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Social Entrepreneurship  Policy & Approach Dr. Madhura M Chatrapathy Virtual Session University Of  Southern California School of Social Work   at  Los Angeles & Orange County November 22, 2011  9.30 -11 PM IST Entrepreneuring     dreaming_doing_daring
ASCENT is a  NOT-FOR-PROFIT SOCIAL ENTERPRISE  committed to develop and  FOSTER CHANGE MAKERS. … fostering an entrepreneurial culture A  NETWORKING ORGANISATION   working with strong cross-sector networks, partners, associates and volunteers to evolve   INNOVATIVE SOLUTIONS   to development challenges. Engaged in  CAPACITY BUILDING , Studies & Exploration, Consultancy Support and Projects – all in the sphere of entrepreneurship . Acknowledged   INNOVATOR AND THOUGHT LEADER   in spheres of entrepreneurship,   ECONOMIC EMPOWERMENT ,  enabling mechanisms, gender mainstreaming and enterprise projects in   ASIA AND AFRICA.
In a world of dwindling public resources   and  growing social challenges ,  mission-driven entrepreneurship  is more important than ever before .   Social Enterprise  -  the Context - Rupert Scofield
“  It is not the strongest species that survive nor the most intelligent,  but the ones most responsive to change”.  -  Charles  Darwin RESPONSIVE  to  CHANGE
Social enterprise in the context of  welfare reform policies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Every day   Amul  collects  447,000 litres  of milk  from  2.12 million farmers   (many not literate),  converts the milk into branded, packaged products, and delivers  goods worth  Rs.6 crore   (Rs. 60 million ) to over  500,000 retail outlets across the country .  Pro Co-operative Movement  policy of Indian Government  Gujarat Cooperative Milk Marketing Federation   (Rs. 22  billion) enterprise .
Popularly known as  Lijjat ,  is an  Indian Women’s cooperative  involved in manufacturing of various fast moving consumer goods. Started in 1959 with a seed capital of  Rs. 80,  Lijjat has an  annual turnover  of around Rs. 650 crore  (Rs.65 million),  with  Rs. 2.9 million  in exports (as of 2010). It involves  around  42,000 people. Lijjat is headquartered in  Mumbai and has  67 branches and 35 divisions all over India  Shri Mahila Griha Udyog Lijjat Papad
Many  governments  both in developing & advanced countries  have  come forward to  partner themselves with private / community   initiatives   in the  providing services , rather than themselves  being primary service providers.   PUBLIC - PRIVATE PARTNERSHIP
Social Entrepreneurship A   social entrepreneur   recognizes a social problem and   uses   entrepreneurial priciples   to organise, create and manage   a venture to achieve   social change. While a   business entrepreneur   typically measures performance in   profit and return ,  a   social entrepreneur   focuses  on   creating social capital.   Social entrepreneur   lays emphasis on  ‘the community’  as a  vital resource  and  a  site for intervention.
