The Resource Introduction to social entrepreneurship, Teresa Chahine

Introduction to social entrepreneurship, Teresa Chahine

Label
Introduction to social entrepreneurship
Title
Introduction to social entrepreneurship
Statement of responsibility
Teresa Chahine
Creator
Contributor
Author
Subject
Language
eng
Cataloging source
NhCcYBP
http://library.link/vocab/creatorName
Chahine, Teresa
Index
no index present
LC call number
HD60
LC item number
.C4195 2016
Literary form
non fiction
Nature of contents
dictionaries
http://library.link/vocab/relatedWorkOrContributorName
Ebooks Corporation
http://library.link/vocab/subjectName
Social entrepreneurship
Label
Introduction to social entrepreneurship, Teresa Chahine
Instantiates
Publication
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Machine generated contents note: How This Book Works -- Definitions -- Sustainable Development -- Why Is Social Entrepreneurship Different from Commercial Entrepreneurship? -- How Is Social Entrepreneurship Different from Other Forms of Social Progress? -- Terminology -- Institutions Supporting Social Entrepreneurs -- Common Characteristics in Social Entrepreneurship -- What Are Some of the Basic Skills Needed for Social Entrepreneurship? -- How to Use This Book -- Interview Box. Bill Drayton, Founder and CEO of Ashoka Innovators for the Public -- Learning Tools -- Modules -- Learning Objectives -- Summary and Next Steps -- Exercise: Your Assignment for This Chapter -- Social Ventures Mentioned in This Chapter -- Part One: Introduction -- Two Important Viewpoints -- Seeing the Opportunities -- Understanding the Challenges -- Scope of This Chapter -- Data Is Power -- Approaching Your Topic -- Think Like a Child -- Question All Assumptions -- Part Two: A Framework for Characterizing Your Challenge -- What Exactly Does This Mean? -- What Are You Trying to Change? -- Who Is Affected? -- Where Are These People? -- Why Has This Challenge Arisen, and Why Has It Persisted? -- How Do These Root Causes Affect the Challenge and Its Outcomes? -- Dimensions of the Social Challenge -- Dimensions of Data -- Different Types of Data -- Prior Attempts to Conquer the Challenge -- Interview Box. Matt Flannery, Kiva Cofounder and Former CEO; Branch Founder and CEO -- Part Three: How to Select Your Topic -- Subject Fields of Interest and Expertise -- Sociodemographic Setting -- Needs-Based Framework -- Access to Resources -- Strengths and Weaknesses -- Passion and Motivation -- Part Four: Digging Deeper -- Collecting Information -- Analyzing Your Results -- Summary and Next Steps -- Exercise: Your Challenge -- "Community"-What Does This Mean? -- Piecing Together Pieces of the Puzzle -- The Social Entrepreneur as a Connector -- Catalyzing Change -- Who Is Your Starting Team? -- Interview Box. Libby McDonald, MIT CoLab Director of Global Sustainability Partnerships -- Interview Box. Albina Ruiz, Founder and CEO, Ciudad Saludable, Lima, Peru -- Step 1 Assessing Stakeholders for Knowledge Exchange -- Who Are the Key Players? -- Tool: Stakeholder Analysis -- Step 2 Community-Driven Research -- Defining the Agenda -- Understanding the People, Places, Problems, and Potential -- Research Tools -- Research Tips and Techniques -- Step 3 Creating Collective Capacity -- The Goal: Conceptualizing the Solution -- The Process: Mobilizing the Community -- The Key: Incorporating Local Infrastructure -- Participatory Planning -- Where Are the Local Entrepreneurs? -- Examining Local Supply Chains -- Checklist: AAAQ -- Values and Characteristics of Various Stakeholders -- Reflective Practice -- Summary and Next Steps -- Exercise: Your Homework -- Social Ventures Mentioned in This Chapter -- Case Study: Ciudad Saludable -- Conclusions -- Levels of Innovation -- Failing Is Part of the Process -- Innovation and Design -- User Driven Design -- User Driven = Data