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Source: Grameen-info |
Wednesday, January 21, 2009
Muhammad Yunus
One Man Makes a Huge Difference
In Ending Poverty For Millions
"Poverty can be solved, declares Muhammad Yunus. Charity is not the way to help people in need; it is not a healthy basis for a relationship between people. If you want to solve poverty, you have to put people in a position to build their own life."
-- Ode Magazine interview with Muhammad Yunus, Issue 25, July 2005
Tuesday, January 20, 2009
Saturday, January 17, 2009
Social Entrepreneurship: The Case for Definition
Social entrepreneurship is attracting growing amounts of talent, money, and attention. But along with its increasing popularity has come less certainty about what exactly a social entrepreneur is and does. As a result, all sorts of activities are now being called social entrepreneurship. Some say that a more inclusive term is all for the good, but the authors argue that it’s time for a more rigorous definition.
The nascent field of social entrepreneurship is growing rapidly and attracting increased attention from many sectors. The term itself shows up frequently in the media, is referenced by public officials, has become common on university campuses, and informs the strategy of several prominent social sector organizations, including Ashoka and the Schwab and Skoll Foundation foundations.
The reasons behind the popularity of social entrepreneurship are many. On the most basic level, there’s something inherently interesting and appealing about entrepreneurs and the stories of why and how they do what they do. People are attracted to social entrepreneurs like last year’s Nobel Peace Prize laureate Muhammad Yunus for many of the same reasons that they find business entrepreneurs like Steve Jobs so compelling – these extraordinary people come up with brilliant ideas and against all the odds succeed at creating new products and services that dramatically improve people’s lives.
But interest in social entrepreneurship transcends the phenomenon of popularity and fascination with people. Social entrepreneurship signals the imperative to drive social change, and it is that potential payoff, with its lasting, transformational benefit to society, that sets the field and its practitioners apart.
Although the potential benefits offered by social entrepreneurship are clear to many of those promoting and funding these activities, the actual definition of what social entrepreneurs do to produce this order of magnitude return is less clear. In fact, we would argue that the definition of social entrepreneurship today is anything but clear. As a result, social entrepreneurship has become so inclusive that it now has an immense tent into which all manner of socially beneficial activities fit.
In some respects this inclusiveness could be a good thing. If plenty of resources are pouring into the social sector, and if many causes that otherwise would not get sufficient funding now get support because they are regarded as social entrepreneurship, then it may be fine to have a loose definition. We are inclined to argue, however, that this is a flawed assumption and a precarious stance.
Social entrepreneurship is an appealing construct precisely because it holds such high promise. If that promise is not fulfilled because too many “nonentrepreneurial” efforts are included in the definition, then social entrepreneurship will fall into disrepute, and the kernel of true social entrepreneurship will be lost. Because of this danger, we believe that we need a much sharper definition of social entrepreneurship, one that enables us to determine the extent to which an activity is and is not “in the tent.” Our goal is not to make an invidious comparison between the contributions made by traditional social service organizations and the results of social entrepreneurship, but simply to highlight what differentiates them.
If we can achieve a rigorous definition, then those who support social entrepreneurship can focus their resources on building and strengthening a concrete and identifiable field. Absent that discipline, proponents of social entrepreneurship run the risk of giving the skeptics an ever-expanding target to shoot at, and the cynics even more reason to discount social innovation and those who drive it.
Why Should We Care?
Long shunned by economists, whose interests have gravitated toward market-based, price-driven models that submit more readily to data-driven interpretation, entrepreneurship has experienced something of a renaissance of interest in recent years. Building on the foundation laid by Schumpeter, William Baumol and a handful of other scholars have sought to restore the entrepreneur’s rightful place in “production and distribution” theory, demonstrating in that process the seminal role of entrepreneurship.6 According to Carl Schramm, CEO of the Ewing Marion Kauffman Foundation, entrepreneurs, “despite being overlooked or explicitly written out of our economic drama,”7 are the free enterprise system’s essential ingredient and absolutely indispensable to market economies.
We are concerned that serious thinkers will also overlook social entrepreneurship, and we fear that the indiscriminate use of the term may undermine its significance and potential importance to those seeking to understand how societies change and progress. Social entrepreneurship, we believe, is as vital to the progress of societies as is entrepreneurship to the progress of economies, and it merits more rigorous, serious attention than it has attracted so far.