Social Enterprise ,[object Object]
The triple bottom line
The double bottom line   delicate balance between mission & money ,[object Object],[object Object]
Welfare  to  Empowerment Dependency to  Self Reliance  or  Interdependency Social Work to Social Entrepreneurship Option  that  meets the mission   and provides the  financial   stability & sustainability
The Enterprise Approach To  empower  people to make choices based on informed decision making processes with  ownership  of action and consequent  reward and risk
Key Attributes in  Enterprise Approach ASCENT Opportunity, Resource, Risk, Reward   Over  Despair, Sympathy, Support, Subsistence
Key Attributes in  Enterprise Approach Ownership of operations, reward and risk by the producer groups Profit sharers and not mere wage earners ! Business strategies leading social strategies
Key Attributes in  Enterprise Approach Access to Exposure –  Learning Opportunities Dignity in the treatment of ‘beneficiaries’  -  artisans or producers as Entrepreneurs
Key Attributes in  Enterprise Approach ASCENT Strategies focus on empowerment of producer groups Transfer of governance and ownership NGO in facilitator’s role
Athani to Dusseldorff Now lets  view a film   saga of transforming artisans to entrepreneurs
 
 
GROUP ENTERPRISE A tool in steering  grassroots men  and women  from  ‘vulnerable state or low income’  cross roads  to entrepreneurial mainstream
GROUP ENTERPRISE ,[object Object],[object Object]
ADVANTAGES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contd. ,[object Object],[object Object],[object Object],[object Object],[object Object],ADVANTAGES
Self Help Groups   usually saving &  credit groups ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Enabling policies on Self Help Groups in India
ToeHold ARTISANS Collaborative SHGs  REGULAR  WEEKLY  MEETINGS     INFO  SHARING  PROBLEM SOLVING SAVING  & CREDIT   CAPACITY  BUILDING SKILL  DESIGN  &  MARKET  MATCH PRODUCTION & DELIVERY PROFIT SHARING M POWERMENT
BANGALORE Athani is the heartland of handcrafted footwear in Karnataka The distinct variety of ethnic footwear is popular by the generic misnomer  Kolhapuri  !!! 700 km
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ASCENT  initiative  Project EnterPrice   - transforming artisans to entrepreneurs Jan 1999 - Dec 2002)
[object Object],OWNERS CLUB   Nearly 200 women in 15 SHGs What about men ?   CO-PRENEURS
ToeHold Artisans Collaborative ,[object Object],BANGALORE TAC MARKETING OFFICE TAC OPERATIONS UNIT ASCENT Decentralised Production  Centralised Marketing The Challenge
THEN NOW Low self esteem and resignation to fate Higher self esteem and confidence to change own destiny Women not seen much in public,no mobility Women on the move, with great mobility Improvement of quality of life through grants and aids – scope limited, periodic in puts,  very marginal improvement Improvement quality of life through self help, scope continuous and  unlimited, sustainable and substantive
Continued Support  Government of India and Karnataka ,[object Object],[object Object],[object Object],[object Object],Under various schemes
International  Trade Fairs
GDS Düsseldorf
Buyers interacting with artisans  GDS 2007 at Dusseldorf Students, Sadashiv & Savita Harale, and Intl. fashion designer Cathreen Willems
THE ENTERPRISE MODEL FRONT END BACK END BUSINESS ENTERPRISE SOCIAL ENTERPRISE BUSINESS STRATEGY BUSINESS RESULTS CUSTOMER BUSINESS MODEL ARTISAN  HUMAN GROUPS SOCIAL STRATEGY HUMAN  DEVELOPMENT BUSINESS PARTNERS SUPPORT NETWORKS DEVELOPMENT VALUES VALUE PROPOSITION A FINE BALANCE
New Machinery Addition at CFC, Athani Stitching Machine Clicking Machine Stamping Machine
Design Development Workshop technical support by Central Leather Research Institute  (Govt)
Leaders at discussion with  by Prof. Rajkumar Phatate
10,000 pairs  exported to Korea
Hollywood Star Cameron Diaz  Owns TeoHold Sandals !
