The Definitive Guide to  Scaling Social Enterprise Rizwan Tayabali www.socialeffect.org | www.globosocial.org
Outline <ul><li>Commercial vs. Social Scaling </li></ul><ul><li>Three Myths </li></ul><ul><li>New Models for Scaling Socia...
Commercial vs. Social Scaling
Commercial scaling is about  more money
The dream is  explosive  financial growth
Typically via any of 4 scaling models   Organic Growth Franchising Acquisition Merger
These models are often  costly   in both their  inefficiencies  and the  challenges  of managing quality...
...but profits and easy access to  borrowing typically  mask  these issues.
These models are also often assumed to be the  ONLY  options for  ALL  organisations.
Social scaling however is about better  outcomes
The dream is a   world   without   hardship
Different goals require different  approaches
Which means that the same models are  NOT  necessarily the answer.
Some SE’s are  easy  to scale using standard commercial models... ...typically where they offer simple  products or packag...
For those with complex  human factor programmes  it is  not  so  straightforward
They face significant  organisational  challenges in scaling through traditional models
Lack of sector  infrastructure Skills or capacity  gaps Local  dependence  on CEO/Founder Raising Necessary  Investment
So we need to start thinking  differently
3 Myths
Myth  1 Commercial models apply for  all  orgs
Myth  2 Replicating  process  is the way to scale
Myth  3 Scaling is typically  linear
New Models for Social Scaling
True social enterprises  create  and  prove  financially viable models of change...
...they are NOT simply about  making money  in socially beneficial ways.
So although scaling for social enterprises involves  elements  of   traditional   commercial scaling up to the point of  p...
...beyond that, the end-goal is about  scaling  the  outcomes .
The SE’s  model  of viable change must therefore be seen as  separately  scalable from the organisation itself.
4  Categories
NOTE:  1. Scaling can be quantitative or qualitative, but ideally both., so aim for approaches that best achieve these tog...
1. Piggybacking
i.e. Leveraging the scale of  others
Scaling through  government e.g. Cimientos who have convinced the Argentinian state to model their 500,000 scholarships on...
Scaling through  policy e.g. Care Peru who prove their models work and then lobby presidential candidates to ensure that p...
Scaling through  transgovernmental  organisations e.g. Convincing, or merging with, entities like the Red Cross  or UNICEF...
Scaling through  business e.g. Hybrid value chains like the partnership between  Carlos Cruz and Danone to offer formal jo...
Organisation must evolve to support  delivery
2. Dispersal
i.e.  Seeding  the model  and facilitating the spread
Scaling through  transferability e.g. 826 National and Transition Towns that have seeded a host of local variants around t...
Scaling through  microfranchising   e.g. Vision Spring’s “Business in a Bag”  empowering local entrepreneurs to launch the...
Organisation must evolve to manage  spread  or  distribution
3. Movement
For models where successful social outcomes require changing mass  behaviour
Scaling through  brand e.g. La Usina who are developing a premium clothing brand that raises awareness of disability rights
Scaling through  mass participation e.g. Ashoka in Mexico who are aiming to create a culture  of civil action via a 10 yea...
Scaling through  co-operation e.g.  Movimento Nossa São Paulo which is a network of 600 civil organisations working togeth...
Organisation must evolve to manage the  logistics  supporting movement
4. Open Standards
i.e. Leveraging open  interaction  for funding, design, development, and delivery.
Scaling through  open source  e.g. Ushahidi which uses open standards and collaborative networks for sourcing development ...
Scaling through  open design  e.g. Cipla’s generic retroviral drugs. Open (unpatented) design can and should be extended t...
Scaling through  collaborative networks e.g. SpineConnect, which  is a collaborative innovation network (CoIN) for spine s...
Organisation must scale to provide advisory  support and  platforms  for   continuous improvement
The Future?
The world is  changing
Both sectors are realising that  building in  financial or social aspects at start, adds little extra cost and significant...
Web 2.0 is forcing companies to  converse  to build loyalty, which in turns forces them to  humanise  and  stay true  to s...
Social entities are using  brand , business model  innovation , creating  revenue  streams, and leveraging the power of  c...
The sectors will merge  even  further
New   models  of operating, new ways of working, and new options for scaling  will   continue   to   arise ...
Watch  this  space!!
Rizwan Tayabali SE Consultant, Social Effect rizwan.tayabali@gmail.com  www.rizwantayabali.info  www.socialeffect.org | ww...
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The Definitive Guide to Scaling Social Enterprise

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The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.

