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MIF Awards 2018: Applications closing in 1 week!

Posted By Chandrakant Komaragiri, Ennovent, Tuesday, August 15, 2017
Updated: Tuesday, August 15, 2017
Ennovent is supporting Marico Innovation Foundation Awards 2018 – one of the largest platforms for recognizing and showcasing best of Indian Innovation. Helping them to recognize innovations for both ‘for Profit ‘and ‘Not for Profit’ social organizations.
 
Any organization which is beyond the prototype stage and has contributed to the innovation space in the last 6 years is eligible to apply. The innovation could be the work of one person, a few people, a large team or a department.
 
You can fill the application using the online form. Here is offline form for your reference. 

Given your presence and connect with enterprises and entrepreneurs, we seek your support in identifying potential participants. 
 
Could you suggest the awards to the entrepreneurs, and startups in your networks? It would be great if you could refer the organizations from your network and we could follow up with them.

In case you have any queries or issues, please feel free to reach out to us at aditi.chawla@ennovent.com. 

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Tags:  inclusive business  India  innovation  larger SMEs  social enterprise  social innovation  sustainability 

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Millennials Seek Shift in Workplace Culture

Posted By Peter Ptashko, Global Social Entrepreneurship Network (GSEN), Wednesday, August 9, 2017
Updated: Friday, August 11, 2017

Today GSEN: the Global Social Entrepreneurship Network is delighted to launch the next blog in its 'Summer of Talent' series.

Rafael Achondo is founder at 'Matteria' and writes on how to manage a new generation of human capital eager for purpose and culture in the workplace. 

Considering the ambition and volatility of this growing workforce, attracting and retaining the best talent will depend on the ability of management to build teams with shared values and beliefs.

According to the 2016 Deloitte Millennial Survey, 66 percent of professionals between 25 and 35 years old are considering leaving their current jobs before 2020; 13 percent will leave in the next 6 months. A symptom of the disconnect between employers and employees is the perception that a search for work- life balance indicates a lack of interest in the job, or that impatience for advancement comes from arrogance and hubris. There are misunderstandings between managers and millennial workers because the workforce is changing, while the workplace is not.

The LinkedIn Job Switchers Global Report 2015 shows that the number of active job seekers has increased by 36 percent in the last four years, and that 34 percent of these ‘job switchers’ are expected to move not only to a new employer but into different industries and positions altogether. Yes, they want to be elsewhere, doing and learning something different. “Why should I keep working in the banking sector if I can also work in the energy, IT, or retail industries?” “Why should I learn only from finance if my skills allow me to gain knowledge in marketing, logistics or human capital management?”

Managers might wonder: “Why do our employees have this insatiable curiosity, flexibility and ambition?”

The answer is simple: because they can. We are dealing with young professionals who descend from the generation with the greatest purchasing power in history, the offspring of abundance and citizens of an increasingly connected global village, less ideological, modern and tolerant to diversity, and with access to inexhaustible sources of information, every day more democratized. This context empowers them to believe that they can achieve more: 77 percent of young professionals feel partially or absolutely in control of their professional future and 81 percent are willing to travel anywhere in the world in order to find a job to fulfil their expectations, according to 2016 Deloitte Millennial Survey.

The main challenge today is to see this labor turnover as a real trend that gives organizations the opportunity to develop management strategies that really add value to human capital and to every person on a team. To use millennials’ ambition and diversity to bolster an organization’s vision and fulfill its purpose of doing business.

What kind of organizations have taken advantage of this ’problem‘? Those who appreciate this new generation and their drive, both individual and collective, those who understand their personal quest for purpose, and even further those who value their aspiration to belong to a culture and a community. Purpose and culture are the current and future keys to managing the most important asset any organization could have: human capital.


Millennials take pride in contributing to something that really matters. Well-educated and with no shortage of opportunities, their ambitions go beyond job security or earning a large salary with benefits. Employment is not only about making enough money to enjoy leisure activities in one’s free time. Another key factor to happiness is personal fulfilment and self-esteem within work. This evolved perspective includes a society where individual behavior has consequences and in which each person contributes to the greater good. Millennials want their employers to be in tune with this world, the world they want to build, regardless of the product, service, or industry in which they operate.

