social entrepreneurship arise roby
TRANSCRIPT
SOCIAL ENTREPRENEURSHIP
An Entrepreneurial Revolution
• 1 million new ventures a year in U.S.• 85% of the new jobs in small and start-up
firms• Product/service introduction rate higher than
ever before• Rate of wealth creation exploding• And it’s a global revolution
What Is Social Entrepreneurship?
Nonprofits making money
The only big difference between commercial and social entrepreneurship:
Denomination of the returns
Social and commercial entrepreneurship have most of the same characteristics
The Process of Social Entrepreneurship
1. Find an opportunity2. Develop a business concept3. Figure out what success means and how to
measure it4. Acquire the right resources5. Launch and grow6. Attain goals
The Main Difficulty: Measurement
• What is profit?• How do we count it?• What is “social return o n investment” for
venture philanthropists?• Can we compare investments?
Three characteristics
• Social entrepreneurship meets needs unmet by commercial markets and (usually) the government
• Social entrepreneurship is motivated by social benefit
• Successful social entrepreneurship usually works with, not against, markets
Case 1: Housing Opportunities Made Equal (H.O.M.E.)
• Services– Core services in housing disputes and fair housing
advocacy in Virginia– Special projects and lawsuits
• Opportunity: Educate people on fair housing before-the-fact, instead of fixing situations after-the-fact
• Enterprise: Start fair housing training Institute• Returns: More housing for the disadvantaged,
fewer complaints
Case 2: Boaz & Ruth
• Opportunity: Underused human capital• Endeavor: New businesses using former inmates
in an aggressively faith-based setting• Social returns: Young people not returning to jail,
peaceful neighborhood
Social Entrepreneurs “Look” Like Any Other Kind of Entrepreneur
Innovativeness
Education and experience
Achievement orientation
Independence
Sense of control over destiny
Low risk aversion
Tolerance for ambiguity
Entrepreneurialorientation
Community awarenessAnd social concern
Socially-entrepreneurialorientation
Innate characteristics
Innovativeness
Education and experience
Achievement orientation
Independence
Sense of control over destiny
Low risk aversion
Tolerance for ambiguity
Entrepreneurialorientation
Community awarenessAnd social concern
Socially-entrepreneurialorientation
Innate characteristics
Risk + Innovation
High risk aversion
Low risk aversion
Highly-innovative
Dreamer Entrepreneur
Not innovative
Stuck Gambler
Opportunities vs. Threats
Opportunities for social entrepreneurs look like threats and tragedies to others
Myths about Social Entrepreneurship
• Social entrepreneurs are anti-business• The difference between commercial and social
entrepreneurship is greed• Social entrepreneurs are nonprofit managers• Social entrepreneurs are born, not made• Social entrepreneurs are misfits• Social enterprises usually fail• Social entrepreneurs love risk
Why does social entrepreneurship matter?
A Nation of Social Entrepreneurs
Immigrant stock with a high entrepreneurial orientation
+ Faith in own abilities+ Vast ungovernable frontier
= Citizens willing to meet their own social needs, without an
excessive reliance on the state
What Is a Nonprofit?
• Tax & regulatory definition: an organization that– Enjoys special tax status– Faces a nondistribution constraint (profit=0)
• Functional definition: an organization that forms to– perform “public tasks”
• environmental protection, social service provision– perform tasks for which there is demand but no supply from for-profits
or governments• religious activity, art museum
– influence the direction of public policy• political party, issue organization
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International Facts
• U.S. is very large– represents more than ½ of all nonprofit activity worldwide
($600b)– has 45% of all world’s nonprofit employees
• Rich nations tend to have more developed nonprofit sectors than poor nations– Government social spending is positively correlated with
nonprofit sector size
Main Challenges at Present
• Money• Competition• Demonstrating effectiveness• Technology• Trust• Human resources• Public-sector relations
Ref. Salamon 2002
Main Opportunities at Present
• Demographic shifts• New philanthropy• Heightened awareness of sector• Increased social welfare spending through
sector– Entitlement expansion– Welfare reform
Ref. Salamon 2002
Main Trends at Present
• Explosive growth• Attention to marketing and management movements• Commercial ventures• Development of umbrella organizations and formal
education• Effectiveness in competing economically and
politically
Ref. Salamon 2002
Main Risks at Present
• Identity loss, “mission creep”• Industry concentration• Pressure on managers for results• Loss of public trust
Ref. Salamon 2002