Region
Sub-Saharan Africa

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"Après avoir vécu pendant plus de deux ans avec les défis majeurs de la pandémie du  COVID-19, le secteur des petites entreprises et de celles en croissance (PECs) est maintenant confronté à une réalité sur le long terme qui affecte non seulement les opérations commerciales mais aussi la façon dont ces entreprises mesurent et communiquent leur impact. Le secteur des PECs se trouve à un moment critique de la pandémie où les organisations doivent réfléchir à la manière dont leurs solutions de MGI élaborées à la hâte s’inscrivent ou non dans leur stratégie de MGI à plus long terme.

Pour toutes ces raisons, le but de ce rapport est de :

Mettre en évidence les défis MGI uniques auxquels sont confrontées les PECs d’Afrique subsaharienne en raison du COVID-19 ;
Guider les créateurs d’écosystèmes entrepreneuriaux dans l’adaptation de leurs systèmes de MGI dans le contexte de la nouvelle réalité du COVID-19 ; et
Fournir des ressources sur mesure pour permettre aux créateurs d’écosystèmes
entrepreneuriaux d’adapter davantage leurs systèmes de MGI afin de mieux soutenir les entrepreneurs dans la «nouvelle anormalité.»"

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"The evidence is indisputable: high-growth scaling ventures are game changers. Scale-ups are the ventures that:

Create the vast majority of new jobs in an economy;
Generate the most value in the form of financial, economic and social returns;
Drive innovation and shape ecosystems;
Incubate and develop talent pipelines; and
Spawn the next generation of thriving scale-ups and the experienced entrepreneurs that create them.

Africa needs more startups that transition to scale. Many more.

But scaling is rare. And difficult. All the more so in sub-Saharan Africa, where large populations do not equate to large addressable markets, necessitating very early (and risky) expansion into new markets in search of the critical mass of customers needed to raise funding and scale a business.

Whilst there are some universal scaling principles that can and should be applied, there isn’t a formula for scaling. Because it isn’t pure science. On the contrary, scaling is predominantly an art: a unique blend of inputs, decisions and actions that is different for each scaling business."

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"Après avoir vécu pendant plus de deux ans avec les défis majeurs de la pandémie du  COVID-19, le secteur des petites entreprises et de celles en croissance (PECs) est maintenant confronté à une réalité sur le long terme qui affecte non seulement les opérations commerciales mais aussi la façon dont ces entreprises mesurent et communiquent leur impact. Le secteur des PECs se trouve à un moment critique de la pandémie où les organisations doivent réfléchir à la manière dont leurs solutions de MGI élaborées à la hâte s’inscrivent ou non dans leur stratégie de MGI à plus long terme.

Pour toutes ces raisons, le but de ce rapport est de :

Mettre en évidence les défis MGI uniques auxquels sont confrontées les PECs d’Afrique subsaharienne en raison du COVID-19 ;
Guider les créateurs d’écosystèmes entrepreneuriaux dans l’adaptation de leurs systèmes de MGI dans le contexte de la nouvelle réalité du COVID-19 ; et
Fournir des ressources sur mesure pour permettre aux créateurs d’écosystèmes
entrepreneuriaux d’adapter davantage leurs systèmes de MGI afin de mieux soutenir les entrepreneurs dans la «nouvelle anormalité.»"

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"After more than two years of living with the acute challenges of the COVID-19 pandemic, the small and growing business (SGB) sector is now facing a longer-term reality that affects not only business operations but also how these businesses measure and communicate their impact. The SGB sector is at a critical junction in the pandemic where organizations need to reflect on how hastily crafted impact measurement and management (IMM) solutions may or may not fit into their longer-term IMM strategy.

For these reasons, the purpose of this brief is to:

Highlight the unique IMM challenges faced by Sub-Saharan African SGBs due to COVID-19;
Guide entrepreneurial ecosystem builders in adapting their IMM systems within the context of the new COVID-19 reality; and
Provide tailored resources to enable entrepreneurial ecosystem builders to further adapt their IMM systems to best support entrepreneurs in the «new abnormal.»"

