1 / 9

Why do we do what we do? The purpose or reason for being of the enterprise Typically is short

MISSION. Why do we do what we do? The purpose or reason for being of the enterprise Typically is short To serve the most vulnerable (International Red Cross) Changing lives through jobs (Chrysalis) Mission drives strategic goals, objectives and the entire fabric of the organization. MISSION.

cherie
Download Presentation

Why do we do what we do? The purpose or reason for being of the enterprise Typically is short

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MISSION • Why do we do what we do? • The purpose or reason for being of the enterprise • Typically is short • To serve the most vulnerable (International Red Cross) • Changing lives through jobs (Chrysalis) • Mission drives strategic goals, objectives and the entire fabric of the organization

  2. MISSION STRUCTURE SOCIAL ENTREPRENEURSHIP LEVERS GOVERNANCE, STRATEGY & RESOURCES DECISION SUPPORT SYSTEMS SERVICE DELIVERY SYSTEMS HUMAN RESOURCE SYSTEMS ORGANIZATIONAL CULTURE SOCIO-ECONOMIC PERFORMANCE

  3. MISSION GUIDES STRATEGY • What is our mission? • Who is our main customer? • What does the customer value? BUT ONGOING STRATEGIC ASSESSMENT ALSO CAUSES RE-EVALUATION OF MISSION

  4. NFTE STRATEGIC REASSESSMENT WITH McKINSEY 1990 mission To promote entrepreneurial literacy among highly at- risk and economically and or physically disadvantaged minority youth living in America’s inner cities and to help each one start his/her own business. 2001 mission To teach entrepreneurship education to low-income young people, ages 11 through 18, so they can become economically productive members of society by improving their academic, business, technology and life skills.

  5. SUBSTITUTES/ ALTERNATIVES PARTNERS BUYERS SOCIAL VALUE/ COMPETITION NEW ENTRANTS USERS (CUSTOMERS) SUPPLIERS (HR, SUPPLIES) COMPETITIVE STRATEGY FRAMEWORK

  6. MISSION DEDUCE RESOURCE NEEDS/ DEVELOP ECONOMIC MODEL RESOURCE ASSESSMENT DEFINE DESIRED RESULTS DEFINE CAPABILITIES FOR SUCCESS DEVISE AN OPERATING STRUCTURE

  7. DEVISING AN OPERATING STRUCTURE • Which capabilities are you particularly well suited to provide? Can you really provide products and services better than or more efficiently than others that are already out there? • Which capabilities are most crucial to the value creation process? Can you do this in-house or find a skilled external partner? • Which activities motivate and provide meaning for your organizational members? You should try to keep these activities in-house. • But, what about cost? Which capabilities can be bought more cheaply?

  8. DEVELOPING A RESOURCE SMART ECONOMIC MODEL • Venture Capital (CDVC, other) • Grants & Donations (Government, Foundations, Corporations, Individuals); Venture Philanthropy • Event fundraising—bake sales, raffles, concerts etc. • Cause-related marketing • Program-related investments • Loans • Revenue Generation (Fees, Sales etc.) • Who benefits from your venture? • Is it appropriate and practical to charge them a fee for this benefit? • How much could you charge while still achieving your social objectives?

  9. The Social Enterprise Spectrum Purely Philanthropic Purely Commercial Motives, Methods, & Goals Appeal to goodwill Mission driven Social value Mixed motives Mission & market driven Social & economic value Appeal to self-interest Market driven Economic value Beneficiaries Pay nothing Subsidized rates, or mix of full payers & those who pay nothing Market-rate prices Below-market capital, or mix of donations & market-rate capital Capital Donations & grants Market-rate capital Key Stakeholders Below-market wages, or mix of volunteers & fully-paid staff Workforces Volunteers Market-rate compensation Suppliers Make in-kind donations Special discounts, or mix Of in-kind and full-price donations Market-rate prices Vendorism, bureaucracy & dependence on funders Commercialism, mission drift & neglect of underserved communities Culture clash, political conflict Pitfalls * Adapted from Dees, Enterprising Nonprofits, HBR 98105 (1998)

More Related