From Startup to Transformative Scale

From Startup to Transformative Scale

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  © 2016 GCSENFoundation. All Rights Reserved. “The best reason to start an organization is to make meaning; to create a product or service to make the world a better place.” … Guy Kawasaki, Venture Capitalist, CEO of Garage Technology Ventures
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  © 2016 GCSENFoundation. All Rights Reserved. FROM START UP TO TRANSFORMATIVE SCALE FOUR STAGES 13th ANNUAL SOCIAL ENTREPRENEURSHIP CONFERENCE USC MARSHALL
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  What will yourverse be? © 2016 GCSEN Foundation. All Rights Reserved. Write down any insights for action as you watch the video What will your verse be? (1:30) “That the powerful play goes on, and you may contribute a verse.” …Walt Whitman (Oh Me! Oh Life!)
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  © 2016 GCSENFoundation. All Rights Reserved. A FOUR STAGE MODEL: SCALING IMPACT INTEGRATING GCSEN’s “PRACADEMIC” METHODOLOGY & HIGHER EDUCATION BABSON COLLEGE, SAINT PETER’S UNIVERSITY, WHEATON COLLEGE From Startup to Transformative Scale - Introduction
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  © 2016 GCSENFoundation. All Rights Reserved. Three Key Insights on Social Entrepreneurship “Taking what works to transformative scale will be the defining challenge of the social sector in the coming decade.” … Jeffrey Bradach, Bridgespan Group “For social entrepreneurs the central unit of analysis is the sustainable solution and its underlying business model.” … Felipe M Santos, INSEAD “We need to move from social entrepreneur to social impact.” … Daniela Papi-Thornton Skoll Centre for Social Entrepreneurship SAID Business School ,Oxford University
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  © 2016 GCSENFoundation. All Rights Reserved. The GCSEN Impact Strategy Social Entrepreneur Passionate Visionary Tenacious Skilled Social Enterprise Make Meaning Make Money Social Impact Triple Bottom Line (People, Profit, Planet) Solutions to Social Problems Where your true mission should be
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  © 2016 GCSENFoundation. All Rights Reserved. Four Stage Model: Scaling Impact 1- START UP 2- INITIAL IMPACT 3- SCALE UP 4-TRANSFORMATIVE SCALE
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  Stage 1: Startup ©2016 GCSEN Foundation. All Rights Reserved. Impact Design • Define targeted problem:  Classify as Tame? Wicked? • ID potential value adding solutions • Select initial indicators and metrics • Plan initial scaling strategy • Map ecosystem Impact Organization • Lean enterprise startup  Culture of continuous improvement • Performance management system  Measure/track what’s important • Balanced score card • Open book management • Communications strategy
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  Designing a SocialEnterprise to Deliver Impact (Draft) © 2016 GCSEN Foundation. All Rights Reserved.
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  Stage 2: DeliverInitial Impact © 2016 GCSEN Foundation. All Rights Reserved. Impact Design • Enterprise impact evaluation v1  Actual vs. goal  ID improvements • Update ecosystem solution map v2 • Scaling strategy v1 Impact Organization • Strengthen communications strategy • Continuous improvement  Plan, Do, Check, Act (PDCA Cycle) • Operational excellence • Grow impact • Life Long Learning (Higher Ed.)  Workforce (Skills)  Organization (Processes)
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  Stage 3: ScaleUp Impact © 2016 GCSEN Foundation. All Rights Reserved. Impact Design • Enterprise impact evaluation v2  Actual vs. goal  ID improvements • Update ecosystem solution map v3 • Scaling strategy v2 Impact Organization • Strengthen communications strategy • Continuous improvement  Plan, Do, Check, Act (PDCA Cycle) • Operational excellence • Grow impact • Life Long Learning (Higher Ed.)  Workforce (Skills)  Organization (Processes)
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  Stage 4: TransformativeScale © 2016 GCSEN Foundation. All Rights Reserved. Impact Design • Enterprise impact evaluation v3+  Actual vs. goal  ID improvements • Update ecosystem solution map v4+ • Scaling strategy v3+ Impact Organization • Strengthen communications strategy • Continuous improvement  Plan, Do, Check, Act (PDCA Cycle) • Operational excellence • Grow impact • Life Long Learning (Higher Ed.)  Workforce (Skills)  Organization (Processes)
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  © 2016 GCSENFoundation. All Rights Reserved.
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  © 2016 GCSENFoundation. All Rights Reserved. Some Implications for Higher Education Implementation Course Content to plan, implement social impact initiatives - examples • How to lead, participate in collaborations • Systems analysis, modelling • How to differentiate between tame and wicked problems • Community organizing Course Design - meet needs of working adults - examples • Mini-courses (5 weeks or less) • Certificate programs Course Delivery - meet needs of working adults - examples • On-line and blended learning courses • Community based, hands-on learning projects
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  © 2016 GCSENFoundation. All Rights Reserved. Summary • The primary goal of a SE is to deliver Social Impact • The Social Enterprise is the primary means for delivering Social Impact • The sustainable solution and its underlying business model are the key components of the Social Enterprise • GCSEN’s four stage model provides a practical and scalable framework for increasing social impact by continuous improvement of both the sustainable solution and the underlying business model • A challenge and opportunity for higher education involves customizing Course Content, Design, and Delivery to meet the needs of SE undergraduates and working adults
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  © 2016 GCSENFoundation. All Rights Reserved. Len Green Featured Lecturer, Adjunct Faculty Member Member, Board of Directors Babson College [email protected] 941-383-3540 Joseph J Szocik Managing Director Research and Innovation, GCSEN Foundation [email protected] 857-526-4785 Mike Caslin CEO, GCSEN Foundation [email protected] 212-444-2071 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 Article, Slides, Narrative available for download http://www.gcsen.com/transformative- resource-library/ Authors