Kas yra socialinis verslas (video)
Siūlome jums pažiūrėti smagų filmuką, kuris paaiškina, kas gi yra tas socialinis verslas.
Projekto metu parengėme socialinio poveikio vertinimo medotiką. Kviečiame susipažinti su pridėta medžiaga.
We can’t ask social enterprises to have a big impact if they can’t get the resources they need to grow bigger. In Britain, for example, fewer than 10% of the tens of thousands of social enterprises generate more than £1 million in revenue. Why is that?
One reason is that the scrappy, entrepreneurial approach that characterizes many of these organizations starts to break down as they pass that threshold. Normal business complexity sets in. Founding CEOs realize—or fail to realize—that their maniacal energy and personal devotion can only take their enterprises so far.
And these organizations face a quandary—they are too small to support the growth they need and the impact they want to have. They lack customer insights that would help tune their business model to attract more customers. Their business plans often betray a misunderstanding of how scale generates financial returns. They need new executive talent, infusions of capital, and systems capable of supporting an expanding organization.
For-profit companies in the same situation can turn to a robust venture capital community that is focused on providing the management, financing and strategy that innovative companies need to scale up quickly. Yet those resources don’t exist in the social enterprise market—even though the need is essentially the same.
Hoping to fill this need, my firm, Bain & Company and six other partners founded Social Business Trust (SBT) in the U.K. It’s an example of an organization seeking to meet this challenge of scale by providing top-tier, in-kind expertise and working capital to promising social enterprises. Others include The Private Equity Foundation and The Acumen Fund. All of these organizations are trying to fill a critical gap for social entrepreneurs.
Since it started its work in December 2010, SBT has invested in five social enterprises, which have since collectively increased their revenues by 77%. The goal for the next five years is 300% growth. Some of these enterprises were already well above the £1 million revenue mark, while others are startups that have since soared past it. Some 100,000 people benefited directly or indirectly from the services of these organizations—and that number is set to grow to one million within five years.
For example, the London Early Years Foundation (LEYF) runs 24 nursery schools in a handful of London boroughs, offering lower income parents high-quality childcare. LEYF’s initial plan for growth was to franchise its successful model nationwide. After a careful analysis of the market, the organization decided instead to grow first within London, a market that can easily support a fourfold expansion of its social impact on young children.
The Challenge Network, another organization in SBT’s portfolio, was founded in 2009 in response to the British government’s efforts to engage 16-year-olds in national service. Despite national government support, analysis again showed that plans to grow nationwide would prove an expensive way to deliver local programs. Challenge is now focused on increasing its reach through density and local scale in specific target markets, a more profitable approach. After starting from zero three years ago, Challenge likely will see revenues of over £20-30 million in the next few years.
Social enterprise stems from a desire to make the world a better place. But if we want it to do so at a meaningful scale, it is time to acknowledge that social enterprises earn their right to be in business the same way private enterprises do: by serving customer needs better than their competition.
This also means the market has to create and offer a range of financial and in-kind services to help social enterprises scale up. At early stages (0-£5M in revenue), this support will likely come from in-kind professional support and grants. At later stages (£5M+), it can come from debt and other forms of financing. (And therein lies another challenge: there are too few organizations that have funding scale to meet latent demand to grow the social enterprise industry.)
Just as social enterprises need a real venture capital support network, they also need real professional support. Giving an extra 10% to pro bono work after you’re done with your day job is admirable. But social enterprise will not achieve its growth ambitions if it is dependent on good will and spare time. These enterprises need top business talent that works full-time on the task, whether in an executive role, as a professional service provider or as a supplier.
To attract such talent to their portfolio companies, investors like SBT must apply normal investment disciplines: pick winning business models from among thousands of social enterprises; provide an exit that rewards entrepreneurial CEOs for their efforts; and build businesses whose models can fund growth or pay for debt. In short, they must apply the normal rules of business to social enterprise. With one exception: instead of benefitting shareholders, dividends and capital gain will be reinvested to provide more benefits to society.
Follow the Scaling Social Impact insight center on Twitter @ScalingSocial and give us feedback.
This is a practical ‘how to’ manual for starting a new social enterprise or expand an existing social enterprise.
It is designed to be a basic process guide to carrying out a feasibility study of an enterprise idea, and then writing the enterprise plan in order to be able to present it to potential supporters. It can also be used as a guide to the basic systems for managing social enterprises.
