deep”
• Consider joining or initiating 2nd Generation Systems37 solution efforts to address a Wicked problem
4B Impact Organization
4. Improve and Expand Communications Strategy A) Upgrade technology B) Invest in workforce
training C) Collaborate with stakeholders on communications
5. Continuous Improvement Operational Excellence-Grow Impact
•
Lean: Plan- Do-Check-Act (PDCA)-See Figure 13
Ø Improve Operational Efficiency: Reduce cost, waste, errors
Ø Improve Operational Effectiveness: Increase Impact
•
Consider applying for the Shingo prize
•
Consider B-CORP Impact Assessment or Balle Quick Impact Assessment
•
Increasing impact, e.g. more/new programs, more staff
•
Update skills of workforce, Collaboration, etc.
•
Add new operational capacities, Systems Modeling, etc.
•
Increase revenue from cost cutting and increased efficiency
•
Explore new revenue streams
SUMMARY
22
Our four (4) stage model is presented as “A” way, not necessarily “THE” way, or the “ONLY” way, that SEs
can organize their social enterprise to scale up impact at increasing degrees of complexity and lengthier time
horizons, as illustrated in Figure 12. Our fours stage model guides creating progressively higher impact at each
stage by the combination of Impact Design (ID) and Impact organization (IO).
FIGURE 12
Stage 1 provides the foundation for the succeeding stages. Recent research has identified important success
factors in scaling impact “as: a strong Theory of Change, Systems thinking, Defining the problem, and
Identifying the right Solution.”38 These and related factors are addressed in the four stages.
Stages, 2, 3, 4 can be managed to both develop the enterprise’s operational excellence and scale up impact
commensurate with the enterprise’s increased capacity to support more complex scaling initiatives.
The discipline of social entrepreneurship provides the SE with an extensive array of tools, methodologies and
research to support their social impact solutions.
SECTION 3: EDUCATIONAL IMPLICATIONS OF THE MODEL
This section integrates GCSEN’s 4-Stage model to higher education by applying specific pedagogical,
training and program approaches that can be used by colleges and universities to train and educate new and
experienced entrepreneurs across the continuum of stages leading to Stage 4: Transformative Scale. We include
23
a broad but not exhaustive set of activities and ideas that fit within each of the four stages of the model, and that
can promote the values of the model across entrepreneurship-focused courses and particularly in schools with a
comprehensive certificate, minor, major or comprehensive program in social entrepreneurship. In addition, the
authors support a community-engaged approach to the activities described in this section, which will promote
synergies and will allow students who are interested in developing entrepreneurial skills to learn from,
collaborate with, and assist entrepreneurs in the local community and gain career-relevant experience and skills
at the same time.
The nature of social entrepreneurship challenges social entrepreneurs to develop their tangible and
intangible business skills, holistic and interdisciplinary thinking and problem solving abilities in order to create
enterprises that achieve transformative scale.
To support the needs of entrepreneurs at varying stages of development, educational offerings should be tailored
to each phase of development. The following table (Table 3) connects the 4-stage model to course concepts,
assignments, and methods. The specific assignments and instructional format reflect the pracademic focus
suggested by the authors.
Table 3: Pedagogical Approach for Applying the 4-Stage Model
Model Stage
Stage 1: Start Up
Broad Topic
Workforce development
Distributed leadership
Human Centered design
Organizational Development
Cash flow
HR practices
Stage 2: Initiative
Positive Impact
Mission and Strategic Planning
Legal & Structural Frameworks for
organizing
Sales, branding, marketing
Specific Assignments
Attracting, Training and Retaining
talent
Exercises on situational leadership
& servant leadership
Emotional/Social intelligence
exercise
Adaptation and pivoting exercise
Cash management spreadsheet
exercise for non-accounting majors
Diversity & Inclusion plan; MWOB
certifications
Mission design exercise; Steps in
Strategic Planning
Creation of a legal plan &
framework
Marketing plan
24
Stage 3: Scale-up
Impact
Ramp up Sales and Marketing
Sales Pitch and CRM strategy
International opportunities
Licensing
Stage 4:
Transformative Scale
Impact Investing and accessing
capital
Models of social enterprise
ownership for long term growth,
Harnessing stories of impact,
translating impact into brand
equity.
Global marketing assessment
Licensing partner opportunity
assessment
Investor pitch and proposal
Strategic plan component on legal
structure
Communications & branding plan
There is a lot debate about the effectiveness of teaching entrepreneurship in the context of the
classroom, due the experiential nature and importance of trial and error in the entrepreneurial process, which is
difficult to replicate in a classroom setting. In order for formal educational approaches to any type of
entrepreneurship education to be successful, the traditional lecture model must be radically adapted. This is one
important reason that we promote a hybrid model of teaching and learning, one that is flexible, that incorporates
technology, involves a high level of interaction with like-minded individuals and experienced business-people,
and one that allows for the building of social capital and a vital network while going through the educational
process. This is typically not an essential element of a college level course, and requires social entrepreneurship
faculty and program directors to go far beyond the traditional course model and remove the boundaries of the
classroom, which is true even for online courses.
In a 2015 paper that was presented at the 12th Annual Social Entrepreneurship conference (Naatus, Trillo
& Caslin, 2015), we described a service-learning approach to teaching entrepreneurship by partnering students
with local entrepreneurs. We would like to take that approach much further by specifically incorporating the
GSCEN model to provide an essential toolkit for entrepreneurs, as well as structure the courses to maximize the
potential for social change, much like in Enos’ (2015) model, which raises the importance of civic engagement
to a similar level as the business and entrepreneurship content, in order to maximize collective impact through
higher education social entrepreneurship programs. Enos argues that many entrepreneurship programs focus
solely on the individual entrepreneur without emphasizing the civic engagement piece, which is a missed
25
opportunity for universities to positively impact their surrounding communities. In addition, as Smith, Barr,
Terri, Barbosa, Saulo, Kickul (2008) point out, the experiential and community-engaged approach to social
entrepreneurship education facilitates improvised learning and “learning by doing” on the part of the students.