Driven -- Generating Ideas, Models, and Solutions -- Full Immersion -- Blended Perspectives -- Experiment with Different Ideas -- Ask the Right Questions -- Brainstorming Rules -- Deep Reflection vs. Group Dynamics for Design -- Tips and Tricks to Try -- Who Is Your Design Team? -- Building Your Solution -- Analyzing and Organizing Your Options -- Prototyping -- Testing -- Test, Test, Test! Test It 'til You Break It -- Piloting Your Product -- Interview Box. Umesh Malhotra, Founder and CEO, Hippocampus Learning Centers, Karnataka, India -- Designing a System around Your Product or Service -- Beyond Design -- Your Theory of Change -- Tools to Develop Your Theory of Change -- Incremental Innovation and Disruptive Innovation Are Not Mutually Exclusive -- Summary and Next Steps -- Exercise: Your Deliverables -- Social Ventures Mentioned in This Chapter -- Case Study: Hippocampus Learning Centers -- Designing Impact, Scale, and Sustainability -- The Multidimensional Market -- This Little Solution Went to Market -- Compass: Vision, Mission, Values -- Vision -- Mission -- Values -- Value Proposition and Unique Selling Point -- Market Size: Defining Your Denominator -- Social Market Strategy -- Co-Creation -- Product -- Customer -- Place -- Cost -- Price -- Competitors -- Positioning -- Promotion -- Collaborators -- Tool: Business Canvas -- Branding -- Key Concepts -- Examples -- Interview Box. Doug Rauch, Founder and President, Daily Table; CEO, Conscious Capitalism -- Market Research -- Summary and Next Steps -- Exercise: Taking Your Solution to Market' -- Social Ventures Mentioned in This Chapter -- Case Study: Daily Table -- Iterating the Business Model -- Operations and Distribution -- What Is Operations? -- Process Mapping -- Distribution Models -- Expanding Your Reach-Different Mechanisms -- Expanding Central Production Volume -- Opening New Branches -- Franchising -- Microfranchising -- Nonmonetized Methods -- Success Factors across Distribution Models -- Define Your Core Package -- Standardize -- Automate -- Shorten the Last Mile -- Foster Local Leadership -- Decentralize Operations -- Tailor to the Local Population -- Leveraging Existing Channels -- Interview Box. Thulasiraj Ravilla, Executive Director, Aravind Eye Care Systems -- Strategic Partnerships -- Your Biggest Resource: Your Team -- Building the Team -- Composition of the Executive Team -- Do You Have to Be the CEO? -- Summary and Next Steps -- Exercise: How Will You Deliver Your Solution? -- Example Social Ventures from This Chapter -- Case Study: Aravind -- Targeting Success -- Theories to Results -- Different Metrics for Different Fields -- What Is ROI? -- Quantifying Your Social Investment -- Which Metrics Are the Right Fit for You? -- Before You Start -- Decide Early On -- Measure Inherently -- Don't Measure Too Much -- Refer to Baseline Data -- What to Look for in Your Impact Metrics -- The Comparative Factor -- Baseline Data -- Controlling for Other Factors -- Linking to Quality -- Inputs versus Outputs versus Outcomes -- Short- versus Long-Term Goals -- Measuring Intermediate Outcomes -- This Is Where You "Cash In" the Benefits of Your Evidence-Based Solution! -- Direct versus Indirect Benefits -- Further Considerations -- Valuating the Supply Chain -- Management Indicators -- Build Systems for Data Collection and Analysis -- Interview Box. Jake Harriman, Founder and CEO, Nuru International -- Interview Box. Bennadette Mugita, Impact Programs Manager, Nuru Kenya -- Building Your Logical Framework -- Step 1: Setting SMART Objectives -- Step 2: Producing Measurable Outputs -- Step 3: Determining the Inputs -- Outlining the Activities Needed to Produce These Outputs -- Estimating the Time and Cost of Conducting These Activities -- Pros and Cons of the Logical Framework -- How to Choose Your Targets -- To Be Ambitious or to Start