Steps towards impact – Tools and examples
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Steps towards impact – Tools and examples

We all long for simple tools and examples how to understand the logic of stepping towards social impact. Finnish innovation fund Sitra has for 3 years built a impact investment ecosystem in Finland, and as part of the work, aimed to enhance the service providers’ and municipalities’ capability to work towards more impactful procurement. As the public sector acquires products and services with a yearly sum of approximately 35 billion euros, this competency is more than highly needed.

Recently, Sitra released a publication which provides tools and examples that help develop more impactful investments and investment-ready operations.  The first part of the publication brings insight to the Finnish impact investment field in general and presents ideas how service providers can engage their operations with a bigger picture. The second part describes the first impact accelerator, and gives examples of steps towards impact that the accelerator participator organizations have taken.

This case study provides an excellent study for those social enterprises trying to find practical help how to map and communicate their own impact.

 

Part 1

Impact chain and the impact ecosystem

Impact chain – thinking is widely used in Finland when mapping the social impacts of service providers. The principle is easy to understand and use for demonstrating organisation’s operations and solutions. Internationally, the method is known and “iooi”: input, output, outcome and impact. The model helps understand the elements that impact is built upon, and to see the relations between those elements.

Impact chain -method can be used in two different ways. The first is the impact footprint; starting with the organizations inputs and outputs and assessing their potential impacts to society, we get an organization-based description about the impact. This can be used for example in CSR reporting.

The publication puts more emphasis on the impact handprint, which refers to the goal-oriented impact. The starting point here is the actual pursued impact, which then will defines the other elements; what kind of outcomes do we aim for, and what inputs and outputs shall build these most efficiently? The impact handprint approach is needed for example when projecting future impact and it serves well in  impact investment cases.

The publication goes on describing in detail the elements of impact chain, and their relations.

It also introduces an idea of impact ecosystem. As impact is many times built upon inputs, outputs and outcomes from different sources, it’s important to map the different sources and understand the whole picture. One service provider rarely produces all impacts for a certain group of beneficiary or cause alone, but there are many organizations that aim for the same goal, and impact is created together.  Usually the service provider is also involved in many different societal change processes at the same time. All this can be described by using the impact ecosystem approach.

 

Modelling impact

Modelling impact is an important part of goal-oriented impact. There are a number of ways to modelling, as the situations for the model’s use vary. There are however 3 common stages in modelling: 1) modelling societal benefit, 2) modelling impact, and 3) modelling operations (on how benefit and impact are created).  One result of careful work of modelling is that it can reveal new sources of competitive advantage for a service provider, and help in developing new and better services for customers.

Modelling societal benefit can for example reveal how much savings can be achived to society through using certain service. Model can be based for example on statistical research and expert evaluations.

Modelling impact is done based on social benefit model. It includes the inputs required for reaching the change goals and an evaluation of investments needed to make those imputs.

Depending on the impact goal, this can be describing systemic change, or it can concentrate on mapping a single intervention. For the service provider, modelling impact will show what kind of inputs are needed to reach goals, and thus helps in developing better services.

A best practice approach to modelling is to always include wider range of experts and evaluators as well as customers in the process.

Modelling operations is the most important step for a service provider. It is a carefully defined presentation on how the service is producing certain results, and so it describes in a detailed way the inputs and outputs of the service. Return on investment (ROI) calculations are often included in this stage.

Again, the publication goes on describing, with examples, the 3 ways of modelling in action. A method of impact tree is also described, as well as ideas given to data gathering and impact indicators.

 

Communicating impact

Impact communication is definitely a big source of competitive advantage for a social enterprise. Impact information and understanding is appreciated by customers, investors, employees and the public. Four useful tools for communicating impact are

  • Company story, including story of change and impact
  • Communicative impact chain
  • Impact story, describing impact through a person or a case
  • Indicator dashboard, and infographic about the impact indicators and their results

 

Part 2

Sitra Impact Accelerator

Finnish innovation fund Sitra organized 4 impact accelerators in 2015-2017, with 37 service provider participants. Most of the participants were limited companies (social enterprises), also a few service-providing non-profits attended. The aim of the impact accelerator was to support the participants development towards more impactful actors, and create new channels towards investors interested in social impact.

