Handover deck from the 2010/2011 Social Entrepreneurship Oxford Business Network

1. Mind the gap
Handover notes from
the SE OBN class of
2010-2011 to the class
of 2011-2012

2. This deck includes a variety of information from 2010/2011
SE-OBN to help this year’s SE OBN get starting
Purpose
• Because of the one-year nature of the Oxford MBA, it is easy for information and
lesson loss (poor transition) from one year to the next. This deck is to minimize that
gap in hope to enable more efficient leadership of the SE-OBN.
Key Points
• This is not an exhaustive document
– Where there are gaps or clarification needed, please contact the appropriate
alumni.
• The structure can change
– For instance, in our year Social Finance was constituted as an independent
OBN, should that remain?
– We developed a committee structure that worked pretty well, it does not have to
stay that way, though.
• The MBA is all about networking
– So, hit the ground running and network with SE-OBN alumni who can provide
information to help you kick-start.

3. This document is divided in the planning stage
and what we actually did
Planning stage Reflections on
what we did
• Defines the • Basic info of
Committee what we did
structure, roles • What went well,
and what did not?
responsibilities • Thoughts for
• Details our initial future
strategy and improvement
process
• Explains the
rationale behind
those

4. Planning stage
Planning stage Reflections on
what we did
• Defines the • Basic info of
Committee things we did in
structure, roles each front and
and responsible
responsibilities • Reflections
• Details our initial looking back
strategy and • Thoughts when
process planning forward
• Explains the
rationale behind
those

5. Social Innovation
Innovative and sustainable ideas
to tackle global challenges
Foster idea generation, project development and network building. Acquire
OBNs’ knowledge. Learn from established and successful models. Facilitate careers
Mission process.
Social Entrepreneurship
Social Finance OBN
OBN
-Financial models
-Business models
Main -Bonds
-For-profit
areas/target -Climate change funds
-Non-profit
entities Collaboration -Private wealth
-PPPs
philanthropy
-Carbon markets
-Microfinance
Who? Start-ups and already Mainly already established
established ventures entities
Triple-
bottom line Economic, environmental and social value creation

6. At the beginning of the year we defined the
mission an main objectives of the SE OBN
Mission
“To foster innovative and sustainable business models to tackle
global challenges.”
Main objectives
a) Promote idea generation, project development and
network building.
b) Acquire knowledge (Learning from established and
successful models).
c) Connect innovative ideas with the Business School to make
them happen.
d) Facilitate careers process.

7. To define the year projects we did a survey to
understand the group expectations
In order of importance, what do you think the SE OBN has to be
focused on this year?
60
54
45
42
38 37
28
Bringing in speakers/ Finding EP / SCP Helping out with Collaborating in the Promoting start-ups Interdisciplinary Improving SE
Building networks opportunities careers organization of by helping develop collaboration curriculum
events business plans
(SWF, Emerge, etc.)
Source: SE OBN Survey 2010-2011
NOTE: Numbers represent sum of weighted factors according to importance level. See breakdown

8. Want to learn how to achieve
economic sustainability?
What business models would you be more interested in learning
from?
66
51
31
For-profit social business models Private Public Partnerships Non-profit social business models
Source: SE OBN Survey 2010-2011
NOTE: Numbers represent sum of weighted factors according to importance level. See breakdown.

9. Other ideas in the survey
• “Would love to take a closer look at successful case studies of
successful implementation of for-profit impact business models.
I'd also like to look at ways we can modify existing for-profit
businesses so that they can start to make an impact.”
• “…create a marketplace for harvesting entrepreneurial
ideas, adding social value to existing entrepreneurial
ideas, taking an entrepreneurial idea and adding social value to
it.”
• “I would like to capture the models of each guest
speaker/entrepreneur and compile a document which helps
understanding where the opportunities in SE are.”

10. After the survey and group discussions we defined
the SE OBN expected outcomes for the year
• Learn from – and be inspired by - established, successful ventures.
• Promote start-ups by helping develop business plans.
• Build our networks and skills.
• Foster interdisciplinary collaboration (connect with the University
of Oxford community –reach out other groups-).
• Work with the Skoll Centre to improve the SE curriculum.
• Link colleagues for future ventures including the EP and SCP.
• Create a contagious environment to learn about what we believe
is the future of business.
• Look for innovative ideas within the University of Oxford and use
business skills to make them happen.