Small? -- Setting Up an M&E System -- Assessing Your Results With Your Stakeholders -- Summary and Next Steps -- Exercise: Measuring Success -- Social Ventures Mentioned in This Chapter -- Case Study: Nuru International -- Building Your Budget -- The Basics -- Forecasting Growth -- Cost per Unit -- Revenue Models -- Scenario Analysis -- Pro-Forma -- Timeline and Phasing -- Staying Lean -- Business Models -- High-Profit Business -- Nondividend Social Business -- Not Always Mutually Exclusive -- Hybrid Models -- Interview Box 1. Jigar Shah, President of Generate Capital, Former CEO of Richard Branson's Carbon War Room, and Founder of Sun Edison -- Interview Box 2. Muhammad Yunus, Economics Professor, Founder of the Grameen Bank, and Recipient of the Nobel Peace Prize 2006 -- Uncertainty and Risk -- PESTEL Analysis -- Political -- Economic -- Social -- Technological -- Environmental -- Legal -- Know Your Limitations -- Tool: SWOT Table -- Summary and Next Steps -- Exercise: Building a Viable Venture -- Social Ventures Mentioned in This Chapter -- Getting the Support You Need to Make This Happen -- Why Do You Need a Business Plan? -- How to Write a Business Plan -- Executive Summary -- Business Plan Outline -- Presenting and Pitching Your Plan -- Your Slide Deck -- The Abridged Version -- Less Is More -- Your Elevator Pitch -- Pitching Tips -- Find Your Balance -- Make a Connection -- Get Them to Ask Questions -- Know When to Ask Questions -- Common Mistakes to Avoid -- Advice for Introverts -- You Can Be Humble and Promote Your Work at the Same Time -- Building Your Network -- So You've Got Your Business Plan ... Now What? -- Surround Yourself with Supporters -- Assemble Your Advisory Board -- Start Fundraising' -- What Is an "Ask"? -- Interview Box. Willy Foote, Founder and CEO, Root Capital -- Finding Your Tribe -- Mentors and Coaches -- Coworking Spaces -- Incubators -- Accelerators -- Boot Camps -- Other Networks -- Fellowships -- Events -- A Word of Caution -- Summary and Next Steps -- Exercise: Putting It Down on Paper -- Social Ventures Mentioned in This Chapter -- Creating Your Resource Dashboard -- Sources of Funding -- Governments -- Multilateral Agencies -- NGOs -- Foundations -- Investment Funds -- Individuals -- CSR -- Types of Funding -- Donations -- Grants -- Awards -- Loans -- Equity -- Interview Box. Sir Ronald Cohen, Chair, Portland Trust; Chair, Global Social Impact Investing Steering Group; Cofounder and Former Chair, Big Society Capital -- Social Investment Approaches -- Crowdfunding -- Philanthropy -- Impact Investing -- Socially Responsible Investors -- Finding the Right Approach for You -- Summary and Next Steps -- Exercise: Funding Your Venture -- Social Ventures Mentioned in This Chapter -- Legal Structure -- When to Register -- Legal Options -- Charity -- Social Enterprise -- For-Profit -- Hybrid Setups -- Cooperatives -- Variations around the World -- Weighing the Pros and Cons -- Interview Box. Catlin Powers, Cofounder and CEO, One Earth Designs -- Organizational Health --
  • Contents note continued: Financial Health -- Taxes -- Reporting -- Internal Governance -- Transparency -- Accountability -- Decision Making -- Documenting Institutional Memory -- Manuals -- Policies and Procedures -- The Board -- Why You Need a Board -- What to Look for in the Board -- Leadership beyond the Founders -- Summary and Next Steps -- Exercise: Reflections -- Social Ventures Mentioned in This Chapter -- Communicating Your Venture -- What Are the Different Components in Your Communications? -- The "Who" and the "Why" -- Communicating with Your End Users-Selling Your Product or Service -- Communicating Internally-Information Flow within Your Team -- Communicating with Stakeholders-Reporting Back -- Communicating Externally-Advocating and Spreading Your Impact -- Building a Goal-Oriented Communications