Accelerator was a 2-month intensive training- and mentoring program. Program themes included social impact modelling and measurement, building of results-based business logic and developing investment-readiness, for scaling up the impact business in Finland.  

While these pilot accelerators provided useful experience on what type of support is needed in the field, it was also concluded that such impact accelerators should not be the only ones using the impact goal approach. Indeed, as “all operations have an impact”,  more traditional business accelerators and investors could learn from these approaches and add impact education in their operations as well.

Steps towards impact

The last part of the publication describes in detail the impact accelerator participant organization’s paths to impact and their impact chains. The 24 cases demonstrate the methods and approaches discussed in this introductory blog, and are an excellent bank of ideas on any social enterprise to start thinking and designing their own approach to modelling impact.

 

As the original material is at the moment available only in Finnish,  it is highly recommended that social enterprise communities in different Baltic region countries gather resources and translate the material to respective languages.

 

Source:

Heliskoski, J., Humala, H., Kopola, R., Tonteri, A. & Tykkyläinen, S. (2018). Vaikuttavuuden askelmerkit Työkaluja ja esimerkkejä palveluntuottajille. Finnish innovation fund releases 130. (Only available in Finnish)

Book review: Reinventing organizations by Frederic Laloux
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Book review: Reinventing organizations by Frederic Laloux

When running your social enterprise, have you ever wondered if there is a different way of doing organizational tasks and assigning titles than the traditional hierarchical structure with decisions being made mostly top down? Frederick Laloux, the author of reinventing organizations, wondered just that. He had observed different styles of running organizations which he equated to a color spectrum to help us understand the development of the consciousness of the leading styles and organizational norms.

To begin with, all types of organizational styles are relevant depending on the given circumstance, there is no better or worse, as any leader or organization may display different color types if and when required. With that said the first part of the book described the color spectrum as follows:

Red organizations: “constant exercise of power by chief to keep troops in line. Fear is the glue of the organization.” Examples: Mafia, street gangs

Amber organizations: “Highly formal roles within a hierarchical pyramid. Top-down command and control (what and how).” Examples: Military, most government agencies

Orange organizations: “Goal is to beat competition; achieve profit and growth. Innovation is the key to staying ahead.” Example: Multinational companies

Green organizations: “With the classic pyramid structure, focus on culture and empowerment to achieve extraordinary employee motivation.” Example: Culture driven organizations

Teal organizations: The organizational is seen as its own entity and the staff are its guardians. They practice to trust the abundance of life by taming the ego and use their inner rightness as their compass. They see life as a journey that continually unfolds and build on the strength of each other rather than as a deficit (viewing people as a problem to be solved). They deal gracefully with adversity and values wisdom over rationality. They strives for wholeness: in relation to others, life and nature.

In the 2nd part of the book, Laloux describes from his research on teal organizations the structures, practices, and cultures of teal organizations. The beauty of his research which he entered into with no predetermined ideas but rather than to learn from his research subjects, he discovered that these practices had organically evolved within the 12 organizations he pinned as teal subjects, each independent and unknown to one another yet had very similar ideals and practices. The 12 companies range from the energy sector to health care to schools and health care organizations, with employees ranging from 110 to 40,000; local to global.

To delve deeper into the teal organizations practices and emergence you can purchase a new or second hand book with free shipping from  BetterWorldBooks (a social enterprise).

To learn more:

Youtube videos

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How to Start a Social Purpose Business

Take a look at our 10-step framework for starting up a Social Purpose Business.