The manual is divided into three sections: Section 1 is an overview of social enterprise and the history and background; Section 2 is the main part of the Toolkit and provides the information and exercises for developing the social enterprise idea and testing its viability; Section 3 is the outline of the content required in a Social Enterprise Plan, to guide groups and individuals, as they bring the information gathered during the Section 2 processes together, in preparing and writing a plan.
http://www.britishcouncil.org.ua/sites/default/files/social_enterprise_planning_toolkit.pdf
Hackathons originated in the IT sector and refer to events designed to bring teams together for 48 hours of intensive development in competition to solve a specific problem or challenge. Traditionally hackathon events have focused on software and hardware development in the tech sector.
This very effective and intense development method was adapted to address the social and environmental challenges of local communities. The social hackathon method was developed within the framework of the CoSIE project (Co-Creation of Service Innovation in Europe) in Estonia.
The Guideline for Social Hackathon Events has been conducted in cooperation of Tallinn University School of Governance, Law and Society, Võru County Development Agency and NGO Helpific teams.
Cosie guidelines: here
Source: SEIP (Social Entrepreneurship Incubation Program) online incubation program supporting social entrepreneurs, impact oriented innovators and purpose driven businesses with an extended international network of peers, experts and mentors.
The materials state that impact modelling, measurement and communication is important, because the methods used in them can be used also in quality work and service development. Measuring impact helps service providers differentiate themselves from competitors, and impact-driven ways of describing services is the way to succeed in results-based contracting.
The workbook is designed so that service providers are able to use the tools directly into their own services. More learning is available through webinars where Saila Tykkyläinen from Vaikuttava Yritys, an experienced impact trainer teaches how to use them.
Materials are part of Natural Resource Center in Finland project HyvinVoikoordinaatio 2018–2021 and is funded by EU.
Find the whole workbook here. Contents, topics, tools and tips of the workbook include:
Picture: Natural Resource Center of Finland
Comparative studies have generally demonstrated high levels of social capital in the Scandinavian welfare states. It has also been shown that social capital is generally higher among more privileged groups of people than among less privileged groups. However, less is known about how the different types of social inequalities relate to various types of social capital. The aim of this study is to go beyond the generally high Norwegian levels of social capital and study variations of social capital within a representative sample of the Norwegian adult population. The main question is whether and to what extent socio-economic indicators relate to measures of social capital, that is, social trust and civic participation. The data are based on a representative sample of the Norwegian adult population, comprising 3190 individuals.
The results show that, whereas several of the socio-economic indicators are significant with respect to social trust, it is only the level of education that is significant for both types of social capital. These findings show that the associations between socio-economic indicators and social capital vary, based on the measures applied. Nevertheless, the strong associations between education and both social capital outcomes demonstrate that social capital is not equally available to all, emphasising the importance of social policies and societal institutions in building social capital.
Access the study here.
© Therese Saltkjel and Ira Malmberg-Heimonen
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Projekto metu parengėme socialinio poveikio vertinimo medotiką. Kviečiame susipažinti su pridėta medžiaga.
We can’t ask social enterprises to have a big impact if they can’t get the resources they need to grow bigger. In Britain, for example, fewer than 10% of the tens of thousands of social enterprises generate more than £1 million in revenue. Why is that?
One reason is that the scrappy, entrepreneurial approach that characterizes many of these organizations starts to break down as they pass that threshold. Normal business complexity sets in. Founding CEOs realize—or fail to realize—that their maniacal energy and personal devotion can only take their enterprises so far.
And these organizations face a quandary—they are too small to support the growth they need and the impact they want to have. They lack customer insights that would help tune their business model to attract more customers. Their business plans often betray a misunderstanding of how scale generates financial returns. They need new executive talent, infusions of capital, and systems capable of supporting an expanding organization.
For-profit companies in the same situation can turn to a robust venture capital community that is focused on providing the management, financing and strategy that innovative companies need to scale up quickly. Yet those resources don’t exist in the social enterprise market—even though the need is essentially the same.
Hoping to fill this need, my firm, Bain & Company and six other partners founded Social Business Trust (SBT) in the U.K. It’s an example of an organization seeking to meet this challenge of scale by providing top-tier, in-kind expertise and working capital to promising social enterprises. Others include The Private Equity Foundation and The Acumen Fund. All of these organizations are trying to fill a critical gap for social entrepreneurs.
