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Workshops PM7: Actions and words: building a culture of enterprise Nick Temple, Director of Business, Social Enterprise UK
| Date post: | 22-Aug-2014 |
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Government & Nonprofit |
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Wor
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ps PM7: Actions and words: building a culture of enterprise
Nick Temple, Director of Business, Social Enterprise UK
Social Enterprise UK
• Established in 2002 as the national body for social enterprise (as a coalition)
• Membership organisation: nearly 700 members; reach to over 10,000 through founding partners
• Bring together all the different forms of social enterprise under one umbrella
• Main purposes:• Supporting social enterprises to thrive• Developing the evidence base for social enterprise• Influencing policy and political agendas (with govt)• Showcasing the benefits of social enterprise• Broker, facilitator, market builder
Social Enterprise UK
• Established in 2002 as the national body for social enterprise (as a coalition)
• Membership organisation: nearly 700 members; reach to over 10,000 through founding partners
• Bring together all the different forms of social enterprise under one umbrella
• Main purposes:• Supporting social enterprises to thrive• Developing the evidence base for social enterprise• Influencing policy and political agendas (with govt)• Showcasing the benefits of social enterprise• Broker, facilitator, market builder
Social Enterprise in the UK – state of play
• c. 70,000 social enterprises in the UK (5% of all businesses)
• Contributing c.£20 billion to the UK economy and employing over 1 million people.
• Operate in almost every sector: from health and social care, to renewable energy, transport, retail and housing
• There are many routes to social enterprise including: spinning out of parts of the public sector entrepreneur-led organisations charities becoming more business-orientated
Social Enterprise in the UK – state of play
• c. 70,000 social enterprises in the UK (5% of all businesses)
• Contributing c.£20 billion to the UK economy and employing over 1 million people.
• Operate in almost every sector: from health and social care, to renewable energy, transport, retail and housing
• There are many routes to social enterprise including: spinning out of parts of the public sector entrepreneur-led organisations charities becoming more enterprising
CULTURE?
“a pattern of shared basic assumptions that the group learns as it solves its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”
“the way we do things round here”
“the way we are”
FORMAL / STATED
INFORMAL / UNSTATED
Dress code, policies, processes, structures, statements, spaces
Beliefs, assumptions, prejudices, feelings, attitudes, values, norms
“Culture is difficult to define - but for me the evidence of culture is how people behave when
no-one is watching. Our culture must be one where the interests of customers and clients are at
the very heart of every decision we make; where we all act with trust and integrity. But it's not just
about how we behave towards our customers and clients. It's also about how we work together with our colleagues, because if you have to deliver for customers as we do, you better be able to work as a team. As far as I'm concerned, if you can't work well with your colleagues, with trust and integrity,
you can't be on the team. Culture truly helps define an organisation.”
“Culture eats strategy for breakfast”
- Peter Drucker
ENTERPRISE?
IN ACTION?
Carla Wilding has been successful in selling one aspect of youth services, resulting in a £15,000 profit that has been able to pay for significant provision elsewhere.
She tries to do this in a second area, but the service flops with £10,000 of costs to your organisation. This expenditure was not submitted for approval to her manager though she now takes full responsibility for the loss.
Question: As Carla’s manager how do you react? Would it be different if it was a (a) £1,000 or (b) £50,000 loss?
Case Study 1: risk, responsibility, reward
You have a tried and tested approach to your criminal justice work, that is highly regarded by commissioners. One option is to continue to deliver this service. Your manager feels they can maintain the outcomes while reducing the costs by 5% a year and sees no need to consult further.A member of the team has picked up ideas for a radically different approach from service users. They want to consult to confirm and refine the idea, which involves much more active participation from those users. They believe the benefits could be considerable but extensive time and resources will be used up in consultation and development. Question: Which approach do you go for? What factors would decide it?
Case Study 2: innovation + status quo
You have a senior manager who is extremely competent at operations and risk management. He has a local authority background, and is prone to being bureaucratic.Two people in his team have real entrepreneurial spirit, an excellent track record of delivery, and have fresh ideas for how the organisation might do things. But they are being micro-managed and controlled by the senior manager, to the point where one of them is considering leaving because they are frustrated by the situation.
Question: There is a risk to losing the senior manager’s competencies, and a risk to losing the good team members. What would you do? What are the factors in the decision?
Case Study 3: empowerment and autonomy
10 TIPS FOR BUILDING A CULTURE
OF ENTERPRISE
1. Create a balanced vision
- Mission:money
- Individual:collective
- Strategic:opportunist
2. Keep and validate what is currently good
3. Start with recruitment
Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
TRAINING
Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
TRAINING
Category 1 - Right values, right skills
Category 2 - Right values, wrong skills
Category 3 - Wrong values, right skills
Category 4 - Wrong values, wrong skills
TRAINING
4. Demonstrate it in practice - especially leaders
- Symbols of change: challenge
- Small practical projects
- Examples that can become stories to be told
5. Be transparent -with information +
about the challenge
6. Encourage learning and networking
7. Promote cross-team working
- combine strengths + skills
8. Give people responsibility when ready:
over resources and decisions
9. Ensure systems and processes support culture
10. Constantly communicate and reiterate
Evolve 2014