EXCELLENCE   EXPORT   exporter from backward area in Karnataka By Federation of Karnataka of  Chambers of Commerce  & Industries AWARD 2006
Launch of
ToeHold enters the portals  of prestigious Indian School of  Business 240 MBA  students  were  taught  ToeHold Business Model  developed  by ASCENT on August 17-18, 2009
ToeHold Case  Study  presented to  Masters in Social Work Students  of USC, Cal  at TISS Mumbai
Social  Work Curriculum  need to add  social enterprise dimension;  not  ‘instead of’  but as a  mandate of value addition  and response to  challenge of  double bottom line – mission & money Some management schools & universities in India offer  social entrepreneurship PG Diploma  and  also a  PG Diploma in not-for -profit organization management.   Social Work professionals are also increasingly in demand for CSR, social entrepreneurship education will help integrate social work & social entrepreneurship Social Entrepreneurship
Social Entrepreneurship is beyond being just a profession.  Social entrepreneurs are true change makers . A spirited  entrepreneur , an  enterprise  with social goals and an enabling  eco-system  can only be  created  by the  stake holders  like the university, the community, the business and the government  in an   integrated manner .  Social Entrepreneurship
www.ascentasia.org Thank you [email_address] Entrepreneuring  dreaming_doing_daring +919845179617

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Social entrepreneur

  • 1. Social Entrepreneurship Policy & Approach Dr. Madhura M Chatrapathy Virtual Session University Of Southern California School of Social Work at Los Angeles & Orange County November 22, 2011 9.30 -11 PM IST Entrepreneuring dreaming_doing_daring
  • 2. ASCENT is a NOT-FOR-PROFIT SOCIAL ENTERPRISE committed to develop and FOSTER CHANGE MAKERS. … fostering an entrepreneurial culture A NETWORKING ORGANISATION working with strong cross-sector networks, partners, associates and volunteers to evolve INNOVATIVE SOLUTIONS to development challenges. Engaged in CAPACITY BUILDING , Studies & Exploration, Consultancy Support and Projects – all in the sphere of entrepreneurship . Acknowledged INNOVATOR AND THOUGHT LEADER in spheres of entrepreneurship, ECONOMIC EMPOWERMENT , enabling mechanisms, gender mainstreaming and enterprise projects in ASIA AND AFRICA.
  • 3. In a world of dwindling public resources and growing social challenges , mission-driven entrepreneurship is more important than ever before . Social Enterprise - the Context - Rupert Scofield
  • 4. “ It is not the strongest species that survive nor the most intelligent, but the ones most responsive to change”. - Charles Darwin RESPONSIVE to CHANGE
  • 5.
  • 6. Every day Amul collects 447,000 litres of milk from 2.12 million farmers (many not literate), converts the milk into branded, packaged products, and delivers goods worth Rs.6 crore (Rs. 60 million ) to over 500,000 retail outlets across the country . Pro Co-operative Movement policy of Indian Government Gujarat Cooperative Milk Marketing Federation (Rs. 22 billion) enterprise .
  • 7. Popularly known as Lijjat , is an Indian Women’s cooperative involved in manufacturing of various fast moving consumer goods. Started in 1959 with a seed capital of Rs. 80, Lijjat has an annual turnover of around Rs. 650 crore (Rs.65 million), with Rs. 2.9 million in exports (as of 2010). It involves around 42,000 people. Lijjat is headquartered in Mumbai and has 67 branches and 35 divisions all over India Shri Mahila Griha Udyog Lijjat Papad
  • 8. Many governments both in developing & advanced countries have come forward to partner themselves with private / community initiatives in the providing services , rather than themselves being primary service providers. PUBLIC - PRIVATE PARTNERSHIP
  • 9. Social Entrepreneurship A social entrepreneur recognizes a social problem and uses entrepreneurial priciples to organise, create and manage a venture to achieve social change. While a business entrepreneur typically measures performance in profit and return , a social entrepreneur focuses on creating social capital. Social entrepreneur lays emphasis on ‘the community’ as a vital resource and a site for intervention.
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  • 13. Welfare to Empowerment Dependency to Self Reliance or Interdependency Social Work to Social Entrepreneurship Option that meets the mission and provides the financial stability & sustainability
  • 14. The Enterprise Approach To empower people to make choices based on informed decision making processes with ownership of action and consequent reward and risk
  • 15. Key Attributes in Enterprise Approach ASCENT Opportunity, Resource, Risk, Reward Over Despair, Sympathy, Support, Subsistence
  • 16. Key Attributes in Enterprise Approach Ownership of operations, reward and risk by the producer groups Profit sharers and not mere wage earners ! Business strategies leading social strategies
  • 17. Key Attributes in Enterprise Approach Access to Exposure – Learning Opportunities Dignity in the treatment of ‘beneficiaries’ - artisans or producers as Entrepreneurs
  • 18. Key Attributes in Enterprise Approach ASCENT Strategies focus on empowerment of producer groups Transfer of governance and ownership NGO in facilitator’s role
  • 19. Athani to Dusseldorff Now lets view a film saga of transforming artisans to entrepreneurs
  • 20.  