Since it started its work in December 2010, SBT has invested in five social enterprises, which have since collectively increased their revenues by 77%. The goal for the next five years is 300% growth. Some of these enterprises were already well above the £1 million revenue mark, while others are startups that have since soared past it. Some 100,000 people benefited directly or indirectly from the services of these organizations—and that number is set to grow to one million within five years.
For example, the London Early Years Foundation (LEYF) runs 24 nursery schools in a handful of London boroughs, offering lower income parents high-quality childcare. LEYF’s initial plan for growth was to franchise its successful model nationwide. After a careful analysis of the market, the organization decided instead to grow first within London, a market that can easily support a fourfold expansion of its social impact on young children.
The Challenge Network, another organization in SBT’s portfolio, was founded in 2009 in response to the British government’s efforts to engage 16-year-olds in national service. Despite national government support, analysis again showed that plans to grow nationwide would prove an expensive way to deliver local programs. Challenge is now focused on increasing its reach through density and local scale in specific target markets, a more profitable approach. After starting from zero three years ago, Challenge likely will see revenues of over £20-30 million in the next few years.
Social enterprise stems from a desire to make the world a better place. But if we want it to do so at a meaningful scale, it is time to acknowledge that social enterprises earn their right to be in business the same way private enterprises do: by serving customer needs better than their competition.
This also means the market has to create and offer a range of financial and in-kind services to help social enterprises scale up. At early stages (0-£5M in revenue), this support will likely come from in-kind professional support and grants. At later stages (£5M+), it can come from debt and other forms of financing. (And therein lies another challenge: there are too few organizations that have funding scale to meet latent demand to grow the social enterprise industry.)
Just as social enterprises need a real venture capital support network, they also need real professional support. Giving an extra 10% to pro bono work after you’re done with your day job is admirable. But social enterprise will not achieve its growth ambitions if it is dependent on good will and spare time. These enterprises need top business talent that works full-time on the task, whether in an executive role, as a professional service provider or as a supplier.
To attract such talent to their portfolio companies, investors like SBT must apply normal investment disciplines: pick winning business models from among thousands of social enterprises; provide an exit that rewards entrepreneurial CEOs for their efforts; and build businesses whose models can fund growth or pay for debt. In short, they must apply the normal rules of business to social enterprise. With one exception: instead of benefitting shareholders, dividends and capital gain will be reinvested to provide more benefits to society.
Follow the Scaling Social Impact insight center on Twitter @ScalingSocial and give us feedback.
This is a practical ‘how to’ manual for starting a new social enterprise or expand an existing social enterprise.
It is designed to be a basic process guide to carrying out a feasibility study of an enterprise idea, and then writing the enterprise plan in order to be able to present it to potential supporters. It can also be used as a guide to the basic systems for managing social enterprises.
The manual is divided into three sections: Section 1 is an overview of social enterprise and the history and background; Section 2 is the main part of the Toolkit and provides the information and exercises for developing the social enterprise idea and testing its viability; Section 3 is the outline of the content required in a Social Enterprise Plan, to guide groups and individuals, as they bring the information gathered during the Section 2 processes together, in preparing and writing a plan.
http://www.britishcouncil.org.ua/sites/default/files/social_enterprise_planning_toolkit.pdf
Hackathons originated in the IT sector and refer to events designed to bring teams together for 48 hours of intensive development in competition to solve a specific problem or challenge. Traditionally hackathon events have focused on software and hardware development in the tech sector.
This very effective and intense development method was adapted to address the social and environmental challenges of local communities. The social hackathon method was developed within the framework of the CoSIE project (Co-Creation of Service Innovation in Europe) in Estonia.
The Guideline for Social Hackathon Events has been conducted in cooperation of Tallinn University School of Governance, Law and Society, Võru County Development Agency and NGO Helpific teams.
Cosie guidelines: here
Source: SEIP (Social Entrepreneurship Incubation Program) online incubation program supporting social entrepreneurs, impact oriented innovators and purpose driven businesses with an extended international network of peers, experts and mentors.
The materials state that impact modelling, measurement and communication is important, because the methods used in them can be used also in quality work and service development. Measuring impact helps service providers differentiate themselves from competitors, and impact-driven ways of describing services is the way to succeed in results-based contracting.