If you’re an aspiring or established entrepreneur with a passion for a social or environmental issue, there are growing opportunities available. Starting up a Social Purpose Business allows you to leverage your entrepreneurial principles to organize, mobilize and manage a for-profit business that supports social change. Here’s a 10-step framework for starting up a Social Purpose Business.

1. Choose a social issue

Most social entrepreneurs are inspired by something. Christine Poirier of Montreal, Quebec designed her own nursing top to feel more comfortable breastfeeding in public. Her desire to help other women have positive breastfeeding experiences is what inspired Christine to co-found Momzelle, which makes quality, fashionable nursing apparel, sponsors breastfeeding events across North America and donates tops to women’s centres.

Like Christine Poirier, you might be drawn to a social issue through your own experience, but the cause you choose needs to be important to many others. For example, a recycling business that helps reduce the amount of plastic water bottles in landfills can resonate with a wide audience, in turn making a greater positive impact on the environment.

2. Research your issue

Even if you have personal experience with the social issue you’re hoping to solve, that doesn’t make you an expert. You need to have a full grasp on the nature of your endeavor, so take the time to do your research. What is your target market, and what assumptions are you making about it? Is there a real need for your Social Purpose Business? What is your competition and how will you stand out from it? What is the value you want to bring to your customers? Market research and analysis, feasibility studies, industry analysis and viewpoint forums can help you validate your assumptions and determine the potential of your idea.

3. Get a global viewpoint

Even if your cause is a local one, look beyond. There’s a world of resources available – international websites, online blogs and social networks, local and global social enterprise networks, events and meet-ups and traditional media. Take advantage to find out who the relevant innovators and innovations are worldwide, and to set up interviews with experts and potential customers. Also look beyond your industry, as valuable parallels can be drawn and trends understood from Social Purpose Businesses in other sectors.

4. Grasp legal structures

The legal structure of your business will impact its structure, governance, taxation, regulations and ability to attract investments and partners.1 Structures currently available in Canada are charities, not-for-profits, co-operatives and for-profit corporations.

The challenge faced by social entrepreneurs in Canada is that they must choose between a not-for-profit and for-profit structure from the get-go, neither of which is entirely suited to a business striving to create blended value. Before you decide upon a legal structure for your business, be sure to do your research, speak to other entrepreneurs about their experience and make sure you understand the impact your decision will make on your business. Read more about choosing a legal structure for a Social Purpose Business.

5. Establish a solid business plan

It’s time to turn your research into a business plan. A business plan should have defined goals and tasks, effective strategies and measurements for success, such as:

  • Clearly defining your product or service
  • Clearly defining your social objectives
  • Your plan for meeting your blended social and business goals
  • Your plan for measuring success – both business and social
  • Who your customers are and how you plan to reach them
  • Marketing channels you plan to use
  • Your plan for product development or service delivery
  • Your business model (legal structure)
  • Your operations plan (where it will be based, who is on your team, how it will work day to day)
  • Your financial plan (start-up costs, projected incomes, expenses and cash flow)
  • Skills required and staff needed

Remember, a Social Purpose Business is a for-profit endeavour that will be competing with commercial enterprises that are concerned only with financial returns. Your business plan needs to engage and convince stakeholders, investors and funders.

6. Investigate funding options

One of the greatest challenges for entrepreneurs is finding the resources and capital to start their venture – even more so for social entrepreneurs. It helps to first understand the different types of financing that are available, including various sources of private sector financing or financing from non-governmental organizations. Only then can you assess which financing options best suit your Social Purpose Business.

The struggle many social entrepreneurs have is engaging private and public investors who generally lack experience with the unique risks, business models and markets presented by social ventures. Investors consider Social Purpose Business a riskier investment because it tends to be relatively complex, takes longer to scale and often tackles uncharted areas.1

7. Seek ongoing support from a mentor

Establishing a relationship with a mentor from the onset of your business is critical. A mentor is a business professional with the experience to provide sound business advice, support and encouragement, but it’s imperative to choose a mentor who understands the unique challenges and issues faced by socially-minded entrepreneurs. In the experience of the Futurpreneur Canada, the chances of success are much higher when a young entrepreneur has the support of a mentor, so all Futurpreneur Canada entrepreneurs are matched with a mentor, prior to receiving their loan. Read more about the value of mentorship.