Beyond purpose, millennials also have the human need to communicate and interact with others around a collective welfare goal. Young professionals are inspired more by causes rather than ideologies, by
convictions rather than religious beliefs. Many of these individuals have little confidence in current political establishments and economic systems that breed inequality, which is why they want to be part of organizational cultures that break these paradigms and solve these challenges. They are eager to be a part of work teams with values, behaviors, language, beliefs, and power structures that positively impact their lives and the lives of others. They seek a different, more holistic way of doing business.

The following strategies can help organizations create an environment that will attract and retain young professionals:

  • Generate a vision and culture that Millennials want to see reflected in society
  • Create collaborative environments
  • Encourage leadership that empowers individuals, providing opportunities both for innovation as
    well as failure
  • Manage global, multi-disciplinary teams and innovative projects where employees can contribute
    their talents and fulfil roles that enable them to grow and advance
  • Equip teams to work on common goals towards a better society
  • Measure performance by goals achieved rather than hours in the office

Most importantly, an employer’s invitation to future employees should not only be to fill a position, but to enter an open space where they can learn and become the best version of themselves, both personally and professionally.

What if after all this effort employees still leave the organization? While these strategies should help turnover rates to decrease, human capital management goals should target each professional passing through an organization individually. Investment in the talent of your employees will make a difference in the problems they might solve and the impact they create in the future. Equipping employees to become change makers will benefit society, even if that benefit is created with another organization. When young professionals have been proud to be part of a team, they will take the culture and values to other causes and organizations.

The trends are evident and growing. Society is evolving and with it the aspirations and demands of the new generation of professionals. The organizations that take risks and innovate in this area will attract and retain the best talent. To achieve this we will need leaders who not only understand sustainability\ as a competitive strategy, but who also adapt their management to develop professionals for a new
economy, focused on economic, social and environmental positive impact. Understanding this will allow leaders to become real cultural contributors, as they promote in their employees and teams the same positive values we want to see in society.


About Rafael Achondo

Founder at Matteria. Co-Founder and former CEO at Pegas con Sentido Chile. Former
Executive Director of Development at TECHO (Un Techo para mi País). Co-Founder and former CEO at TECHO U.S.
Twitter: @rafoachondo

 

Tags:  ANDE Members  social entrepreneurship 

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Social Entrepreneurship is Gambling for People with a Conscience

Posted By Jonathan Lewis, Opportunity Collaboration, Tuesday, June 27, 2017

 

Social Entrepreneurship is Gambling for People with a Conscience

 

Posted by Jonathan Lewis, Author, The Unfinished Social Entrepreneur.

 

Failure is not contagious. You don’t get it from toilet seats. It’s not transmitted by airborne pathogens. You don’t catch it from talking about it.

 

Nevertheless, in polite conversation among social entrepreneurs, failure – total, complete, abject failure – is taboo territory. It seems to go against human nature to readily acknowledge a mistake, let alone a failure. To twist a line from the poet Oscar Wilde, failure is the social entrepreneurship that dares not speak its name.

 

Unexamined failure is a social sector scandal, a cover-up as unproductive as failure itself. An un-scrutinized mistake leads to more of the same. Every airplane crash is automatically investigated by a team of taxpayer-financed independent experts. Industry-wide safety improvements ensue as a result, which is why, when I am in an airplane at 35,000 feet, it usually doesn’t fall out of the sky. Professional sports teams debrief after every game. Military maneuvers are unpacked in war colleges. In Silicon Valley, failure is practically a badge of honor; without a few failures under your belt, no one thinks you’re innovating enough.

 

In contrast, when a social enterprise crashes, we hardly hear about it. Without postmortems, quality improvement in the social sector remains elusive. Deprived of case studies about failure, we’re left with the probability that our social ventures will be the next road kill, and the next, and the next.

 

We keep our failures hidden to forestall becoming social sector pariahs. Failed organizations don’t get marquee billing at social change conferences. Workshops about failure are ghettoized, not lionized. We know that success compounds (called the cumulative advantage effect); conversely, underdogs (by class, by race, by gender, by physical appearance and – yes – by past performance) suffer a cumulative disadvantage effect. Failure can prefigure our future prospects.

 

Another reason to conceal our failures is that grantmakers, government decision-makers, board members, the media and everyone else prefer Hollywood endings to life’s uncertain nuances. Good triumphs over evil. Boy gets girl. Social venture solves social problem. It’s thorny to attract donors or impact investors with a story about mistakes, missed cues, fizzles and fiascos. Few funders fund R&D; fewer still will underwrite a flunking project for a second attempt.

