Emprendedores sociales, Master Economia Social, Iberoamericana, Mondragon, Mexico

SOCIAL ENTREPRENEURSHIP

Máster en gestión de Empresas de Economía Social – Universidad
Iberoamericana – Puebla Julio 2011

Dr. Aitor Lizartza Martin y Dr. Jose Mari Luzarraga
– Mondragon University
alizmar@eteo.mondragon.edu
jmluzarraga@eteo.mondragon.edu

Dr. JM Luzarraga – Mondragon Unibertsitatea – Master Emprendimiento Social Ibero - Julio 2011

Objetivos de la sesión
Basado en el libro
“The power of unreasonable people”
(J Elkington & P. Hartigan –
Harvard Business Press 2008)

Nuestros objetivos son:
Ü  Presentar una nueva generación de emprendedores sociales
Ü  Entender sus modelos de negocio y estilos de liderazgo
Ü  Identificar oportunidades de mercado
Ü  Averiguar los recursos financieron obtenidos


“THE POWER OF UNREASONABLE PEOPLE
How Social Entrepreneurs Create Markets that Change the World”
(Harvard Business Press 2008)

-  Understanding what is a Social Entrepreneur
- Classifying types of Social Enterprises
- Identifying SE market opportunities
- Tapping SE financial resources


Understanding what is a Social Entrepreneur

“The reasonable man adapts himself t the world

The unreasonable man persist in trying to adapt the world
to himself.

Therefore, all progress depends on the unreasonable man”

(George Bernard Swaw, 1903)


Social entrepreneurs are…
Ü  Innovative, Resourceful, Practical and Opportunistic,… as any
other entrepreneurs

Ü  But… What motivates social entrepreneurs is not doing the
“DEAL” but achieving the “IDEAL”

Ü  So they have a long term commitment with their projects

Ü  Most Social entrepreneurs stumble across the opportunity to
SERVE OTHERS

Ü  Common inspiration is:
“You have to be the change you want to see in the world”
(Gandhi)


Why are they unreasonable? Because…
Ü They Want to Change the World
Ü They are insanely ambitious
Ü They are propelled by emotions
Ü They think they know the future
Ü They seek profit in unprofitable pursuits
Ü They ignore the evidence
Ü They try to Measure the Unmeasurable
Ü They refuse to be made into Superheroes
Ü They are, well, unreasonable


Characteristics of Successful Social entrepreneurs
Ü  Try to shrug off the constraints of ideology or discipline
Ü  Identify & apply practical solutions to social problems, combining
innovation, resourcefulness, and opportunity
Ü  Innovate by finding a new product, a new service, or a new
approach to a social problem
Ü  Focus-first & foremost-on social value creation and, in that spirit, are
willing to share their innovations & insights for other to replicate
Ü  Jump in before ensuring they are fully resourced
Ü  Have an unwavering belief in everyone’s innate capacity, often
regardless of education, to contribute meaningfully to economic &
social development
Ü  Show a dogged determination that pushes them to take risks that
others wouldn’t dare
Ü  Balance their passion for change with a zeal to measure and
monitor their impact
Ü  Have a great deal to teach change makers in other sectors
Ü  Display a healthy impatience

How they look like…

Nicholas Negroponte (MIT-medialab)
“Entrepreneur behind the One laptop
per child project”
VIDEO: http://tinyurl.com/qkavho

Dr. Govindappa “Aravind Eye Hospital”
“The largest Eye care medical Dr. Mohammed Yumus
centre in the world” “Grameen Bank – Nobel Price 2006”
VIDEO: http://tinyurl.com/qb37rm VIDEO: http://tinyurl.com/dmbz9f

Classifying types of Social Enterprises
Traditional classification:
Ü Model 1: Leveraged Nonprofit ventures
Ü Model 2: Hybrid Nonprofit ventures
Ü Model 3: Social Business Ventures

Social Enterprise from a wider perspective


Traditional classification
Model 1: Leveraged Nonprofit ventures
Ü  A public good is being delivered to the most economically
vulnerable, who do not have access to, or are unable to
afford, the service rendered
Ü  Both the entrepreneur and the organization are change
catalysts, with a central goal of enabling direct beneficiaries to
assume ownership of the initiative
Ü  Multiple external partners are actively involved in supporting
the venture financially, politically, and in kind
Ü  The founding entrepreneur morphs into a figurehead, in some
cases for the wider movement, as others assume
responsibilities and leadership