  • 21.  
  • 22. GROUP ENTERPRISE A tool in steering grassroots men and women from ‘vulnerable state or low income’ cross roads to entrepreneurial mainstream
  • 23.
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  • 27. ToeHold ARTISANS Collaborative SHGs REGULAR WEEKLY MEETINGS INFO SHARING PROBLEM SOLVING SAVING & CREDIT CAPACITY BUILDING SKILL DESIGN & MARKET MATCH PRODUCTION & DELIVERY PROFIT SHARING M POWERMENT
  • 28. BANGALORE Athani is the heartland of handcrafted footwear in Karnataka The distinct variety of ethnic footwear is popular by the generic misnomer Kolhapuri !!! 700 km
  • 29.
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  • 32. THEN NOW Low self esteem and resignation to fate Higher self esteem and confidence to change own destiny Women not seen much in public,no mobility Women on the move, with great mobility Improvement of quality of life through grants and aids – scope limited, periodic in puts, very marginal improvement Improvement quality of life through self help, scope continuous and unlimited, sustainable and substantive
  • 33.
  • 36. Buyers interacting with artisans GDS 2007 at Dusseldorf Students, Sadashiv & Savita Harale, and Intl. fashion designer Cathreen Willems
  • 37. THE ENTERPRISE MODEL FRONT END BACK END BUSINESS ENTERPRISE SOCIAL ENTERPRISE BUSINESS STRATEGY BUSINESS RESULTS CUSTOMER BUSINESS MODEL ARTISAN HUMAN GROUPS SOCIAL STRATEGY HUMAN DEVELOPMENT BUSINESS PARTNERS SUPPORT NETWORKS DEVELOPMENT VALUES VALUE PROPOSITION A FINE BALANCE
  • 38. New Machinery Addition at CFC, Athani Stitching Machine Clicking Machine Stamping Machine
  • 39. Design Development Workshop technical support by Central Leather Research Institute (Govt)
  • 40. Leaders at discussion with by Prof. Rajkumar Phatate
  • 41. 10,000 pairs exported to Korea
  • 42. Hollywood Star Cameron Diaz Owns TeoHold Sandals !
  • 43. EXCELLENCE EXPORT exporter from backward area in Karnataka By Federation of Karnataka of Chambers of Commerce & Industries AWARD 2006
  • 45. ToeHold enters the portals of prestigious Indian School of Business 240 MBA students were taught ToeHold Business Model developed by ASCENT on August 17-18, 2009
  • 46. ToeHold Case Study presented to Masters in Social Work Students of USC, Cal at TISS Mumbai
  • 47. Social Work Curriculum need to add social enterprise dimension; not ‘instead of’ but as a mandate of value addition and response to challenge of double bottom line – mission & money Some management schools & universities in India offer social entrepreneurship PG Diploma and also a PG Diploma in not-for -profit organization management. Social Work professionals are also increasingly in demand for CSR, social entrepreneurship education will help integrate social work & social entrepreneurship Social Entrepreneurship
  • 48. Social Entrepreneurship is beyond being just a profession. Social entrepreneurs are true change makers . A spirited entrepreneur , an enterprise with social goals and an enabling eco-system can only be created by the stake holders like the university, the community, the business and the government in an integrated manner . Social Entrepreneurship
  • 49. www.ascentasia.org Thank you [email_address] Entrepreneuring dreaming_doing_daring +919845179617

Hinweis der Redaktion

  1. Sponsored by DIPP, Ministry of Commerce & Industry, GOI Under the Project Toehold Sponsored by DIPP, Ministry of Commerce & Industry, GOI Under the Project Toehold