 

Chiefly, change agents dislike discussing failure because it filets open our fears, cutting close to our insecurities. In comparison to everyone else’s boastful press releases and proud Facebook postings, failure makes me feel small and unattractive. Worse, failure makes me feel unworthy of the causes I fight for.

 

In both the social and non-social business categories, I have architected several prime-time fiascos. Moreover, in the nooks and crannies of my professional accomplishments, I’ve accomplished a thousand failures of character. At times, I failed to make a decision when one was needed. Other times, I acted impulsively, forgetting to pause long enough to consider all the factors indispensable to making a fully-informed judgment. I have failed in friendships and flagged in kindheartedness. Sometimes, I failed to live up to my own principles. Much to my surprise, I’m not perfect.

 

When I am rejected (by the marketplace, by funders, by whomever, by whatever), my thoughts whirl with questions: What did I do wrong? What could I have done differently? Will I be stigmatized as incompetent? Am I worthy of social entrepreneurship? Am I worthy, period?

 

Whether we’re a CEO-Founder, or one of the vital middle managers, consultants or volunteers working for an NGO or social venture, we each have our own ingredients to add to the collective stew of failure. With all the headlines and hype about social entrepreneurs and scaling innovations, it’s easy to lose sight of the fact that winning (or losing) at social change is a team sport. We can all succeed at failure.

 

Failing sucks. When a project fails, if we care enough (and of course we do), then it’s heartbreaking. As if replaying, over and over again, a failed friendship in my mind, I never quite get over a social venture crash and burn. The wincing memories and recycled self-doubt remind me that I’m human and vulnerable. They also remind me to treasure the heart-filling, awe-inspiring psychic rewards of social justice work.

 

If you get the choice, I recommend success over failure. Be that as it may, be prepared to make mistakes. Failure is how we live our lives. Things go wrong. It happens in life, in business, in government and, yes, in social justice work too. It behooves us to get good at the art of managing and mitigating failure; in my book (from which this blog is excerpted), I offer a few survival tips: Hug a colleague. Avoid self-delusion. Mess up early and often. Share your failure. Maintain perspective. Hang in there.

 

Social entrepreneurship is gambling for people with a conscience. Realizing with absolute certitude that I’m going to lose (probably more than once) is liberating. Accepting the prospect of failure means that I can shed paralysis-by-analysis and get started right away, right now, on my social justice work.

 

The anatomy of social change, and the core of our social entrepreneurship, depend on taking risk after risk for our convictions. Daring to fail is part of our job description.

 

 

 Jonathan C. Lewis is a life-long social justice activist and accomplished social entrepreneur. He is the founder of MCE Social Capital and the Opportunity Collaboration, and co-founder of Copia Global. He is a trustee of the Swift Foundation and general partner of Dev Equity

Jonathan may be contacted at his website: www.JonathanCLewis.com. His twitter handle is @SoCentClinic.

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Webinar Recording: Is everything we thought about job creation wrong?

Posted By Genevieve Edens, Aspen Institute, Wednesday, June 21, 2017

More Sweatshops for Africa?  
A Discussion of Research and Practitioner Responses

Much of work that the small and growing business sector does is based on the assumption that as small firms grow, they will create jobs that can lift people out of poverty, grow the middle class, and drive broad economic growth. However, there is relatively little research on the ways that the jobs that SGBs offer to low-skill workers might impact employees' income and overall well-being.  

This webinar will focus on recent research from Chris Blattman and Stefan Dercon that addresses this question: Occupational Choice in Early Industrializing Societies: Experimental Evidence on the Income and Health Effects of Industrial and Entrepreneurial Work

This evaluation focused on five firms in Ethiopia, and found that despite our expectations, low-skilled workers offered a job were not better off than the group who did not receive an offer.   In addition, retention at the firms was extremely low -- over 75% of workers quit within a year.  What are the implications of this research for the small and growing business sector?  

VIew the webinar recording to hear Chris Blattman (University of Chicago) and Leslie Johnston (C&A Foundation) discuss this research and what this means for practitioners focused on job creation, job quality, and small and growing businesses.  

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Toilet Accelerator India Edition Challenge - open for applications until 10th July!

Posted By Claire Balbo, Toilet Board Coalition, Tuesday, June 20, 2017
 
Do you have a business or business idea for toilet innovations and service models, circular economy waste management and resource recovery, or mobile, digital and e-heath applications for sanitation in India?

Apply for over 100,000 Euro in support from global brand companies by 10 July 2017!