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"In 2021, ACT Foundation Research Team set out to capture the landscape of technology adoption for African non-profits. We surveyed over 400 social impact professionals to understand the current state of technology adoption within their organizations and to assess their digital readiness. In this report, we explored the digital investment landscape and investigated the barriers to greater technology adoption. We also attempted to identify areas of support needs across the sector."

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"This report reveals the state of social enterprises in Nigeria. It is based on desk research, interviews with key stakeholders and a survey distributed to social enterprises from a diverse range of industries and sectors across the county. The findings are timely. Governments and communities are looking to minimize the economic and social damage caused by Covid-19 and, in the longer term, see the pandemic as an opportunity to rebuild economies on a fairer, more inclusive footing. As businesses that combine positive social and environmental impact with financial sustainability, social enterprises have a vital role to play."

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"Women entrepreneurs are critical to a thriving and inclusive economy, and yet they face numerous challenges in growing their businesses. These challenges are compounded for women climate entrepreneurs (WCEs), given limited research that assesses the issues or presents actionable recommendations to the wider ecosystem. This knowledge product identifies challenges and opportunities for WCEs with a focus on Sub-Saharan Africa - specifcally, Ghana, Nigeria, Kenya, Uganda, Tanzania, South Africa and Malawi."

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"Endeavor Insight partnered with the Lemelson Foundation and Small Foundation to understand how entrepreneurial agriculture companies can maximize their impact in developing countries. The purpose of the study is to provide a data-backed assessment of the challenges and opportunities for supporting entrepreneurs. Endeavor Insight’s approach used several lenses, including a special focus on the types of innovation the founders have created, as well as an analysis of the dynamics within selected agricultural value chains. The results offer guidance for decision makers who support entrepreneurs as they address the Sustainable Development Goals (SDGs), especially in raising the incomes of smallholder farmers and alleviating poverty, creating transformative solutions that can address global food security, and generating quality jobs. This study builds on recent research in the international development and social investment communities, and takes into account the impacts of the COVID-19 crisis."

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"We study the medium-term impacts of the Skills for Effective Entrepreneurship Development (SEED) program, an innovative in-residence 3-week mini-MBA program for high school students modeled after western business school curricula and adapted to the Ugandan context. The program featured two separate treatments: the hard-skills MBA features a mix of approximately 75% hard skills and 25% soft skills; the soft skills curriculum has the reverse mix. Using data on 4400 youth from a nationally representative sample in a 3-arm field experiment in Uganda, the 3.5 year follow-up demonstrated that training was effective in improving both hard and soft skills, but only soft skills were directly linked to improvements in self-efficacy, persuasion, and negotiation. The skill upgrade was rewarded in substantially higher earnings; 32.1% and 29.8% increases in earnings for those who attended hard- and soft-training, respectively, most of which, was generated through self-employment. Furthermore, youth in both groups were more likely to start enterprises and more successful in ensuring their businesses' survival. The program led to significantly larger profits (24.2% and 27.2% for hard- and soft- treatment arms respectively) and larger business capital investments (38.4% and 32.6% for SEED hard and SEED soft, respectively). Both SEED curricula were very cost-effective; two months worth of the extra earnings caused by the training alone would exceed the cost of the program. These benefits abstract from the job- and business-creation benefits of the program, which were substantial: relative to the control group, SEED entrepreneurs created 985 additional jobs and 550 new businesses."

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"This knowledge brief seeks to capture the key takeaways from the recent series of three Impact Measurement and Management (IMM) Learning Labs hosted by the Aspen Network of Development Entrepreneurs, South Africa Chapter (ANDE SA) in partnership with the Allan Gray Orbis Foundation. These learning labs explore the importance of understanding impact in context, engaging multiple stakeholders to ensure appropriate contextual perception and the need to guarantee accurate reporting and impact measurement. This enables greater transparency in the data collection process, improved ability to interrogate assumptions leading to greater data-driven decision making to appropriately measure ones’ impact – be it at an intervention or organisational level."

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