11. Therefore, we proposed a seven committee
structure to carry out different activities
• IMPORTANT: We suggest a two co-chair structure to operate
efficiently and deal with the OBN workload (apart from the
MBA numerous activities and responsibilities)
• We split the responsibilities in seven Vice Chairs, which
included: Inspiration, Events, Academics, Communications &
Marketing, Careers, Projects and Fundraising (See diagram in
next slide)

12. A glance at
Chairs Vice Chairs VC Candidates/Committee
Responsibilities
• Anima La Voy • Bringing in speakers, organizing
• Stephanie Engels
Inspiration • Tamsin Jones Panels, Bag lunches, etc.
• More creative stuff...
• Nikhil Neelakatan • Helping coordinate the
• Tamsin Jones organization of events, such as
Erica Mackey Events • Desiree Zhou
Emerge, SWF, TEDx, etc.
• Stephanie Engels
• Taylor Ahlgren • Organize Treks.
• Pranaiya Oulapathorn • Coordinating with the Skoll Centre
• Stephanie Engels to improve SE curriculum.
Academics • Jason Bell
*Chair assist these VCs but both Chairs • Nikhil Neelakatan
will be aware of every VCs operation • Anima La Voy
• Mele-Ane Havea • Marketing and Communications
within the University of Oxford and
outside of it. (Alumni, other
Communications • Chris Roe
university clubs, Institutions, etc.)
• Desiree Zhou
Ricardo Celaya & Marketing • Website management.
(Newsletter).
• Abby Gray
• Stephanie Engels • Collaboration with Careers Centre
Careers • Nikhil Neelakatan
to help find job opportunities.
• Anima La Voy
• Help spotting SCP opportunities.
• Nick Tostenrude • Help in project incubation.
• Nigel Tunnacliffe • Help spotting EP opportunities.
Projects • Taylor Ahlgren
• Chris Roe • Build and maintain potential
• Taylor Ahlgren project-funding relationships.
*Chair assist these VCs but both Chairs Fund Raising • Fundraising for the operation of
will be aware of every VCs operation
the SE OBN

13. Reflections on what we did
Planning stage Reflections on
what we did
• Define the Co-
Chairs • Basic info of
• Identify SE-OBN what we did
members • What went
expectations well, what did
(survey) not?
• Define the • Thoughts for
structure future
• Define roles and improvement
commitments

14. Co-Chairs
Basic information
Co-Chairs:
• Erica Mackey (erica.mackey@gmail.com)
• Ricardo Celaya (ricardocelayam@gmail.com)
Time commitment:
• 8-12 hours of work per week as we oversee all OBN activities
Main responsibilities:
• Ensure that activities suggested each term are aligned to overall mission and serve the needs of
the student population
• Gather and plan the allocation and delegation of resources
• Be creative about what more we can do each term to achieve our objectives
• Ensure the cohesiveness and morale of the committee
• Hold any necessary strategic meetings with faculty members, Skoll Centre, Careers Office, the
MBA Director, students, SE clubs from other schools, etc.
• Manage the financial budget
• Hold bi-weekly committee meetings

15. Co-Chairs
Reflection back
Reflection on the structure:
• When we elected the committee, participation was high. While the bonding was good, work
was not that equally distributed. The fundraising, academics and projects VCs were not very
necessary for our operation.
• Keep it simple - Instead of a seven VC structure we would suggest a four VC structure. The
academics role can be merged with the careers and projects and fundraising with events.
• We strongly advice the co-leader approach, especially for heavier roles (e.g. speakers, events,
careers, chairs). No reason not to give people committee roles as long as one person is
ultimately responsible to answer to the OBN chairs.
Reflection on the programmes roles:
• Communications & Marketing VC is crucial to permeate into the non-SE community. It should
be carefully and strategically planned – a person with IT/design/creative background would
be very helpful.
• Speakers / Inspiration VC has a fine balance to keep between speaker options: between push
(what is given by the Skoll Centre, faculty, etc) and pull (what students want).
• Events as a separate role was not needed in our year. Events was helping out the rest in the
end.
14

16. Co-Chairs
Planning forward
Planning – Gauge Interest:
• Avoid the discussion focused on defining SE (we had lots of this, but less than the year before). You will
never reach an agreement and there is no need to reach an agreement. This is annoying and confusing for
the people that are not already in the SE world and not useful for those who are. This is a B-school, is
better to focus on how entrepreneurs or companies are addressing market failures through innovative
business solution. Focus on what they are doing, what is their business model?, why are they innovative?!
• People started with great interest at the start of school (over 90 SE OBN members), it may be genuine
interest, it may not be. Inevitably towards the end of the year, it decreased. This was true for all OBN/extra
activities as the workload started to increase throughout the year, but know that this is an issue and pick a
few great events to focus on that use people’s time well.
• Have broad topics for speaker or panel events. Topics that are relevant to more people. It is a challenge to
get that as SE speakers are often extremely passionate in their own niche areas of expertise. A debate/panel
might solve that, or just a speaker who has an interesting, broader experience to share.
• Work together with SE lecturers to improve the classes and avoid overlapping among classes and the SE-
OBN.
Involve the Wider Oxford University :
• Involve the wider university, really. The marginal amount of effort to get that is negligible compared to the
multiplied benefit derived
• Communications person has a big role to play here. Work with the Skoll Centre to identify the other
schools/departments/centres across Oxford who might be interested in our topics. Inform/invite them from
the start. We developed strong relations with other groups: Oxford Hubs, Oxford Entrepreneurs, OxCEI, etc.
15