8. Hire the right people

Choosing the right people for your Social Purpose Business follows the same principles as hiring for any type of business. Building a team with a mix of practical, entrepreneurial and business skills will serve your business well. Yet working for a business with a social mission may require more commitment, and any prospective employees need to understand just what’ s expected – whether that be flexibility, longer working hours or lifestyle changes. Ideally, those you hire will share the same concerns about the social issue you’re striving to change and experience with the community you’re planning to serve.

A Social Purpose Business can also benefit from a board of directors that provides specialized guidance, expertise and support. The board oversees the business and supervises management, and will make decisions that will impact all aspects of your business – employees, customers, shareholders, suppliers and communities. Depending on your social and business goals, different skills might be required from your board members, such as a lawyer, accountant, marketing executive, fundraiser, IT expert, health care provider or social worker.

9. Build a company culture

A Social Purpose Business needs to develop its own company culture and not just a campaign. For a business striving for blended value, the culture should likewise be blended, combining the best of both the traditional not-for-profit mentality and the traditional for-profit mentality. The business needs to communicate to everyone involved – employees, board members, stakeholders – how it’s founded upon blended value, measures success based on the “triple bottom line” (people, planet and profit), and serves both clients (the people benefiting socially) and customers (the people buying).

10. Reach out globally

Once your Social Purpose Business has a solid foundation and its generating both economic and social value, it might be time to build awareness about both your business and the social issue it’s impacting. Establishing a global presence can bring many benefits. It can lead to further funding, opportunities to expand your positive impact, awareness about your social issue and interest in working for your company. Recent research has demonstrated the importance and positive results of successful social media campaigns, and it’s become imperative for all types of business to reach out to people around the world with a company website, blogs and social media platforms such as Facebook, LinkedIn, Twitter and YouTube.

As powerful as social media can be for business, it comes with an element of risk. It should be assumed that anything shared on social networks lasts forever, so choose your words wisely. Also, while controversy gets people engaged – the ultimate goal of social media – you’ll want to avoid any topics (such as politics or religion) or strong views that jeopardize your business values or polarize your audience.

References

  1. Brace for (Social) Impact: The rise of social entrepreneurship in Canada. Rachel Shuttleworth, April 2012.
Educational Module for Social Entrepreneurs
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Educational Module for Social Entrepreneurs

Social Enterprise Guide “Educational Module for Social Entrepreneurs”

Social entrepreneurs are motivated by the desire to make changes for the better.

It is a phenomenon that is gaining more national and international attention.

If you want to change the world, you need to act.

“Be the change you wish to see in the world”/Gandhi

Introduction

 Target audience:

  • people who are interested in entrepreneurship and especially in creating social impact;
  • experienced entrepreneurs who want to expand their skills to change society;
  • anyone who wants to use business skills to create a social impact.

Required level of prior knowledge: no specific prior knowledge is required, but basic knowledge in business will make it easier to acquire specific knowledge.

Language: description of full Educational module including cases of partnering countries is available in English, but online training materials – for Polish social entrepreneurs in Polish, for Russia social entrepreneurs – in Russian and for Latvian social entrepreneurs in Latvian.

Training requirements:

  • there is no formal requirement for the acquisition of the training course;
  • the training course is free.

Design and use of the training module:

The training module is designed to provide a step-by-step insight into social business. Each section contains:

  • introduction;
  • Cognitive Guide (Key Issues Explained by the Unit);
  • training video materials – available in modules for Latvia, Poland and Russia;
  • additional training materials in the form of videos, articles or presentations;
  • checklist for more in-depth awareness;
  • materials for a more in-depth study of the topic.