The workbook is designed so that service providers are able to use the tools directly into their own services. More learning is available through webinars where Saila Tykkyläinen from Vaikuttava Yritys, an experienced impact trainer teaches how to use them.
Materials are part of Natural Resource Center in Finland project HyvinVoikoordinaatio 2018–2021 and is funded by EU.
Find the whole workbook here. Contents, topics, tools and tips of the workbook include:
Picture: Natural Resource Center of Finland
Comparative studies have generally demonstrated high levels of social capital in the Scandinavian welfare states. It has also been shown that social capital is generally higher among more privileged groups of people than among less privileged groups. However, less is known about how the different types of social inequalities relate to various types of social capital. The aim of this study is to go beyond the generally high Norwegian levels of social capital and study variations of social capital within a representative sample of the Norwegian adult population. The main question is whether and to what extent socio-economic indicators relate to measures of social capital, that is, social trust and civic participation. The data are based on a representative sample of the Norwegian adult population, comprising 3190 individuals.
The results show that, whereas several of the socio-economic indicators are significant with respect to social trust, it is only the level of education that is significant for both types of social capital. These findings show that the associations between socio-economic indicators and social capital vary, based on the measures applied. Nevertheless, the strong associations between education and both social capital outcomes demonstrate that social capital is not equally available to all, emphasising the importance of social policies and societal institutions in building social capital.
Access the study here.
© Therese Saltkjel and Ira Malmberg-Heimonen
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Projekto metu parengėme socialinio poveikio vertinimo medotiką. Kviečiame susipažinti su pridėta medžiaga.
We can’t ask social enterprises to have a big impact if they can’t get the resources they need to grow bigger. In Britain, for example, fewer than 10% of the tens of thousands of social enterprises generate more than £1 million in revenue. Why is that?
One reason is that the scrappy, entrepreneurial approach that characterizes many of these organizations starts to break down as they pass that threshold. Normal business complexity sets in. Founding CEOs realize—or fail to realize—that their maniacal energy and personal devotion can only take their enterprises so far.
And these organizations face a quandary—they are too small to support the growth they need and the impact they want to have. They lack customer insights that would help tune their business model to attract more customers. Their business plans often betray a misunderstanding of how scale generates financial returns. They need new executive talent, infusions of capital, and systems capable of supporting an expanding organization.
For-profit companies in the same situation can turn to a robust venture capital community that is focused on providing the management, financing and strategy that innovative companies need to scale up quickly. Yet those resources don’t exist in the social enterprise market—even though the need is essentially the same.
Hoping to fill this need, my firm, Bain & Company and six other partners founded Social Business Trust (SBT) in the U.K. It’s an example of an organization seeking to meet this challenge of scale by providing top-tier, in-kind expertise and working capital to promising social enterprises. Others include The Private Equity Foundation and The Acumen Fund. All of these organizations are trying to fill a critical gap for social entrepreneurs.
Since it started its work in December 2010, SBT has invested in five social enterprises, which have since collectively increased their revenues by 77%. The goal for the next five years is 300% growth. Some of these enterprises were already well above the £1 million revenue mark, while others are startups that have since soared past it. Some 100,000 people benefited directly or indirectly from the services of these organizations—and that number is set to grow to one million within five years.
For example, the London Early Years Foundation (LEYF) runs 24 nursery schools in a handful of London boroughs, offering lower income parents high-quality childcare. LEYF’s initial plan for growth was to franchise its successful model nationwide. After a careful analysis of the market, the organization decided instead to grow first within London, a market that can easily support a fourfold expansion of its social impact on young children.
The Challenge Network, another organization in SBT’s portfolio, was founded in 2009 in response to the British government’s efforts to engage 16-year-olds in national service. Despite national government support, analysis again showed that plans to grow nationwide would prove an expensive way to deliver local programs. Challenge is now focused on increasing its reach through density and local scale in specific target markets, a more profitable approach. After starting from zero three years ago, Challenge likely will see revenues of over £20-30 million in the next few years.
Social enterprise stems from a desire to make the world a better place. But if we want it to do so at a meaningful scale, it is time to acknowledge that social enterprises earn their right to be in business the same way private enterprises do: by serving customer needs better than their competition.