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The Definitive Guide to Scaling Social Enterprise

  1. The Definitive Guide to Scaling Social Enterprise Rizwan Tayabali www.socialeffect.org | www.globosocial.org
  2. Outline <ul><li>Commercial vs. Social Scaling </li></ul><ul><li>Three Myths </li></ul><ul><li>New Models for Scaling Social Enterprise </li></ul><ul><li>The Future </li></ul>
  3. Commercial vs. Social Scaling
  4. Commercial scaling is about more money
  5. The dream is explosive financial growth
  6. Typically via any of 4 scaling models Organic Growth Franchising Acquisition Merger
  7. These models are often costly in both their inefficiencies and the challenges of managing quality...
  8. ...but profits and easy access to borrowing typically mask these issues.
  9. These models are also often assumed to be the ONLY options for ALL organisations.
  10. Social scaling however is about better outcomes
  11. The dream is a world without hardship
  12. Different goals require different approaches
  13. Which means that the same models are NOT necessarily the answer.
  14. Some SE’s are easy to scale using standard commercial models... ...typically where they offer simple products or packaged services
  15. For those with complex human factor programmes it is not so straightforward
  16. They face significant organisational challenges in scaling through traditional models
  17. Lack of sector infrastructure Skills or capacity gaps Local dependence on CEO/Founder Raising Necessary Investment
  18. So we need to start thinking differently
  19. 3 Myths
  20. Myth 1 Commercial models apply for all orgs
  21. Myth 2 Replicating process is the way to scale
  22. Myth 3 Scaling is typically linear
  23. New Models for Social Scaling
  24. True social enterprises create and prove financially viable models of change...
  25. ...they are NOT simply about making money in socially beneficial ways.
  26. So although scaling for social enterprises involves elements of traditional commercial scaling up to the point of proving sustainable models...
  27. ...beyond that, the end-goal is about scaling the outcomes .
  28. The SE’s model of viable change must therefore be seen as separately scalable from the organisation itself.
  29. 4 Categories
  30. NOTE: 1. Scaling can be quantitative or qualitative, but ideally both., so aim for approaches that best achieve these together. 2. The examples given, even if not always perfectly in the SE space, are simply to provide reference and proof that these scaling mechanisms can and do exist. They are a viable basis for customisation, innovation, or mixing and matching depending on your organisation’s model of change.
  31. 1. Piggybacking
  32. i.e. Leveraging the scale of others
  33. Scaling through government e.g. Cimientos who have convinced the Argentinian state to model their 500,000 scholarships on the ones they provide
  34. Scaling through policy e.g. Care Peru who prove their models work and then lobby presidential candidates to ensure that policy is amended to safeguard change when they get in power
  35. Scaling through transgovernmental organisations e.g. Convincing, or merging with, entities like the Red Cross or UNICEF to incorporate proven models.
  36. Scaling through business e.g. Hybrid value chains like the partnership between Carlos Cruz and Danone to offer formal job opportunities to marginalized communities outside Mexico City while creating a new distribution channel for nutritious goods.
  37. Organisation must evolve to support delivery
  38. 2. Dispersal
  39. i.e. Seeding the model and facilitating the spread
  40. Scaling through transferability e.g. 826 National and Transition Towns that have seeded a host of local variants around the original model
  41. Scaling through microfranchising e.g. Vision Spring’s “Business in a Bag” empowering local entrepreneurs to launch their own businesses selling eyeglasses
  42. Organisation must evolve to manage spread or distribution
  43. 3. Movement
  44. For models where successful social outcomes require changing mass behaviour
  45. Scaling through brand e.g. La Usina who are developing a premium clothing brand that raises awareness of disability rights
  46. Scaling through mass participation e.g. Ashoka in Mexico who are aiming to create a culture of civil action via a 10 year managed program of ideas for change
  47. Scaling through co-operation e.g. Movimento Nossa São Paulo which is a network of 600 civil organisations working together to lobby government with an agenda and set of goals to provide a better quality of life for all inhabitants of São Paulo
  48. Organisation must evolve to manage the logistics supporting movement
  49. 4. Open Standards
  50. i.e. Leveraging open interaction for funding, design, development, and delivery.
  51. Scaling through open source e.g. Ushahidi which uses open standards and collaborative networks for sourcing development and leverages the power of crowds for delivering change
  52. Scaling through open design e.g. Cipla’s generic retroviral drugs. Open (unpatented) design can and should be extended to product innovations addressing social needs. Innovator may enforce commons licensing for efficiency and learning sharing with organisations that reproduce design.
  53. Scaling through collaborative networks e.g. SpineConnect, which is a collaborative innovation network (CoIN) for spine surgeons to collaborate on difficult and unusual cases and develop better outcomes .
  54. Organisation must scale to provide advisory support and platforms for continuous improvement
  55. The Future?
  56. The world is changing
  57. Both sectors are realising that building in financial or social aspects at start, adds little extra cost and significant rewards
  58. Web 2.0 is forcing companies to converse to build loyalty, which in turns forces them to humanise and stay true to social values.
  59. Social entities are using brand , business model innovation , creating revenue streams, and leveraging the power of crowds .
  60. The sectors will merge even further
  61. New models of operating, new ways of working, and new options for scaling will continue to arise ...
  62. Watch this space!!
  63. Rizwan Tayabali SE Consultant, Social Effect rizwan.tayabali@gmail.com www.rizwantayabali.info www.socialeffect.org | www.globosocial.org Find me on Twitter & LinkedIn

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