You can browse all sections in a series or in a freeway – each section is individual; the previous sections are not required to access the next sections.

In the case of the use of material or parts of it, please refer to the project and the team of authors.

Authors:

Baltic Institute for Regional and European Concern (BISER): Poland

Magda Leszczyna-Rzucidło
Anna Fornalska-Skurczyńska

Witold Toczyski

Bartosz Atroszko

COBUCE: Russia

Maxim Mikhaylov

Social innovation centre: Latvia 

Anita Stirāne
Jevgenija Kondurova

Renāte Lukjanska

Social Entrepreneurs in Denmark: Denmark

Gitte Kirkeby
Per Bach

norden_logo

This publication is part of the project “Social entrepreneurship development in the Baltic Sea region”, co-financed by Nordic Council of Ministers Program, project identification number 17055.

 Responsible for the content solely publisher/presenter; it does not reflect the views of Nordic Council of Ministers and any related financial body. Those institutions do not bear responsibility for the information set out in the material.

The Platform Design Toolkit 2.0
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The Platform Design Toolkit 2.0

The new tool has been published to assist entrepreneurs and organizations to look at business and activities, to design strategies, products and organizations “as a platform.”

As a synthesis of different definitions, developers say that platforms are scalable collaboration agreements powered by technologies: it’s not easy to differentiate between a technology, a strategy or an organization itself; at the end, everything shapes into seeing platform thinking a way to organize value creation in a particular ecosystem.

Platform thinking is a whole new way to look at organizations or processes or even a way to think how a place or a community should work — as applying platform thinking to cities or towns policies and services.

Platforms are winning because two critical technological shifts are happening: first, there is a growing potential in every individual or small enterprise, second – now it much more easy to connect and coordinate. These changes transformed the optimal shape of a company, product or strategy from the industrial “pipeline” (and bureaucracy) to the network.

It’s made of:

  • the Ecosystem Canvas for mapping all entities and roles in the ecosystem you are trying to mobilize;
  • the Entity Portrait for analyzing the entities individual context (potential, performance pressures, goals and gains sought);
  • the Motivations Matrix and Transactions Board to first let emerge and then consolidate the transactions engine (interactive marketplace);
  • the Learning Engine canvas (formerly Experience Learning canvas) to design the learning engine (the core of the platform proposition);
  • the Platform Experience canvas to design ecosystem journeys and business models featured in your strategy;
  • the Minimum Viable Platform canvas to help you design, and prototype your validation strategy.

The Platform Design Toolkit is based on the tradition of Business Modeling, Service Design Thinking and Lean Thinking (including concepts from Customer Development, the Lean Startup, the work of Lean Startup Machine on validation, etc…) and provides a unified view, optimized for Platforms and Ecosystems, of all these relevant tools and approaches.

Read more
here and here

(English)

Roman Aranin: wheelchair pilot
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Roman Aranin: wheelchair pilot

Roman Aranin is a social entrepreneur from Kaliningrad (Russia). In the past, a military pilot, then a successful entrepreneur, Roman broke on a paraglider. The result is an almost complete lack of ability to move independently. Even today, after many years of rehabilitation, Roman needs a special assistant to breathe freely.

Roman did not give up. Together with colleagues, he modernized existing wheelchairs, making them suitable for Russian cities, where there is no accessible environment. And then designed a stroller-terrain vehicle, on which you can ride off-road – to the forest, to the beach, to overcome obstacles. For sale, service (as a dealer) and production of their own wheelchairs, Roman and his partners opened the Observer company.

The demand for such wheelchairs is great both in Russia and in other countries. Observer takes the best technologies, negotiates with different manufacturers, finalizes designs and offers reliable devices to the market at a competitive price. This makes it possible for the state and charity foundations to buy strollers for those who are not able to do it themselves.

