 Social entrepreneurship is the activity of establishing
new business ventures to achieve social change. The
business utilises creativity and innovation to bring
social, financial, service, educational or other
community benefits.
 Social enterprises are not charities or welfare agencies.
They are private businesses established by entrepreneurs
with an emphasis on human values rather than just profit.
These businesses focus on working with and enhancing the
social capital within the community by encouraging
participation, inclusion and utilising a bottom-up approach
to achieve social change.

Utilises sound commercial business practices to ensure its sustainability i.Three core elements: I. II.e. the business will naturally uphold and encourage environmental sustainability as well as ethical considerations. . Created to provide benefits for a community. Creates opportunities so people can help themselves as well as others. III.

it is not an end in itself. and hybrid organizations that mix elements of nonprofit and for-profit organizations. from increasing the college enrollment rate of low- income students to fighting poverty. . While wealth creation may be part of the process. Ambitious: Social entrepreneurs tackle major social issues.  Mission driven: Generating social value —not wealth—is the central criterion of a successful social entrepreneur. They operate in all kinds of organizations: innovative nonprofits. social-purpose ventures. Promoting systemic social change is the real objective.

 Strategic: Like business entrepreneurs. they have limited access to capital and traditional market support systems. and unlock society’s potential to effect social change .  Results oriented: Social entrepreneurs are driven to produce measurable returns.  Resourceful: Because social entrepreneurs operate within a social context rather than the business world. social entrepreneurs must be skilled at mobilizing human. social entrepreneurs see and act upon what others miss: opportunities to improve systems. As a result. These results transform existing realities. financial and political resources. open up new pathways for the marginalized and disadvantaged. And like the best business entrepreneurs. create solutions and invent new approaches that create social value. social entrepreneurs are intensely focused and hard-driving in their pursuit of a social vision.

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‘This isn’t working’ or ‘Our assumptions were wrong. and courage to stop and say. they engage others and create excitement around new solutions. must alter course. humility. the entrepreneur’s inclination to self-correct stems from the attachment to a goal rather than to a particular approach or plan” . Social and environmental problems may be what motivate social entrepreneurs but they don’t focus people on the “problem.” Instead. However.  Elnor Rozenrot of Innosight Ventures said in the very first interview that 90% of successful ventures start out with the wrong business plan. therefore.’ particularly when your funding is contingent on carrying out a preauthorized plan. The ones that succeed. They talk “value propositions” not mission statements. “It takes a combination of hard- headedness. usually in the form of a product or service.

One of the best examples is as following .  “There is no limit to what you can achieve if you don’t care who gets the credit.  They know the difference between outputs (which measure your effort) and outcomes (which measure the impact of your effort). They measure outcomes so they can know and show the real difference they’re making. Social entrepreneurs know exactly how their solution benefits people or the environment and they measure their success by their impact. not by their good intention.

. The government was happy to take the credit and became very supportive of Kuria’s Ikotoilet. So he put the City Council of Nairobi’s logo on all Ikotoilets he constructed. Founder of IkoToilet. lifting barriers for expansion. Kuria built hygienic and affordable toilets for the 1 million slumdwellers of Kibera (a district of Nairobi. David Kuria of Kenya. Kenya) but found that government regulations would make it difficult to expand his efforts. which made people feel like the government was responding to their needs.

so you need to establish and validate the change models. originally meaning “to take into one’s own hands. government. This allows them to focus on the essentials and bring change to as many people as possible.  The word “entrepreneur” comes from French.g.” Excellent social entrepreneurs. Whereas businesses find systematic ways to generate profit. .  They know solutions does not lead automatically to outcome. They find formulas for change (also known as change models) that can be repeatable and scalable. social entrepreneurs find systematic ways to create change. do not depend on traditional avenues for creating social impact (e. religious institutions) and blaze their own paths for creating impact. therefore.

you need understanding. distribution and evaluation of their solutions. Social entrepreneurs know social change is complex and much more difficult than getting people to buy your can of soda. Social entrepreneurs succeed when they include others in the design. production. To achieve that type of impact. It often requires behavior and/or system change. empathy and collaboration. .

When you can demonstrate some success or achieve impact with what you already have. experiences. resources. skills. you can then convince others to help you scale. So you don’t start with “business plans. The vast majority of social entrepreneurs have to bootstrap their way to success.” You start by creatively leveraging your assets. which include people. and resources in configurations that society is not naturally aligned to produce” . organizations and networks.  “one of the primary functions of the social entrepreneur is to serve as a kind of social alchemist: to create new social compounds. to gather people’s ideas. skills.

how ventures can sustain. you need long-term thinking. and how outcomes can scale. Big change is hard. This is what differentiates short-term projects from long-lasting ventures. . Small change is easy. That means thinking about how solutions can last. To have meaningful impact on a problem.

This “ethical impetus” is not only evident in the work of successful social entrepreneurs. but a desire to restore justice in society. to address social problems. but also in how they live their lives. . Highly-successful Social entrepreneurs aren’t fueled by a drive to become famous or build a fortune. And this motivation comes down to a clear sense of what is right and what is wrong.

Amul was established initially as a reaction to unfair milk trade practices in India. Amul – Founded in 1946. the Amul cooperative model became so successful that it was eventually replicated all over India in 1965. Amul has since:  Produced excellent value for money food products for customers  Created a lucrative source of income for local dairy farmers in India . inspiring local and marginalized farmers to form cooperatives independent from trade cartels. With the notable help of Tribhuvandas Patel and Verghese Kurien.

Community Action Network (CAN)  The Stanford Business School Social Entrepreneurship initiative  Canadian Centre for Social Entrepreneurship  Social and Enterprise Development Innovations (SEDI)  The Israeli Greenhouse for Social Entrepreneurship  International Institute of Social Entrepreneurship Management (India)  Inter-American Development Bank  The Initiative on Social Enterprise – Harvard Business School .K. U.

Characteristics of a Social Entrepreneur are  Not bound by sector norms or traditions  Not confined by barriers that stand in the way of their goals  Develop new models and pioneer new approaches to enable them to overcome obstacles  Take innovative approaches to solve social issues  Transform communities through strategic partnerships .

 Persons who value compassion. justice. equality. and liberty  Innovators  Achievement oriented  Independent  Inner-directed  Tolerant of risk  Tolerant of ambiguity .

” “ .“… a path breaker with a powerful idea.. has a strong ethical fibre.” “ they see opportunities where others only see empty buildings.combines street pragmatism with professional skills.” “they make markets work for people. who combines visionary and real world problem-solving creativity.. not the other way around..Radical thinking is what makes social entrepreneurs different from simply ‘good’ people. unemployable people and unvalued resources” “.. and gain strength from a wide network of alliances” “they can ‘boundary ride’ between the various political rhetoric and social paradigms to enthuse all sectors of society” .

Social entrepreneurship is about 1. Practice inclusion 5. Think long term . Establish change Models 4. Measures outcome 3. Develop solutions 2. Leverage the assets 6.

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