This also means the market has to create and offer a range of financial and in-kind services to help social enterprises scale up. At early stages (0-£5M in revenue), this support will likely come from in-kind professional support and grants. At later stages (£5M+), it can come from debt and other forms of financing. (And therein lies another challenge: there are too few organizations that have funding scale to meet latent demand to grow the social enterprise industry.)
Just as social enterprises need a real venture capital support network, they also need real professional support. Giving an extra 10% to pro bono work after you’re done with your day job is admirable. But social enterprise will not achieve its growth ambitions if it is dependent on good will and spare time. These enterprises need top business talent that works full-time on the task, whether in an executive role, as a professional service provider or as a supplier.
To attract such talent to their portfolio companies, investors like SBT must apply normal investment disciplines: pick winning business models from among thousands of social enterprises; provide an exit that rewards entrepreneurial CEOs for their efforts; and build businesses whose models can fund growth or pay for debt. In short, they must apply the normal rules of business to social enterprise. With one exception: instead of benefitting shareholders, dividends and capital gain will be reinvested to provide more benefits to society.
Follow the Scaling Social Impact insight center on Twitter @ScalingSocial and give us feedback.
This is a practical ‘how to’ manual for starting a new social enterprise or expand an existing social enterprise.
It is designed to be a basic process guide to carrying out a feasibility study of an enterprise idea, and then writing the enterprise plan in order to be able to present it to potential supporters. It can also be used as a guide to the basic systems for managing social enterprises.
The manual is divided into three sections: Section 1 is an overview of social enterprise and the history and background; Section 2 is the main part of the Toolkit and provides the information and exercises for developing the social enterprise idea and testing its viability; Section 3 is the outline of the content required in a Social Enterprise Plan, to guide groups and individuals, as they bring the information gathered during the Section 2 processes together, in preparing and writing a plan.
http://www.britishcouncil.org.ua/sites/default/files/social_enterprise_planning_toolkit.pdf
Hackathons originated in the IT sector and refer to events designed to bring teams together for 48 hours of intensive development in competition to solve a specific problem or challenge. Traditionally hackathon events have focused on software and hardware development in the tech sector.
This very effective and intense development method was adapted to address the social and environmental challenges of local communities. The social hackathon method was developed within the framework of the CoSIE project (Co-Creation of Service Innovation in Europe) in Estonia.
The Guideline for Social Hackathon Events has been conducted in cooperation of Tallinn University School of Governance, Law and Society, Võru County Development Agency and NGO Helpific teams.
Cosie guidelines: here
Source: SEIP (Social Entrepreneurship Incubation Program) online incubation program supporting social entrepreneurs, impact oriented innovators and purpose driven businesses with an extended international network of peers, experts and mentors.
The materials state that impact modelling, measurement and communication is important, because the methods used in them can be used also in quality work and service development. Measuring impact helps service providers differentiate themselves from competitors, and impact-driven ways of describing services is the way to succeed in results-based contracting.
The workbook is designed so that service providers are able to use the tools directly into their own services. More learning is available through webinars where Saila Tykkyläinen from Vaikuttava Yritys, an experienced impact trainer teaches how to use them.
Materials are part of Natural Resource Center in Finland project HyvinVoikoordinaatio 2018–2021 and is funded by EU.
Find the whole workbook here. Contents, topics, tools and tips of the workbook include:
Picture: Natural Resource Center of Finland
Comparative studies have generally demonstrated high levels of social capital in the Scandinavian welfare states. It has also been shown that social capital is generally higher among more privileged groups of people than among less privileged groups. However, less is known about how the different types of social inequalities relate to various types of social capital. The aim of this study is to go beyond the generally high Norwegian levels of social capital and study variations of social capital within a representative sample of the Norwegian adult population. The main question is whether and to what extent socio-economic indicators relate to measures of social capital, that is, social trust and civic participation. The data are based on a representative sample of the Norwegian adult population, comprising 3190 individuals.
The results show that, whereas several of the socio-economic indicators are significant with respect to social trust, it is only the level of education that is significant for both types of social capital. These findings show that the associations between socio-economic indicators and social capital vary, based on the measures applied. Nevertheless, the strong associations between education and both social capital outcomes demonstrate that social capital is not equally available to all, emphasising the importance of social policies and societal institutions in building social capital.
Access the study here.
© Therese Saltkjel and Ira Malmberg-Heimonen
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
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