Now the Observer plans to build a new plant in Kaliningrad – creating new jobs for disabled wheelchair users.

In addition, the company’s specialists develop a “barrier-free environment” for people with disabilities in the public space. They have already helped to equip more than 15 airports, 8 specialized beaches, several museums, university buildings etc.

In 2014, the company became the winner of the All-Russian competition “Social Entrepreneur”, held by the Our Future Foundation. In 2015, Roman Aranin, the founder of the company, won the “Impulse of Good” prize in the nomination “For Personal Contribution to the Development of Social Entrepreneurship”.

Check the Observer site here.

Interview with Roman is here in English, in Polish.
Watch RBC film with Roman Aranin (in Russian):

[embed]https://youtu.be/1A-S54U8z-k[/embed]

 

Sociālās uzņēmējdarbības juridiskais regulējums

2.Tematiskais ceļvedis

2.9. Sociālās uzņēmējdarbības juridiskais regulējums

Izziņas ceļvedis

  • Šajā sadaļā tu mācīsies par sociālās uzņēmējdarbības juridisko ietvaru un definīciju Latvijā;
  • Tu lasīsi par galvenajiem likumā noteiktajiem atbalsta mehānismiem;
  • Tu uzzināsi par dažādām sociālo uzņēmumu formām – NVO un SIA;
  • Tu tiksi iepazīstināts ar to priekšrocībām un trūkumiem.

 

Materiāli

VIDEO “2.9.1. Sociālās uzņēmējdarbības definīcija un statusa piešķiršanas kritēriji”

VIDEO “2.9.2. Kritēriji sociālā uzņēmuma statusa iegūšanai”

VIDEO “2.9.3. Atvieglojumi un atbalsta mehānismi sociālajiem uzņēmējiem”

Prezentācija “Sociālās uzņēmējdarbības tiesiskās formas un nosacījumi”

Tveršanaxx

Prezentācija (Labklājības ministrija) “Sociālā uzņēmuma statusa iegūšana”

Tveršanaxxxx

Prezentācija “Soli pa solim uz juridisko statusu – iesnieguma sociālā uzņēmuma statusa iegūšanai aizpildīšana”

 Tveršanaxxx

Kontroljautājumi

  1. Kāda ir galvenā atšķirība starp tradicionālo un sociālo uzņēmējdarbību?
  2. Cik svarīgi ir atrast piemērotāko struktūru un juridiskās darbības formu?
  3. Kāds Sociālās uzņēmējdarbības likuma kontekstā ir lielākais izaicinājums esošajiem sociālajiem uzņēmējiem, kuri darbojas ar NVO statusu?

 

Materiāli padziļinātākai izziņai

Sociālās uzņēmedabības likums Latvijā, https://likumi.lv/doc.php?id=294484

Visa aktuālā informācija par likumu un grantu programmu atrodama arī Sociālās uzņēmējdarbības asociācijas mnājaslapā www.socialauznemejdarbiba.lv

 

Atgriezties uz sākumu

Pilnu moduļa aprakstu dokumenta veidā latviešu valodā variet lejupielādēt šeit.

norden_logo

Šis materiāls ir tapis projektā “Sociālās uzņēmējdarbības attīstīšana Baltijas jūras reģionā”, un tas līdzfinansēts ar programmas Nordic Concil of Ministers atbalstu. Projekta identifikācijas numurs: 17055.

Par publikācijas saturu atbild projekta vadītājs un tas ne vienmēr atspoguļo Nordic Council of Ministers vai citu finansiālā atbalsta sniedzēju un ieinteresēto pušu viedokli.