Plan -- Interview Box. Laila Iskandar, Cofounder, Mokattam School and A.P.E. Rug Weaving Center; Minister of Urban Renewal and Informal Settlements, Egypt -- The "What" -- Messaging -- What Action Do You Want Each Audience to Take? -- What's in It for Them? -- Stakeholder Ladder -- Follow-Up -- Multidimensional Messaging -- The "How" -- Social Media -- Multimedia and Interactive Media -- Publications -- Mailing Lists -- Face Time -- Surveys and Feedback Forms -- Evaluate Your Communications -- Different Strategies Needed for Different Settings -- Different Skills Needed for Different Stages -- Tips and Pointers across Audiences, Media, and Messages -- Be Positive -- Be Thoughtful -- Keep It Personal -- Keep It Simple -- Evoke Emotion -- Summary and Conclusions -- Exercise: Your Communications Strategy -- Social Ventures Mentioned in This Chapter -- Part One: Achieving Scale -- Dimensions of Growth -- Scaling Your Operations-What to Assess -- Scaling Inputs versus Outputs versus Impact -- Gathering New Information and Innovation as You Grow -- Disadvantages and Tradeoffs -- Threats of Expansion -- Is It Possible to Outgrow Your Mission? -- Disclaimer -- There Is No Black and White -- Part Two: Beyond Scale -- What Does It Mean to Reach Your Goals? -- Don't Get Swept Away -- Reverse the Tide: Changing the Way Business Is Done -- Changing the Field You're Playing In -- Expanding Your Scope of Impact -- Seeing the Forest from the Trees -- Inside vs. Outside Your Venture -- Mechanisms for Expanding beyond Your Venture -- Setting New Trends -- Collaboration with Other Organizations -- Government Adoption -- Advocacy and Policymaking -- Collective Impact -- Interview Box. Sir Fazle Abed, BRAC Founder and Chairperson -- Building a Culture of Change -- Sharing Failures -- Sharing Successes -- Don't Forget the Underlying Theory -- Don't Forget to Celebrate Your Successes! -- Avoiding a Bubble -- Recap -- Taking the Next Steps Together -- Exercise: Fueling Growth -- Social Ventures Mentioned in This Chapter
Dimensions
unknown
Extent
1 online resource (xxi, 292 pages.) :
Form of item
online
Isbn
9781498717052
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
99967814159
System control number
(NhCcYBP)12799524
Label
Introduction to social entrepreneurship, Teresa Chahine
Publication
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Machine generated contents note: How This Book Works -- Definitions -- Sustainable Development -- Why Is Social Entrepreneurship Different from Commercial Entrepreneurship? -- How Is Social Entrepreneurship Different from Other Forms of Social Progress? -- Terminology -- Institutions Supporting Social Entrepreneurs -- Common Characteristics in Social Entrepreneurship -- What Are Some of the Basic Skills Needed for Social Entrepreneurship? -- How to Use This Book -- Interview Box. Bill Drayton, Founder and CEO of Ashoka Innovators for the Public -- Learning Tools -- Modules -- Learning Objectives -- Summary and Next Steps -- Exercise: Your Assignment for This Chapter -- Social Ventures Mentioned in This Chapter -- Part One: Introduction -- Two Important Viewpoints -- Seeing the Opportunities -- Understanding the Challenges -- Scope of This Chapter -- Data Is Power -- Approaching Your Topic -- Think Like a Child -- Question All Assumptions -- Part Two: A Framework for Characterizing Your Challenge -- What Exactly Does This Mean? -- What Are You Trying to Change? -- Who Is Affected? -- Where Are These People? -- Why Has This Challenge Arisen, and Why Has It Persisted? -- How Do These Root Causes Affect the Challenge and Its Outcomes? -- Dimensions of the Social Challenge -- Dimensions of Data -- Different Types of Data -- Prior Attempts to Conquer the Challenge -- Interview Box. Matt Flannery, Kiva Cofounder and Former CEO; Branch Founder and CEO -- Part Three: How to Select Your