17. Communications and marketing
General information
Co-chair: Chris Roe and Desiree Description of role and responsibilities:
Zhou – Create overall communications strategy
Email Ricardo for more info. • To raise awareness on social
entrepreneurship within SBS and
Approximate work hours per week: beyond to the wider Oxford
3 hours/week community.
• Drafting newsletter, attending – Oversee all communications to members
meetings, liaising with other • Responsible for weekly newsletter
OBNs, etc. • Facebook and Twitter account
managers
Key contacts: • Gatekeeper of all communications (e.g.
Oxford Hubs: Jan anyone who wants to send something
Matern, socialenterprise@oxfordhub. to the members must go through you)
org – Brainstorm with various event leads on
Oxford Entrepreneurs: Ashvir Sangha how to market event to audience
ashvirsangha@gmail.com • (e.g. liaising with other OBNs, Oxford
Hub, Skoll Centre etc.)

18. Communications and marketing
Reflection back
What worked?
• Putting down ground rules about sending out announcements.
– We had such a large committee who all wanted to say something to the
members, so it was important to restrict announcements to once a week on
Sunday night.
• As the gatekeeper of information, it was helpful to be cc’ed on a lot of
communication, though sometimes this could be overwhelming
• Partnerships with Oxford hubs, Oxford entrepreneurs, ISIS and other departments.
What didn’t work
• The diversity of events and topics
– Many times the Skoll Centre would have speakers visiting and ask us
incorporate them into an event. This was challenging from a communications
perspective because there was a lack of coherence in the themes of the
events, and afterwards everyone suffered from SE-event fatigue. That
said, sticking to the once a week email helped deal with this issue.

19. Communications and marketing
Planning forward
Trends to be expected
• Social entrepreneurship fatigue
– It became challenging communication-wise to increase audience attendance
beyond core SE people
Recommendations for the next group
• Establish early on a protocol for how to communicate with members and within
the committee
• Establish a strategy to ensure inclusivity, especially of non SE members
• Partner with other OBNs whenever possible. We worked closely with the
Entrepreneurship OBN, Social Finance OBN, Tech OBN and Finance OBN.
• Get people to automatically load GroupSpaces calendars onto their individual
calendars: http://groupspaces.com/my/account/feeds/

20. Speakers / Inspiration
Reflections Back
Well attended inspiration events throughout the year:
• Nigel Kershaw, Chairman and CEO of the Big Issue and Big Issue Invest
• Ignite event: An opportunity for people that are looking to do an EP in HT.
The format consists in a 1-3 minute presentation done by people interested
in putting an idea forward to the class.
• Grassroots Business Fund: Harold Rosen
• Light Years IP: Ron Layton
• EMERGE – This is the HIGHLIGHT of the year. Instead of focusing on getting
lots of small speaker event
There were many other speaker events, but the turnout was more like 5-15
people.

21. Speakers / Inspiration
Planning forward
Recommendations on structure, activities and expectations for next year:
• Book the MT speakers as soon as you arrive.
• Book the HT speakers by November
• Probably not a great idea to book TT speakers as there are evening classes and people
are actively looking for jobs.
• The earlier your speakers are in the term, the better. Things get VERY busy by weeks 5-
8.
Be specific about speakers. Only invite people who you want to get to know or would like
advice from. There are going to be a crazy amount of events throughout the year and
inviting people to speak is an excellent way to get access to people, however, make sure it
is worth your time and theirs.
If you are going to do speaker events, focus them in MT and host smaller sessions before or
after with really interested students. It is also a useful opportunity to get people
connected to EP ideas. A couple EP teams were formed around projects suggested by
these speakers.