APPLY HERE!
The Toilet Accelerator India Edition challenge calls for applications from businesses that are addressing the most challenging water and sanitation issues in the country. 
Top 3 winners will be announced at the 9th Sankalp Global Summit from 6-8 December, 2017 in Mumbai. The winners will receive over 100,000 Euro of in-kind support from leading companies over a 12 month period, as part of the 2018 Toilet Accelerator cohort of the Swiss based Toilet Board Coalition. The Toilet Accelerator Program provides expert mentorship and support, as well as access to the TBC-Sankalp investor networks. The Toilet Board Coalition is supported by some of the largest multinational corporates like Firmenich, Lixil, Kimberly-Clark and Unilever.  

THE ACCELERATE INDIA SANITATION BUSINESS CHALLENGE IS OPEN UNTIL 10 JULY 2017
The Toilet Board Coalition brings together experts from business, investment, and the global sanitation community through our platform to cross-fertilise experiences, innovate at all levels, and catalyse the growth of profitable sanitation businesses that deliver sanitation to all.  The Toilet Accelerator is a corporate accelerator program to facilitate private sector engagement and mentorship to sanitation businesses and entrepreneurs serving low-income markets. For more information on the Toilet Board Coalition, please visit the website.
Sankalp Forum is one of the largest platforms promoting innovation and entrepreneurship in emerging markets and building the ecosystem for business-led inclusive development. Over the past nine years, Sankalp has showcased over 400 sustainable enterprises across India, Africa and Southeast Asia, enabled 500+ mentoring connections and facilitated over USD 240Mn of equity investments. For more information on Sankalp Forum, please visit the website.
If you have any questions, please do not hesitate to reach out to us by contacting Claire Balbo: balbo@toiletboard.org
#WeCantWait to know about your business!!

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Tags:  entrepreneurship  India  sanitation  Sankalp  SDGs  SGBs  SMEs  social entrepreneurship  sustainability 

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Introducing FINANCE CONNECT: Connecting SMEs with the best financing opportunity

Posted By FAST International, Finance Alliance for Sustainable Trade, Tuesday, June 13, 2017
Updated: Wednesday, June 14, 2017

Finance Connect is a unique service that focuses on addressing the needs of larger sustainable agricultural and forestry SMEs in developing countries that have financing needs of more than USD 800,000. These are usually enterprises that have larger projects, or projects that require both short and long-term finance. It is a tailor-made service that supports the enterprises throughout the process of obtaining finance, including linking SMEs to financial services providers (FSPs) that can meet their needs in an accurate, efficient, and effective manner. Ultimately, this service will enable FAST and its partners to create a tangible benefit on the ground by helping SMEs restructure their finances, reach their potential growth, employ more people, and have a more sustainable business model that will benefit them and their communities in the long term.

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Tags:  Access to Finance  financial inclusion  larger SMEs 

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Invitation to Launch Event of New Horizons: Accelerating Sustainable Development in Kenya through Inclusive Business

Posted By Tomohiro Nagasaki, Business Call to Action at UNDP, Tuesday, June 6, 2017
 
The Business Call to Action (BCtA) in collaboration with the United Nations Development Programme (UNDP) Kenya, the Kenya Private Sector Alliance (KEPSA) and Sustainable Inclusive Business Kenya (SIB) have the pleasure to invite you to the launch of a new publication titled New Horizons: Accelerating Sustainable Development through Inclusive Business in Kenya on Thursday 22nd June, 2017The publication provides insights gathered from over 50 companies engaged in inclusive business in Kenya. It offers examples of successful and emerging models and recommendation on how inclusive business could be scaled to accelerate the achievement of the SDGs.
The launch will take place on 22nd June, 2017
at the Southern Sun Mayfair Hotel in Nairobi
from 8:00 am – 13.00 am.
After the launch of the publication, the Business Call to Action will further organize two optional trainings targeted for private sector participants on inclusive business and impact measurement. A detailed agenda for the event can be found attached.
Kindly confirm your participation at your earliest convenience or latest 15th June, 2017. 
Select your preferred option by clicking on one of the links below. 
·         Participate in the launch and in the inclusive business and SDGs training: LINK 
·         Participate in the launch and in the measuring impact training: LINK
·         Participate in the launch only: LINK 
Alternatively you can directly confirm to Nadia Boujdadi nadia.boujdadi@undp.org
We hope you can join us and look forward to your active participation.
 We are looking forward to meeting you at the launch, thank you.
 