Model 1: Leveraged Nonprofit ventures
Bunker Roy
“Barefoot College”
http://tinyurl.com/ottmg8

N. Negroponte
OLPC www.laptop.org
http://tinyurl.com/5tfazu
Mother Teresa
“Missionaries of Charity”
VIDEO: http://tinyurl.com/d25chs


Model 2: Hybrid Nonprofit ventures

Ü  Goods or services are delivered to populations that have been
excluded or underserved by mainstream markets, but the notion of
making a profit is not totally out of the question
Ü  Sooner or later the founding entrepreneur or his/her team, typically
develops a marketing plan to ensure that the poor or otherwise
disadvantaged can access the product or service being provided
Ü  The enterprise is able to recover a portion of its costs through the sale
of goods & services, in the process often identifying new markets
Ü  To sustain activities & address the unmet needs of poor or otherwise
marginalized clients, the entrepreneur mobilizes funds from public,
private, and/or philanthropic organizations in the form of grants, loans
Ü  As mainstream investors & business enter the picture, even when they
are not seeking mainstream financial returns, they push to become
model 3

Model 2: Hybrid Nonprofit ventures
Rick Aubry
“Rubicon Programs”
VIDEO: http://tinyurl.com/o4dd82

Dr. Govindappa Martin Fisher
“Aravind Eye Hospital” KickStart: www.kickstart.org
http://tinyurl.com/qb37rm VIDEO: http://tinyurl.com/p7mep3


Model 3: Social Business ventures

Ü  The entrepreneur sets up the venture as a business with the specific
mission to drive transformational social and/or environmental
change
Ü  Profits are generated, but the aim is not maximize financial returns
for shareholders but instead to financially benefit low-income groups
and to grow the social venture by reinvestment, enabling it to reach
and serve more people
Ü  The entrepreneur seeks out investors interested in combining
financial and social returns
Ü  The enterprise’s financing-and scaling- opportunities can be
significantly greater because social business can more easily take
on debt and equity


Model 3: Social Business ventures

Dr. Mohammed Yumus F. Arizmendiarrieta
“Grameen Bank – Nobel Price 2006” MONDRAGON Cooperatives
VIDEO: http://tinyurl.com/qt65ux http://tinyurl.com/p75akt
http://tinyurl.com/otm9ft


Actividad reflexión/inspiración
Ü Elige un emprendedor social que conozcas

Ü Identifica que características tiene

Ü Identifica que tipo de empresa social utiliza


Classifying Social enterprise from a wider perspective


10 market opportunities for social entrepreneurs
1.  Demographic opportunities
Facts:
-  Human population toward 9 billion to10 billion people
-  Age distribution skewing: old vs. young boom nations
-  Worldwide migration: from rural to cities
-  One of the best ways of reining population growth is encouraging
economic development
Examples of successful Social Entrepreneurs
-  Jeroo Billimoria – Child Helpline International -
http://www.childhelplineinternational.org/
-  Martin Fisher – Cooperative Home Care Associates (CHCA), the
Paraprofessional Healtcare Institute (PHI) & Independence Care
System (ICS) http://www.chcany.org/

2. Financial opportunities
Facts:
-  The notion that the haves will find ways to gain more and that the
have-nots will lose more has been acknowledged since biblical times
-  Extreme financial inequality can sow the seeds of insurrections and
social cataclysm
-  Tools & frameworks for economic justice are weak or nonexistent
-  Jeroo Billimoria – Aflatoun - http://www.aflatoun.org/
-  Martin Fisher – Kickstart - http://www.kickstart.org/ (0.6% GDP of
Kenya GDP & 0.25% of Tanzania GDP)
-  Fazle Abed – Bangladesh Rural Advancement Committee-
http://www.brac.net/

3. Nutritional opportunities
Facts:
-  True famine, hunger, and poor nutrition have been constants
through-out human history
-  862 million people across the world are hungry, up from 852 million a
year ago
-  Every day, almost 16,000 children die from hunger-related causes--
ONE CHILD EVERY FIVE SECONDS.
-  Takao Furuno – The power of Duck - http://tinyurl.com/ojdwy7
-  Hector Gonzalez – Cuadritos - http://www.cuadritos.com.mx/ (the
largest self-sustaining food bank in Mexico, feeding 100.000 people a
day)