Topic -- Subject Fields of Interest and Expertise -- Sociodemographic Setting -- Needs-Based Framework -- Access to Resources -- Strengths and Weaknesses -- Passion and Motivation -- Part Four: Digging Deeper -- Collecting Information -- Analyzing Your Results -- Summary and Next Steps -- Exercise: Your Challenge -- "Community"-What Does This Mean? -- Piecing Together Pieces of the Puzzle -- The Social Entrepreneur as a Connector -- Catalyzing Change -- Who Is Your Starting Team? -- Interview Box. Libby McDonald, MIT CoLab Director of Global Sustainability Partnerships -- Interview Box. Albina Ruiz, Founder and CEO, Ciudad Saludable, Lima, Peru -- Step 1 Assessing Stakeholders for Knowledge Exchange -- Who Are the Key Players? -- Tool: Stakeholder Analysis -- Step 2 Community-Driven Research -- Defining the Agenda -- Understanding the People, Places, Problems, and Potential -- Research Tools -- Research Tips and Techniques -- Step 3 Creating Collective Capacity -- The Goal: Conceptualizing the Solution -- The Process: Mobilizing the Community -- The Key: Incorporating Local Infrastructure -- Participatory Planning -- Where Are the Local Entrepreneurs? -- Examining Local Supply Chains -- Checklist: AAAQ -- Values and Characteristics of Various Stakeholders -- Reflective Practice -- Summary and Next Steps -- Exercise: Your Homework -- Social Ventures Mentioned in This Chapter -- Case Study: Ciudad Saludable -- Conclusions -- Levels of Innovation -- Failing Is Part of the Process -- Innovation and Design -- User Driven Design -- User Driven = Data Driven -- Generating Ideas, Models, and Solutions -- Full Immersion -- Blended Perspectives -- Experiment with Different Ideas -- Ask the Right Questions -- Brainstorming Rules -- Deep Reflection vs. Group Dynamics for Design -- Tips and Tricks to Try -- Who Is Your Design Team? -- Building Your Solution -- Analyzing and Organizing Your Options -- Prototyping -- Testing -- Test, Test, Test! Test It 'til You Break It -- Piloting Your Product -- Interview Box. Umesh Malhotra, Founder and CEO, Hippocampus Learning Centers, Karnataka, India -- Designing a System around Your Product or Service -- Beyond Design -- Your Theory of Change -- Tools to Develop Your Theory of Change -- Incremental Innovation and Disruptive Innovation Are Not Mutually Exclusive -- Summary and Next Steps -- Exercise: Your Deliverables -- Social Ventures Mentioned in This Chapter -- Case Study: Hippocampus Learning Centers -- Designing Impact, Scale, and Sustainability -- The Multidimensional Market -- This Little Solution Went to Market -- Compass: Vision, Mission, Values -- Vision -- Mission -- Values -- Value Proposition and Unique Selling Point -- Market Size: Defining Your Denominator -- Social Market Strategy -- Co-Creation -- Product -- Customer -- Place -- Cost -- Price -- Competitors -- Positioning -- Promotion -- Collaborators -- Tool: Business Canvas -- Branding -- Key Concepts -- Examples -- Interview Box. Doug Rauch, Founder and President, Daily Table; CEO, Conscious Capitalism -- Market Research -- Summary and Next Steps -- Exercise: Taking Your Solution to Market' -- Social Ventures Mentioned in This Chapter -- Case Study: Daily Table -- Iterating the Business Model -- Operations and Distribution -- What Is Operations? -- Process Mapping -- Distribution Models -- Expanding Your Reach-Different Mechanisms -- Expanding Central Production Volume -- Opening New Branches -- Franchising -- Microfranchising -- Nonmonetized Methods -- Success Factors across Distribution Models -- Define Your Core Package -- Standardize -- Automate -- Shorten the Last Mile -- Foster Local Leadership -- Decentralize Operations -- Tailor to the Local Population -- Leveraging Existing Channels -- Interview Box. Thulasiraj Ravilla, Executive Director, Aravind Eye Care Systems -- Strategic Partnerships -- Your Biggest Resource: Your Team -- Building the Team -- Composition of the Executive Team -- Do You Have to Be the CEO? -- Summary and Next Steps -- Exercise: How Will You Deliver Your Solution? -- Example Social Ventures from This Chapter -- Case Study: Aravind -- Targeting Success -- Theories to Results -- Different Metrics for Different Fields -- What Is ROI? -- Quantifying Your Social Investment -- Which Metrics Are the Right Fit for You? -- Before You Start -- Decide Early On -- Measure Inherently -- Don't Measure Too Much -- Refer to Baseline Data -- What to Look for in Your Impact Metrics -- The Comparative Factor -- Baseline Data -- Controlling for Other Factors -- Linking to Quality -- Inputs versus Outputs versus Outcomes -- Short- versus Long-Term Goals -- Measuring Intermediate Outcomes -- This Is Where You "Cash In" the Benefits of Your Evidence-Based Solution! -- Direct versus Indirect Benefits -- Further Considerations -- Valuating the Supply Chain -- Management Indicators -- Build Systems for Data Collection and Analysis -- Interview Box. Jake Harriman, Founder and CEO, Nuru International -- Interview Box. Bennadette Mugita, Impact Programs Manager, Nuru Kenya -- Building Your Logical Framework -- Step 1: Setting SMART Objectives -- Step 2: Producing Measurable Outputs -- Step 3: Determining the Inputs -- Outlining the Activities Needed to Produce These Outputs -- Estimating the Time and Cost of Conducting These Activities -- Pros and Cons of the Logical Framework -- How to Choose Your Targets -- To Be Ambitious or to Start Small? -- Setting Up an M&E System -- Assessing Your Results With Your Stakeholders -- Summary and Next Steps -- Exercise: Measuring Success -- Social Ventures Mentioned in This Chapter -- Case Study: Nuru International -- Building Your Budget -- The Basics -- Forecasting Growth -- Cost per Unit -- Revenue Models -- Scenario Analysis -- Pro-Forma -- Timeline and Phasing -- Staying Lean -- Business Models -- High-Profit Business -- Nondividend Social Business -- Not Always Mutually Exclusive -- Hybrid Models -- Interview Box 1. Jigar Shah, President of Generate Capital, Former CEO of Richard Branson's Carbon War Room, and Founder of Sun Edison -- Interview Box 2. Muhammad Yunus, Economics Professor, Founder of the Grameen Bank, and Recipient of the Nobel Peace Prize 2006 -- Uncertainty and Risk -- PESTEL Analysis -- Political -- Economic -- Social -- Technological -- Environmental -- Legal -- Know Your Limitations -- Tool: SWOT Table -- Summary and Next Steps -- Exercise: Building a Viable Venture -- Social Ventures Mentioned in This Chapter -- Getting the Support You Need to Make This Happen -- Why Do You Need a Business Plan? -- How to Write a Business Plan -- Executive Summary -- Business Plan Outline -- Presenting and Pitching Your Plan -- Your Slide Deck -- The Abridged Version -- Less Is More -- Your Elevator Pitch -- Pitching Tips -- Find Your Balance -- Make a Connection -- Get Them to Ask Questions -- Know When to Ask Questions -- Common Mistakes to Avoid -- Advice for Introverts -- You Can Be Humble and Promote Your Work at the Same Time -- Building Your Network -- So You've Got Your Business Plan ... Now What? -- Surround Yourself with Supporters -- Assemble Your Advisory Board -- Start Fundraising' -- What Is an "Ask"? -- Interview Box. Willy Foote, Founder and CEO, Root Capital -- Finding Your Tribe -- Mentors and Coaches -- Coworking Spaces -- Incubators -- Accelerators -- Boot Camps -- Other Networks -- Fellowships -- Events -- A Word of Caution -- Summary and Next Steps -- Exercise: Putting It Down on Paper -- Social Ventures Mentioned in This Chapter -- Creating Your Resource Dashboard -- Sources of Funding -- Governments -- Multilateral Agencies -- NGOs -- Foundations -- Investment Funds -- Individuals -- CSR -- Types of Funding -- Donations -- Grants -- Awards -- Loans -- Equity -- Interview Box. Sir Ronald Cohen, Chair, Portland Trust; Chair, Global Social Impact Investing Steering Group; Cofounder and Former Chair, Big Society Capital -- Social Investment Approaches -- Crowdfunding -- Philanthropy -- Impact Investing -- Socially Responsible Investors -- Finding the Right Approach for You -- Summary and Next Steps -- Exercise: Funding Your Venture -- Social Ventures Mentioned in This Chapter -- Legal Structure -- When to Register -- Legal Options -- Charity -- Social Enterprise -- For-Profit -- Hybrid Setups -- Cooperatives -- Variations around the World -- Weighing the Pros and Cons -- Interview Box. Catlin Powers, Cofounder and CEO, One Earth Designs -- Organizational Health --
  • Contents note continued: Financial Health -- Taxes -- Reporting -- Internal Governance -- Transparency -- Accountability -- Decision Making -- Documenting Institutional Memory -- Manuals -- Policies and Procedures -- The Board -- Why You Need a Board -- What to Look for in the Board -- Leadership beyond the Founders -- Summary and Next Steps -- Exercise: Reflections -- Social Ventures Mentioned in This Chapter -- Communicating Your Venture -- What Are the Different Components in Your Communications? -- The "Who" and the "Why" -- Communicating with Your End Users-Selling Your Product or Service -- Communicating Internally-Information Flow within Your Team -- Communicating with Stakeholders-Reporting Back -- Communicating Externally-Advocating and Spreading Your Impact -- Building a Goal-Oriented Communications Plan -- Interview Box. Laila Iskandar, Cofounder, Mokattam School and A.P.E. Rug Weaving Center; Minister of Urban Renewal and Informal Settlements, Egypt -- The "What" -- Messaging -- What Action Do You Want Each Audience to Take? -- What's in It for Them? -- Stakeholder Ladder -- Follow-Up -- Multidimensional Messaging -- The "How" -- Social Media -- Multimedia and Interactive Media -- Publications -- Mailing Lists -- Face Time -- Surveys and Feedback Forms -- Evaluate Your Communications -- Different Strategies Needed for Different Settings -- Different Skills Needed for Different Stages -- Tips and Pointers across Audiences, Media, and Messages -- Be Positive -- Be Thoughtful -- Keep It Personal -- Keep It Simple -- Evoke Emotion -- Summary and Conclusions -- Exercise: Your Communications Strategy -- Social Ventures Mentioned in This Chapter -- Part One: Achieving Scale -- Dimensions of Growth -- Scaling Your Operations-What to Assess -- Scaling Inputs versus Outputs versus Impact -- Gathering New Information and Innovation as You Grow -- Disadvantages and Tradeoffs -- Threats of Expansion -- Is It Possible to Outgrow Your Mission? -- Disclaimer -- There Is No Black and White -- Part Two: Beyond Scale -- What Does It Mean to Reach Your Goals? -- Don't Get Swept Away -- Reverse the Tide: Changing the Way Business Is Done -- Changing the Field You're Playing In -- Expanding Your Scope of Impact -- Seeing the Forest from the Trees -- Inside vs. Outside Your Venture -- Mechanisms for Expanding beyond Your Venture -- Setting New Trends -- Collaboration with Other Organizations -- Government Adoption -- Advocacy and Policymaking -- Collective Impact -- Interview Box. Sir Fazle Abed, BRAC Founder and Chairperson -- Building a Culture of Change -- Sharing Failures -- Sharing Successes -- Don't Forget the Underlying Theory -- Don't Forget to Celebrate Your Successes! -- Avoiding a Bubble -- Recap -- Taking the Next Steps Together -- Exercise: Fueling Growth -- Social Ventures Mentioned in This Chapter
Dimensions
unknown
Extent
1 online resource (xxi, 292 pages.) :
Form of item
online
Isbn
9781498717052
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
99967814159
System control number
(NhCcYBP)12799524

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