Business Call to Action

 

 

 

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Tags:  #inclusivebiz #kenya #opportunities 

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Webinar Recording: Accelerating Startups in Emerging Markets

Posted By Abigayle Davidson, Aspen Institute, Thursday, May 25, 2017

GALI Webinar: Accelerating Startups in Emerging Markets from ANDE on Vimeo.

GALI Webinar: Accelerating Startups in Emerging Markets

This webinar presents the latest report from the Global Accelerator Learning Initiative (GALI). 

Accelerating Startups in Emerging Markets: Insights from 43 Programs examines data from over 2,400 early stage ventures that applied to 43 acceleration programs run by twelve different organizations in nine different countries. The report, developed in partnership with Deloitte Canada, compares the performance of accelerators in emerging markets with those run in high-income countries. It challenges commonly held assumptions about the perceived differences between the two geographies using quantitative and qualitative data collected from entrepreneurs, ventures, and the accelerator programs themselves.

In this webinar, we walk through:

  • Data on the early impacts of acceleration on revenues, employees, and investment 
  • Qualitative and quantitative insights into commonly-held beliefs about differences between emerging market and high-income country entrepreneurs and accelerators
  • Reflections from practitioners 

Presenters: 

Peter Roberts is the Academic Director of Social Enterprise @ Goizueta (SE@G) and Professor of Organization and Management at Emory University’s Goizueta Business School. Professor Roberts founded SE@G after many years of conducting research on how the behavior and performance of organizations evolve over time.  He directs the Entrepreneurship Database Program, which forms the foundation of GALI, and has been working with accelerator programs around the world to collect and analyze data describing the many entrepreneurs that they attract and support.

Abby Davidson is a Research Analyst at ANDE, with a special focus on the role of accelerators in emerging markets. She leads the Global Accelerator Survey at GALI, and co-authors major GALI publications, and leads the Data Brief series. 

Practitioner Reflections:

Anne-Lorraine Meunier, Communication and Public Relations Manager, New Ventures

Heather Strachan, Manager for Emerging Markets Operations and Product, Village Capital

Have questions? Share them with us here.

Tags:  2017  accelerators  GALI 

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ANDE Webinar Recap: U.S. Global Development Lab’s PACE Initiative

Posted By Lauren Farello, Aspen Institute, Wednesday, May 3, 2017

For those of you who were able to join us for USAID’s “Partnering to Accelerate Entrepreneurship (PACE) Initiative” webinar, thank you! Our presenter, Rob Schneider, division chief of global partnerships at USAID, shared valuable information about how USAID is supporting entrepreneurship and impact investing through the PACE Initiative and how ANDE members can participate in the new call for concept papers.

 

To recap, USAID’s third call for the submission of Concept Papers through the PACE Initiative is focused on fostering entrepreneurship and catalyzing private investment into early-stage enterprises operating in developing countries. PACE is looking for partners that are testing blended finance solutions to address the “missing middle” in sustainable, replicable, and/or scalable ways. Concept papers must be submitted by July 31, 2017 at 12PM (noon) Eastern Time.

 

We hope you find the webinar and the following resources helpful:

If you’d like to watch the recorded webinar, the link is here. The link to the PPT slides can also be found here.

 

Please don't hesitate to reach out with comments about the webinar.

Tags:  capacity development  grants  missing middle  PACE  scale  SGBs 

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Research Meets Africa: the Call for Papers is open!

Posted By María Belén Zambrano, Appui au Développement Autonome, Tuesday, May 2, 2017
Updated: Tuesday, May 2, 2017

Call for Papers: Research Meets Africa

9th October 2017, Addis Ababa, Ethiopia

Research Meets Africa aims to promote research and innovation on inclusive finance in Africa. It encourages collaboration between researchers and practitioners of the sector by involving universities from Africa and around the world. The event will be held on the 9th of October 2017 in Addis Ababa, Ethiopia alongside African Microfinance Week.

 Researchers are invited to submit their research papers on this topic:

                        "What solutions respond to the growth needs of MSMEs in Africa?" 

For any question, please contact the Conference Team:rmateam@ada-microfinance.lu

Or visit our website: http://www.ada-microfinance.org/en/events/african-microfinance-week/research-meets-africa

 The submission deadline is 30th May 2017!

 

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Tags:  access to finance  Africa  capacity development  conference  Microfinance  Research  SMEs 

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