4. Resource opportunities
Facts:
-  A growing world population will not be a problem if the planet’s
resources were limitless, but they are not
-  Demographic pressures are fistering awareness of the natural
resource limits to economic growth
-  Example: the UN argues that the conflict in Darfur has been driven by
competition for water as climate change bites
-  Phil LaRocco – E+Co - http://www.eandco.net/
-  Fabio Rosa – Ideaas - http://www.ideaas.org.br/ & the widely
replicated Palmares project http://www.ashoka.org/node/3291


5. Environmental opportunities
Facts:
-  Environmental issues are universal: there is not South-North differences
-  Nevertheless, poor populations everywhere in the world re forced to live in
the worst circumstances
-  The dominant environmental concerns include the immediate of clean water
& sanitation, the risks of local & indoor pollution , & vulnerability to natural
hazards.
-  Other parts of the world: noise, traffic congestion, air & water pollution, long-
term climate change,…
-  Yan Arthus-Bertrand – The Earth from the Air -
http://www.wecommunic8.com/earthfromtheair/
-  Wangari Maathi – Green Belt Movement -
http://www.greenbeltmovement.org/

6. Health opportunities
Facts:
-  From HIV/AIDS, to malaria, to potential pandemics like SARS or Flu-
A, the world problems can seen overwhelming
-  In 2006,11 million children <5 years died from preventable causes
-  4 million babies will not survive their first month of life
-  > 1/2 million women died in pregnancy, during labor, or after birth
-  Dr. Paul Farmer – “The Man who will cure the world” -
http://tinyurl.com/aovmpq
-  Dr. Devi Shetty – Narayana Hrudayalaya -
http://www.narayanahospitals.com/
-  Vera Cordeiro – Resnacer - http://www.ashoka.org/node/3420

7. Gender opportunities
Facts:
-  There is always an inescapable gender component
-  In the 1995 Kobe earthquake, 1,5 times more women than men died
-  In the Asian tsunami, death rates for women were 3-4 times those for
men
-  There are several factors: biological, cultural, economic, or access to
health care, education & information technology.
-  Wu Qing – Beijing Cultural Development Center for Rural Women -
http://www.nongjianv.org/english/index.html


8. Educational opportunities
Facts:
-  Few factors are as powerful as education in empowering humans
-  In a knowledge society access to educations becomes eevn more
important
-  Bunker Roy – Barefoot College - http://www.barefootcollege.org/
-  Kyle Zimmer - Fist book - http://www.firstbook.org
-  Wendy Kopp – Teach For America - http://www.teachforamerica.org/
-  Michael Brown & Alan Khazei –City Year - http://www.cityyear.org
-  Javier Gonzalez – abcdespanol - http://www.abcdespanol.com/es/
-  Liz Maw – Netimpact - http://www.netimpact.org/


9. Digital opportunities
Facts:
-  Enthusiasts may talk of “growing up digital”, but the IT revolution has
created its own divides
-  80% of people in the world have never heard a dial tone, let alone
surfed the Web
-  Kofi Annan: “People lack many things: jobs, shelter, food, health care &
drinkable water. Today, being cut off from basic telecommunications services
is hardship almost as acute as these other deprivations, & may indeed
reduce the chances of finding remedies to them”
-  Rodrigo Baggio – Committee for Democracy in IT -
http://www.cdi.org.br/


10. Security opportunities
Facts:
-  September 11th terrorism attack changed world security, however this
might be an effect of deeper & previous security causes.
-  Instead of turning to companies like General Dynamics or Halliburton
for security measures, governments should look to social
entrepreneurs who recognize address the physical, psychological,
social, economic, energy-related, water-related, or environmental
security.
-  Rich western countries spend up of 25 times as much on defense as
they do on overseas aid.
-  Pioneer Human Service - http://www.pioneerhumanservices.org/

“YOU HAVE TO BE THE CHANGE YOU
WANT TO SEE IN THE WORLD”
GANDHI


Eskerrik asko
Muchas gracias
Thank you

“Our strength does not lead to struggle but co-operation”

P. JM Arizmendiarrieta - 1956


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