Since many students are not familiar with the concept of social enterprise or social entrepreneurship before
coming to these class experiences, this allows for a deep connection and deep learning on the topic, as opposed
to a more traditional learning by lecture experience.
Pilot Study
GSCEN and Saint Peter’s University will pilot a hybrid model approach in teaching a Social
Entrepreneurship course at the university in the Spring 2017 semester. Specific modules will be built into the
course to help develop tangible skill sets in business, budgeting, marketing and legal areas to name a few, and in
addition, we are working on adapting the syllabus to focus on the development of more intangible skillsets, such
as opportunity recognition, relationship building, risk-taking, adaptability and perseverance. At the end of the
pilot semester, which will likely attract students who would benefit most from a focus on the early stages of
GSCEN’s social entrepreneurship model, a higher level course will be offered, where students who have
completed the initial concept and launch phases can further develop their social enterprise beyond the Startup
and Problem Definition stages. Conclusion
Social entrepreneurs/enterprises will be at different stages of development and as their enterprises
progress to transformative scale, and what will be of interest to them will be ongoing education. Connecting
courses and educational experiences to the 4-stage model can help facilitate the planning and organizing of
curriculum to support pracademic learning experiences for social entrepreneurs across stages of development.
From a programmatic and institutional perspective, social entrepreneurship courses and programming
can provide a catalyst for creativity and innovative thinking as well as a practical way of examining social
issues and issues of social justice across the curriculum. By nature, social entrepreneurship ties together
disciplines from across the curriculum, from business and marketing to biology and chemistry to
26
communications and the humanities. Social entrepreneurship projects with clear outcomes have the power to
impact partners and organizations beyond the confines of the campus and engage students in the kind of interdisciplinary thinking and holistic learning that both empowers them and sets them apart. The biochemistry
student with a great idea for a new type of water filter that can be used in developing countries with limited
access to potable water can benefit from working with a journalism student who can produce a brief
documentary explaining the problem and proposed solution, as well as the marketing student who will identify
the market value and run a digital marketing campaign to encourage broad support and attract funders. In this
manner, the proposed social entrepreneurship courses and programs can be a catalyst for broader change and
greater impact at the university and in the surrounding community.
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Shingo Institute, http://www.shingoprize.org/
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B-Corp Assessment, https://www.bcorporation.net/blog/b-impact-assessment
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Making Change: How Social Movements Work & How to Support Them
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29
APPENDIX 1:POTENTIAL EDUCATIONAL OFFERINGS
WORKFORCEDEVELOPMENT-TRAINING
IMPACTDESIGN
CHANGEAGENT1.0.2.03.04.0
COMMUNICATIONS1.0.2.03.04.0
DESIGN1.0.2.03.04.0
-HUMANCENTEREDDESIGN
-BEHAVIORALDESIGN
LEADERSHIP1.0.2.03.04.0
• Value-based leadership
• Distributed leadership
• Adaptive leadership
• Servant leadership
NEGOTIATIONS
COLLABORATION
SYSTEMS1.0.2.03.04.0
-THINKING
-ANALYSISe.g.,Rootcause
-SOLUTIONSe.g.,Modelling
-SYSTEMSGENERATION1-LinearSolutionse.g.,Waterfall
-SYSTEMSGENERATION2-AgileDevelopment
ORGANIZINGSOCIALMOVEMENTS
COLLECTIVEIMPACT
PROBLEMSOLVING1.0.2.03.04.0
FACILITATION
UNDERSTANDINGWICKEDANDTAMEPROBLEMS
APPLYINGBIGDATAANALYTICS1.0.2.03.04.0
MANAGINGTHEMATURINGORGANIZATION
COMMUNITYORGANIZING
IMPACTINVESTING
STRATEGY
STATISTICALANALYSIS
SOCIALSYSTEMMAPPING
-ECOSYSTEMMAP
-MESSMAPS
-RESOLUTIONMAPS
-IMPACTGAPMAPS
-DIALOGUEMAP
PRACTICALWRITING
EFFECTIVEPUBLICSPEAKING
TEAMBUILDING
ORGANIZATIONALDEVELOPMENT-OPERATIONS
IMPACTORGANIZATION
CONTINUOUSIMPROVEMENTPDCA1.0.2.03.04.0
DEVELOP.UTILIZE“PLATFORMS”
BOARDDEVELOPMENT
-Recruitment
-Managing
LEGALSTRUCTURES.e.g.,LLC?B-Corp?
LEGALISSUES
-Patents
-Copyright
-Trademark
-Contracting
SOCIALMEDIA1.0.2.03.04.0
GOFORWARDPLAN
IMPACTINVESTING
COMPENSATIONSYSTEMS
CRM
ACCOUNTING,PAYROLL
INSURANCE
HR
MARKETING
FINANCIALMANAGEMENT
-Cashflow
CUSTOMERDEVELOPMENT(4StepstoEpiphany)
AGILEDEVELOPMENT1.0.2.03.04.0
-SPRINTS
-SCRUMCARDS
DECISIONMAKINGMODELS
ARTIFICIALINTELLIGENCEE.G.,IBMWATSON,ETAL
GLOBALIMPACTEVALUATIONFRAMEWORKS
• Impact Reporting Investment Standards (IRIS)
• Social Return on Investment (SROI)*
• Global Impact Investment Rating System (GIIRS)
• Universal Standards for Social Performance
Management
GRANTWRITING
SUPERVISION
BUDGETING,CASHFLOW
FINANCING
30