of 62
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SUCCEEDING AT SOCIAL
ENTERPRISE
Learnings, Tools,
Engagement
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Who are you?
What do you do in your organisation?
What is your interest in social enterprise?
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What are we going to learn today?
Who are we
What is social enterprise
Whats the problem
Start up tools and systems
Core competencies
Lifetime Design
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+Highly accomplished and results drivenexecutive with over 19 years of successful new
enterprise development and businessleadership experience. Achieving revenue,
profit, and business growth objectives within
start-up, turnaround, and rapid-change
environments.
+Acknowledged in New Zealand for Innovationand Entrepreneurial achievements in 2009
+Passionate about helping 'not-for-profits'convert into 'not-for-loss' via development ofsocial enterprise
Everywhere:www.linkedin.com/in/travisokeefe
http://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefe8/2/2019 New Zealand Disability Support Network 2012 Social Enterprise Workshop
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Media coverage of previous projects
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Vivien Maideborn
Viv Maidaborn video
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Powerful learning - Social
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Powerful learning - business
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WHAT ARE SOCIAL
ENTERPRISES?
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DOING CHARITYBYDOING TRADE
A business with primarily social objectives whosesurpluses are principally reinvested for that purpose.
NOT FOR LOSS
Using entrepreneurial ways of workingto solve social problems
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BUSINESSES WITH A DOUBLE BOTTOM LINE DOING GOOD + MAKING PROFIT
WHAT ARE SOCIAL
ENTERPRISES?
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Levels of Integration betweenSocial and Business Activities
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Framing the Problem Who is concerned about reduced
funding?
Who has strategic outcomes that
government funding would not beappropriate for?
Who has increasing costs?
Who feels confident that you couldstart an independent revenue stream
within your organisation right now?
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Is it going to get better? You have a choice Proactive or Reactive
If you continue to do the same things, youget the same results
Is it necessary to your survival?
Is it key to your financial health?
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The Starting Point Know Your Core Competencies
Process
Brainstorm, group, summarise
Leveraging core competencies
How much do we value our core competencies
Who else might value our core competencies
How do you leverage your core competencies
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Know what youdon't know
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Learn from my Start up business
experiences
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A start up is not a smaller
version of a larger company
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The life
cycle of a
corporationis not
appropriate
for a start up
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A start up has uniquestages ofdevelopment with distinctive
behaviour and modes of thinking
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* unique set of challenges and decisions
* requiring vastly different resources,* different skills* and different strategy
It progresses through distinct stages
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Unlike a large
profitablecompany,start ups have
limited timeand requireprocesses
that are costeffective andquick
In a start up,
cash is not
king!What isimportant is thenumber of timesyou can adaptto find the rightbusiness model
before you runout of money.
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GET THE RIGHT TEAM ON THE BUS!
Someone who has start up experience, thatcan help you too fail fast and pivot quickly
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If you had an experienced
start up team1. ideas generation2. interrogating ideas and refining options which may
include some crude financial modelling of their likelyimplications for income and expenditure
3. market research to test the feasibility of an option
4. developing an operational plan5. piloting the project
6. development and implementation
7. successful generation of a surplus
6mths
6mths
18mths
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Start ups are atemporary
organisation
designed
tosearch for ascalable and
repeatablebusiness model Business Plans
vsBusinessModels
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Plans fail in start ups
an exercise in creative writing with aseries of guesses about a customerproblem and the product solution
START UP BUSINESS PLAN
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Quickly find a profitable and scalable business
model ORgo out of business
A business model describes how your company creates
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A business model describes how your company creates,delivers and captures value
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THREE THINGS A START UPGOVERNANCE BOARD NEEDS
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At least one director
who has start up
competency
1
2
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A policy document signedoff by the shareholders
So the board can refer to itwhen making decisions
2
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Acommunications
plan for theshareholders
3
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The appropriate milestones thatmeasure a start ups progress
What should a start upgovernance board measure?
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How well do we understand
what problems customers have?
1
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How much will they pay
to solve those problems?2
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Do our product features
solve these problems?
3
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Do we understand
our customers business?4
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Do we understand
the hierarchy of customer needs?
5
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Have we found visionary customers
ones who will buy our product early6
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Is our product a must-have
for these customers?
7
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Do we understand the sales
road map well enough
to consistently sell the product?
8
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Do we understand
what we need to be profitable?
9
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Are the sales and business plans
realistic, scalable, and achievable?10
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What do we do
if our model turns out to be wrong?
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ANY QUESTIONS?
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Your organisations core competencies
+Other competencies that your venture
will need
+
Start up core competencies=
SUCCESS
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THE KEY QUESTION
IS:
IN-HOUSE OROUTSOURCE
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ANY QUESTIONS?
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LIFETIME
DESIGN
LTDTravis OKeefe STRATEGY & DEVELOPMENT
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2006 The story of Lifetime Design
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It is a story of observing what works over time A story of governance in action
It began working to achieve more accessible homes in NZ
And with a Board challenge to the CCS Disability Action CEO
For me it has become a life changing process and a deepinquiry into the role of social innovation and enterprise inachieving scalable social change in NZ and the world
2006 The story of Lifetime DesignStarts Here
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Video of consumers and industryendorsing our SOCIAL ENTERPRISES
achievements for the disabled and elderly
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Lifetime DesignCelebrating the Successes
Political Champion in Minister Turia
Maori Party negotiating Lifetime Design houses through Housing NewZealand in their confidence and supply agreement
Government cabinet endorsing Lifetime Design in the Christchurchrebuild
Planned 2500 houses in Christchurch
Early adopters, 2nd largest builder in retirement industry- Summerset
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TRAVIS OKEEFE
Here:[email protected]:www.linkedin.com/in/travisokeefe
mailto:[email protected]:[email protected]:[email protected]://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefehttp://www.linkedin.com/in/travisokeefemailto:[email protected]