 

Cilvēku nodarbināšana un brīvprātīgo piesaiste Latvijā

2.Tematiskais ceļvedis

2.8. Cilvēku nodarbināšana un brīvprātīgo piesaiste Latvijā

Uzsākt sociālo uzņēmējdarbību nav tik vienkārši kā sākumā varētu šķist, tas ir izaicinājumiem bagāts process. Uzņēmuma komanda būs tā, kura veidos un attīstīs uzņēmumu. Tādēļ ir svarīgi, ka komandas locekļi, kuri nav uzņēmējdarbības eksperti, bet apzinās sociālā uzņēmuma vērtību un ir motivēti to attīstīt, līdzdarbotos komandā, kuru bagātina arī uz komercdarbību orientēti biedri. Šie cilvēki vislabāk palīdzes saprast ‒ kā biznesa vidē pietuvināties sociālajam mērķim.

Izziņas ceļvedis

  • Tu uzzināsi par dažādiem nodarbinātības veidiem Latvijā.
  • Tu izlasīsi ar ko atšķiras darbinieki, brīvprātīgie un praktikanti.

 

Materiāli

VIDEO “2.8. Cilvēku nodarbināšana un brīvprātīgo piesaiste”

Prezentācija “Darbinieku piesaiste; brīvprātīgie, prkatikanti un darba integrācija“

Tveršanaxxxxxx

Kontroljautājumi

  • Vai sociālajiem uzņēmējiem Latvijā brīvprātīgo piesaistei tiek noteikti kādi ierobežojumi?
  • Ja tu vadītu sociālo uzņēmumu, kāda veida nodarbinātību un kāda juridiskā regulējuma ietvarā tu apsvērtu? Kāpēc?
  • Vai tu esi iepazinies ar sociālās nodarbinātības atbalsta pasākumiem Latvijā? Kurus no tiem tu uzskati par visatbilstošākajiem? Kāpēc?

 

Materiāli padziļinātākai izziņai

Brīvprātīgā darba likums https://likumi.lv/ta/id/275061-brivpratiga-darba-likums

Sociālā uzņēmuma likums https://likumi.lv/doc.php?id=294484

Likums par student praksēm https://likumi.lv/doc.php?id=252862

Informatīvs materiāls par jauniešu brīvprātīgo darbu http://ljp.lv/informativs-paligmaterials-brivpratiga-darba-organizetajiem-darbam-ar-jauniesiem

Kas jums jāzina par prakses organizēšanu? http://itiesibas.lv/raksti/darba-tiesibas/darba-tiesibas/kas-jazina-uznemuma-organizejot-macibu-praksi/11558

 

Atgriezties uz sākumu

Pilnu moduļa aprakstu dokumenta veidā latviešu valodā variet lejupielādēt šeit.

norden_logo

Šis materiāls ir tapis projektā “Sociālās uzņēmējdarbības attīstīšana Baltijas jūras reģionā”, un tas līdzfinansēts ar programmas Nordic Concil of Ministers atbalstu. Projekta identifikācijas numurs: 17055.

Par publikācijas saturu atbild projekta vadītājs un tas ne vienmēr atspoguļo Nordic Council of Ministers vai citu finansiālā atbalsta sniedzēju un ieinteresēto pušu viedokli.

Tīklošanās, partnerība un sadarbība

2.Tematiskais ceļvedis

2.7. Tīklošanās, partnerība un sadarbība

Izziņas ceļvedis

  • Šajā sadaļā tu gūsi īsu ieskatu tādos tematos kā partnerība un sadarbība sociālajā uzņēmējdarbībā.
  • Tu noskaidrosi, kādēļ sadarbībai sociālā uzņēmuma darbībā ir izšķirša loma.
  • Tu īsumā tiksi iepazīstināts ar sociālo uzņēmēju pielietotajiem sadarbības veidiem un formām.
  • Tu aplūkosi sadarbības sniegtās iespējas un instrumentus tās sekmēšanai.
  • Visbeidzot, tu tiks iepazīstināts ar priekšnosacījumiem, veiksmīgas sadarbības veidošanai.