22. Events
Core Events
Focus on a few great core events.
1. EMERGE – Promote this early and strongly. It is an EXCELLENT opportunity to have exposure
to A+ entrepreneurs that are here for the students. Be proactive - all you need to do is ask
for their one-on-one time and they will give it to you. There is minimal return to having lots
of small speaker events when this is already organized for you. (Skoll Centre)
2. The Bridge – Throw a gala/party that provides an opportunity to network outside of of SBS
and outside of Oxford. MBAs from 8 top European business schools attended and 70
representatives came for the 2 day event. Ideally, this could also be combined with
TEDxOxbridge although that will be at Cambridge next year. It was a great opportunity to
partner with the Entrepreneurship OBN. Detailed handover notes with Kelly at the Alumni
Office. (Ricardo)
3. TEDxOxbridge – This was a fantastic event and greatly supported by the school. Pamela and
the Skoll Centre have all the handover notes for this event. It will be run at Cambridge next
year, but get involved in organizing as it gives you unparalleled carte blanche to build
relationships with innovative and inspirational leaders. Skoll has handover notes. (Erica)
4. Sustainable Venture Capital Investment Competition (SVCIC) – This event has huge
potential to make Oxford the hub of European b-schools for Social Finance. Detailed
handover notes are at the Skoll Centre. (Erica)

23. Events
Non-core events
1. Ignite Night – We hosted a happy hour ignite session in MT where people were given 3
minutes each to stand up in front of the group with one slide and talk about something they
are passionate about or would like to learn more about. We had their email address posted
on the slide as well and the crowd emailed comments and ideas to the person while they
talked. We had over 60 people participate and 90+ came to the event. (Anima)
2. EP Weekend – Following this event we had an EP Weekend in MT where the idea was to
have anyone with a baby idea pitch and then teams formed around the most popular ideas.
These people went through a bootcamp weekend with workshops to develop a 10-minute
pitch with executive summary to an external panel of VCs. This was a good opportunity to
get people working towards forming EP groups. (Nigel and Nick)
3. Careers with Impact – As careers in SE are not necessarily the easiest for the Careers Centre
to help support, we decided to draw on our class expertise to show other classmates what
was possible. 15 students with extensive experience in various areas of
entrepreneurship, international development and social finance were selected to talk for 3-5
minutes on their past lives. Attendees were then asked to write on post-its what areas they
would like to learn more about or get involved in. Where possible, we tried to pair these
people with mentors and the feedback with funnelled back to Careers and Skoll. (Abby)

24. Careers
General Information
Vice chairs of Careers & Curriculum: Abby Gray
E-mail addresses: abigailgrayusa@gmail.com
Description of role and responsibilities:
• Most of the Careers-related work pursued 3 broader objectives:
– Infrastructure Building
– Networking
– Knowledge-sharing
• Alex Nicholls and Marc Ventresca are very open to class feedback. Do yourself a favour and
give it to them.
Approximate work hours per week: <3 -- More in Michaelmas / Trinity
Key contacts: aside from previous co-Chairs, get to know Pamela Hartigan, Tim Jones, Derek
Walker (and his staff such as Kate Dawson, Monica Wilson).
Key activities: Careers events were often rolled into general and inspirational events. See those
slides and contact Abby Gray for more specifics.

25. Careers
Planning forward
What should be done for next year?
• More emphasis on equipping MBAs to launch their own ventures because there are limited
career options for people working in the SE field post-MBA graduation, aside from
traditional non-profits.
• Careers Handbook is something that needs to be organic and constantly improving, but
students should be encouraged to use it and provide constructive feedback.
• Encouraging students to upload the Events calendar from GroupSpaces automatically into
their calendars.
• Helping the Skoll Centre put in place a system for tracking Skoll Centre affiliates in future
years – e.g. Skoll Associates, Skoll Scholars, SE-OBN alumnists, etc.
• Meet with Careers Centre early on in the year, to keep channels of communication
open, and possibly to review the number/diversity of SE Sector Consultants available.

26. Final Thoughts
• Keep it simple.
• Use the Oxford University.
• Partner whenever you can. The Skoll Centre, Social Finance
and Entrepreneurship OBNs are your best alliances.
• Use all your $$$ - provide beer at events when possible or do
fun things during happy hour.

27. Backup

28. Q1
Q1 breakdown
Bringing in speakers/ Building networks Promoting start-ups by helping develop business plans
Helping out with careers Improving SE curriculum
Finding EP / SCP opportunities Collaborating in the organization of events (SWF, Emerge, etc.)
Interdisciplinary collaboration
17
13 13
12
11 11
10 10 10
8 8
7 7
6 6
5
4 4 4 4 4
3
2 2
1
0 0 0
Not important Important Very important Extremely Important

29. Q2
Q2 Breakdown
For-profit social business models Non-profit social business models Private Public Partnerships
17
11
9 9
7
6 6
4 4
1 1
0
Not interested Interested Very interested Extremely interested