Clearly, there is much to be learned and understood about social entrepreneurship, including why its study may not be taken seriously. Our view is that a clearer definition of social entrepreneurship will aid the development of the field. The social entrepreneur should be understood as someone who targets an unfortunate but stable equilibrium that causes the neglect, marginalization, or suffering of a segment of humanity; who brings to bear on this situation his or her inspiration, direct action, creativity, courage, and fortitude; and who aims for and ultimately affects the establishment of a new stable equilibrium that secures permanent benefit for the targeted group and society at large.
This definition helps distinguish social entrepreneurship from social service provision and social activism. That social service providers, social activists, and social entrepreneurs will often adapt one another’s strategies and develop hybrid models is, to our minds, less inherently confusing and more respectful than indiscriminate use of these terms. It’s our hope that our categorization will help clarify the distinctive value each approach brings to society and lead ultimately to a better understanding and more informed decision making among those committed to advancing positive social change.
Source: http://www.ssireview.org/articles/entry/social_entrepreneurship_the_case_for_definition/
-posted by: Julia Buco 3rd BS/BAF
Social Entrepreneurship: More Than Words
By: Connette Gayle, 04/23/04
Much has been discussed and written recently about the burgeoning arena of social entrepreneurship, broadly defined as the process of using entrepreneurial skills to create innovative solutions to social needs. While relatively new, this idea offers an effective vehicle for skilled, socially-minded individuals to pursue their desires to create for-profit and nonprofit organizations that do well while also doing good.
But social entrepreneurship is not just something people are talking about. Many people are out there doing it - and they are making a real impact on a local and global scale.
In an effort to bring together both the practitioners and the thought leaders in this sector - and to encourage prospective entrepreneurs to pursue their social goals -
The conference focused specifically on social entrepreneurship advances in the
The keynote speeches and panel discussions extrapolated lessons from the experiences of noted social entrepreneurs and the challenges they face every day. Julius Walls Jr., Vice President of the Greyston Foundation and CEO of the Greyston Bakery, discussed the integration of for-profit and nonprofit sectors and the tension between the two bottom lines. Greyston Bakery (http://www.800buycake.com/) is a Bronx-based company created to support the community development work of the Greyston Foundation, which includes housing, child care, health care, a computer learning center, and other services to support the surrounding community. Walls, who has a background in accounting, operations and marketing, stressed the importance of running the Bakery as a business, and explained the necessity of taking calculated risks. Walls' practical perspective reflected the spiritual and personal mission that he combines with pragmatism and business realism. All decisions weigh on the social and financial aspects, he pointed out, so the social mission might be secondary for short-term, but it will win out in the long-term.
The question, "What do you wish you had known before you started?" elicited some interesting experiences. Gillian Caldwell, Executive Director of Witness, a global organization that advances human rights advocacy through the use of video and communications technology, emphasized the importance of determining how to operationalize your mission. Her warning: "Nonprofits ignore infrastructure at their peril and must have accountability on the financial front."
Scott Berrie, co-founder of Scojo Vision, LLC, which designs and distributes reading glasses and donates 5% of its pretax profits to the distribution of reading glasses in underserved communities worldwide, explained the necessity of profits when pursuing a social mission: both components are necessary to achieve social impact.
Barbara Chang, the Executive Director of
The conference also focused on how best to use philanthropy to support social entrepreneurship. Harvey Dale, the founding President and Director of Atlantic Philanthropies, sprinkled his discussion with some of the tough questions facing the sector, such as: What is the proper spend rate? Should perpetuity be tolerated? Should a foundation ever give to an endowment? How long should one wait to make judgments on program effectiveness and success? Should the grantor-grantee relationship be thought of as a partnership? (See the recent article, Atlantic Philanthropies Walks the Talk, /prof_inter/pi2003-09-19.html).
Rather than answering these questions outright, Dale focused on the difficulties and intricacies involved in making these tough decisions.
The conference is actually part of a larger social entrepreneurship program at NYU's Stern School of Business that includes a course in social entrepreneurship and a Business Plan Competition that will award $50,000 to the top one or two ideas or organizations on April 30, 2004. Most recently, Stern announced the launch of the Stewart Satter Entrepreneurship Fund, a philanthropy fund to support educational initiatives and foster social venture creation within the School's community, seeded with a $300,000 donation. The fund is modeled on a real world foundation or venture philanthropy fund and will award its first set of grants in Fall 2004.