 

Materiāli

VIDEO “2.7.1. Tīkošana, partnerība un sadarbība, ievads”

VIDEO “2.7.2. Sadarbības formas un veidi”

VIDEO “2.7.3. Sadarbības sniegtās iespējas”

VIDEO “2.7.4. Sadarbības riski”

VIDEO “2.7.5 Sadarbībai labvēlīgu apstākļu izveide”

Kontroljautājumi

  • Kas tev ir svarīgākais sadarbībā ar citiem cilvēkiem?
  • Cik bieži tu stāsti citiem cilvēkiem, kas tev ir svarīgi (tavas vērtības, principi, dzīves mērķi un prioritātes)?
  • Ar ko tu sadarbotos, vadot sociālo uzņēmumu?

 

Materiāli padziļinātākai izziņai

Tīklošana – mūsdienīgs biznesa rīks

https://businessnetwork.lv/ievads/pardosana/tiklosana-musdienigakais-biznesa-riks-49608

Kas ir tīkošana?
https://www.janisjava.com/lv/blogs/2017/06/01/kas-ir-tiklosana-jeb-netvorkings/

Kas ir biznesa tīklošana un kādas iespējas ir Rīgā?

https://www.youtube.com/watch?v=9M1fmaO8CTQ

Lekcija “Sociālo mediju loma un sociālā tīklošana valdībā: ASV piemērs”

https://www.youtube.com/watch?v=OOMV81uUTrA

 

Atgriezties uz sākumu

Pilnu moduļa aprakstu dokumenta veidā latviešu valodā variet lejupielādēt šeit.

norden_logo

Šis materiāls ir tapis projektā “Sociālās uzņēmējdarbības attīstīšana Baltijas jūras reģionā”, un tas līdzfinansēts ar programmas Nordic Concil of Ministers atbalstu. Projekta identifikācijas numurs: 17055.

Par publikācijas saturu atbild projekta vadītājs un tas ne vienmēr atspoguļo Nordic Council of Ministers vai citu finansiālā atbalsta sniedzēju un ieinteresēto pušu viedokli.

Vadība un komandas saliedēšana sociālajos uzņēmumos

2.Tematiskais ceļvedis

2.6. Vadība un komandas saliedēšana sociālajos uzņēmumos

Izziņas ceļvedis

  • Šajā sadaļā tu iepazīsies ar vadības nozīmi un komandas veidošanu sociālajos uzņēmumos.
  • Tu iepazīsi pamatprasmju kopumu, kam jāpiemīt sociālajiem uzņēmējiem.
  • Tu uzzināsi, kāpēc komandas veidošana sociālajam uzņēmumam ir ļoti svarīga.

 

Materiāli

VIDEO “2.6. Vadība un komandas saliedēšana sociālajos uzņēmumos“

 Kontroljautājumi 

  • Kas ir atslēgas idejas un prasmes, kas palīdz sociālajiem uzņēmējiem būt sekmīgiem?
  • Kuras prasmes tu uzskati par visvarīgākajām sociālajam uzņēmējam – sociālās vai biznesa prasmes (piemēram, projekta plānošana, finansēšana un zināšanas par vadību, risku pārvaldību u.c.)?

Izziņas meteriāli:

Audekls komandas analīzei

https://www.slideshare.net/explanent/russian-team-canvas-on-culture-and-teams

 

Atgriezties uz sākumu

Pilnu moduļa aprakstu dokumenta veidā latviešu valodā variet lejupielādēt šeit.

norden_logo

Šis materiāls ir tapis projektā “Sociālās uzņēmējdarbības attīstīšana Baltijas jūras reģionā”, un tas līdzfinansēts ar programmas Nordic Concil of Ministers atbalstu. Projekta identifikācijas numurs: 17055.

Par publikācijas saturu atbild projekta vadītājs un tas ne vienmēr atspoguļo Nordic Council of Ministers vai citu finansiālā atbalsta sniedzēju un ieinteresēto pušu viedokli.