Stern's Social Entrepreneurship Program began in September 2003 in response to demand from the student body. Stern's
The Social Entrepreneurship Program, part of the
Many other graduate business schools, including Harvard, Columbia, Duke's Fuqua School, Stanford, to name but a few, have programs in social enterprise and many more are getting involved every year. There is cooperation and communication between these schools, which share the common objective of benefiting the social sector. Hopefully, the increased discussion around social entrepreneurship - bolstered by a growing record of successes -- will lead to increased support and encouragement of pioneering social pursuits.
(Source:
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-posted by: Julia Buco 3rd BS/BAFSocial Entrepreneurship and Business Growth
Written by Tim Morral for Gaebler Ventures
We take a look at the 4 C's of social entrepreneurship, a framework that allows businesses owners to assess their potential as social entrepreneurs while considering how being cause-oriented might impact the bottom line.
But sooner or later (usually sooner), questions arise about the potential impact doing good may have on the company's ability to achieve its business goals.
How does social entrepreneurship affect business growth? It depends. Some entrepreneurs have used their social commitment to enhance company growth while others have watched it send their business into a death spiral. Owners whose social passions have derailed their companies' growth prospects often walk away disillusioned, convinced that it's impossible to build a business and make a difference at the same time.
But business owners who have experienced business growth as a result of their social concern attribute much of their success to a well-thought strategy that takes into account both the company and the cause. To keep your business on-track, you would do well to consider the four C's before you jump into the deep end of social entrepreneurship.
Compatibility
For starters, you need to consider the compatibility between your company and your cause. Not every social concern will be a good fit for your company's products, services, and business philosophy. For example, if your business specializes in creating high-fat confections, a campaign to combat obesity might be counterproductive – unless you are willing to adapt your product line to include healthier alternatives.
Connection
But even if your company is compatible with your cause, you can't effectively utilize the cause to create growth unless you clearly connect your products and services with the cause itself. Consumers and employees both want to know how purchasing your product or supporting your business actually impacts the social issue you are passionate about. If you contribute a percentage of your company's profits to a specific cause, you've started the connection process. But to reap the full benefit for your cause and your company, you'll need to constantly explore fresh ways to use your products as a tool for raising awareness and making an impact.
Communication
It's noble that you are committed to a cause. But until you adequately communicate your commitment to your customers and employees, your commitment won't do either your company or your cause much good. Successful social entrepreneurs make a serious effort to use their business as a resource for educating others about their cause. In-store displays, advertising initiatives, product packaging – these are all great places to display information about the issue you are passionate about and what your company is doing to make the world a better place.
Commitment
Although there are some things you can dabble in, social entrepreneurship isn't one of them. As a social entrepreneur, it's impossible to achieve real business growth unless you are fully committed to making your cause an integral part of your company's ethos and mission. At some point, your social commitment will enter into your decision-making process, and a tentative commitment will cause you to be perceived as hypocritical and disingenuous.
Tim Morral is a freelance writer specializing in topics related to the business and nonprofit communities. Based in
- posted by: Julia Buco 3rd BS/BAF)
Tuesday, January 13, 2009
The Filipino economy is heavily dependent on remittances, or money sent home from workers abroad. It is an oversimplification to say that this alone contributes to a stagnant local economy. But a dependence on international labor markets where close to a million workers per year, including many of the country’s best and brightest, seek employment elsewhere has an undeniable impact on the local economy’s productivity and ability to generate new jobs.
Studies have shown that OFW savings are generally spent fulfilling the basic needs of the family: improving housing, funding educational opportunities for children, and starting or investing in small businesses such as sari-sari stores (your local bodega shop) or money lending businesses. The issue with starting businesses is that many OFWs lack the technical or financial skills required to run a successful operation.
Best Choice is an example of a need being identified, in this case a lack of noodles and fruit preserves, and met with sound business skills and know-how. Best Choice is an example of money being used to not only generate profit for an individual and his/her family, but also to create jobs where previously there were none, and share the wealth. It is a glimmer of possibility for the Filipino economy that the billions of dollars pouring in from abroad can be used towards creating local employment opportunities, where perhaps one day Filipinos will be able to choose between staying in their country or moving abroad for work out of preference, not necessity.
While jobs can be scarce in the Philippines, particularly to those who have not attended a big name university, the global market is hungry for low-skilled, low paying jobs such as domestic and agricultural work that may be viewed as undesirable to those living in the developed world. Globalization has brought countries and economies across the world closer together. A country like the Philippines, who’s economy is based largely on exporting labor, has reacted to this increased connectivity by meeting international demand for these low-skilled jobs.