Presentation of Loic Van Cutsem at the Inspiration Days Brussels at Solvay Business School. Loic van Cutsem is a general manager at Oksigen Lab - an organization providing “oxygen” to social entrepreneurship. As a non-profit organisation, it provides incubation and coaching services to social entrepreneurs. Oksigen Lab also initiates and partners in various research projects focused on social business innovation and entrepreneurship. It’s flagship international research project is SELUSI.

1. Loïc van Cutsem– Oksigen Lab

2. What is the Inspiration
Days
"Inspiration Days" is a
project, initiated by the
Positive Entrepreneurs
Network, to promote
social entrepreneurship

3. Social Entrepreneurship
Social entrepreneurs create a
business based on human, social
and ecological values.
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They focus on social challenges and
positive return to society.
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4. Objectives of the
workshop
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Inspire for social entrepreneurship
Experience interactive and practical
workshop
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Ask questions
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Feel free to start a discussion

5. Source of inspiration

6. Social business innovation

7. Social enterprise?
PURPOSE: SOCIAL VALUE CREATION
Stakeholder accountability
PURPOSE: ECONOMIC VALUE CREATION
Shareholder accountability
Kim Alter (2007), adapted by i-propeller
Mission-driven: the primary goal is to create social value (impact) by mitigating a
social problem or market failure and/or meeting a social need or challenge
Market-oriented: pursue goals in an entrepreneurial manner, generating own
revenues to sustain themselves

8. OKSIGEN ecosystem for
social entrepreneurship
Clear Goals:
Launch and scale up at least 200 social
enterprises by 2018
Independent but stronger together:
Social
Entrepre
-neurs
Independent organizations,
united under a common vision/mission
Open and collaborative:
Each organisation collaborates with
partners outside the ecosystem

9. OKSIGEN Lab: incubation
& research
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Research on social
entrepreneurship and innovation
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Coaching to strengthen the social
business plan of social
entrepreneurs (aspiring and
existing)

10. Our coaching offer
Develop
Launch
Validate the opportunity the business infra-structure
Design the service
Main Coaching topics
Stage 1
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Vision-Mission
Market analysis
Success-Risk factors
Leadership - team
Basic financial check
Mission-driven
Training modules
Stage 2
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Go to market strategy
Revenue model, costs,
growth plan
Organisational model
Impact measurement
Financial
sustainability
Social Impact
Measurement
Inclusion
Participatory
approach
Stage 4
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Socially innovative
value propositions
Target Market
Analysis
Partners and
team
Stage 3
Social innovative value
proposition
Integrated Business
Model
Identification of key
Services , activities and
resources
Integrated
business models
Free Intake meeting
Finalize business plan & struct
Societal resources
Financial plan
Operational plan
Legal and
contractual
planning
Capital structure
Scalability and
repeatability

11. Some examples of social
enterprises we coached

12. An example of Oksigen Lab coaching: BeeOdiversity
BeeOdiversity was founded in 2012 by 4 MBA Students
Mission: generate and preserve local biodiversity‘ and food
diversity thanks to bees (goal 2014: 10% of Belgian territory)
Their feedback on our coaching:
‘We started out with an idea for a social project involving
conserving and regenerating populations of bees, which are under
threat of annihilation.
By the time we had finished the coaching process, we had an
economically sustainable business model involving creating and
maintaining biodiversity in at least 10 percent of Belgian territory
through bees.
A conventional business model based on selling a product is not
enough to be financially viable and work to achieve an ambitious
social objective. In order to devise an alternative business model,
we needed to form strong partnerships and be innovative.
Oksigen Lab encouraged us to take this innovative direction and
steered us towards a model that fits with our ambitions.’
BeeOdiversity team
http://www.beeodiversity.Com
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13. Key characteristics of
social entrepreneurs
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La finalité sociétale au coeur du modèle.
Les critères d’évaluation de la performance
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L’intégration des parties prenantes et approche collaborative
Réflexion moyen/long terme
Bénéfices principalement réaffectés dans la mission
Modèle de revenus (parfois) hybride/mixte
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Output --> impact / people-planet-profit
revenus propres + subsides + philantropie + …
Capacité à penser autrement, innover, remise en cause du
status-quo et des dogmes
Persévérance et patience – droit à l’erreur

14. Evolution
Growing interest for social
entrepreneurship as win-win
solution for today’s socio-economic
challenges
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Growth expected but scaling up
(rather than small-scale replication)
will be key
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15. Thank you

16. OKSIGEN LAB – RESEARCH LAB: feeding our intelligence
and expertise on social entrepreneurship
BENISI (FP7 1 M Euro)
SELUSI (FP7 1,4 M Euro): 2008-2013
trans-European consortium that aims at
identifying and scaling-up 300 promising,
impacting and employment-generating social
innovations in Europe
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EU’s first panel database of 550 social businesses
2 action / research experiments to test how we can couple
social entrepreneurs’ skills to a genuine need for
innovation in mainstream business
policy proposals in the field of innovation, service provision
and societal reform
Others:
Social Innovation Guide for DG Regio
INNOVATING FOR SUSTAINABILITY (shared value)
http://www.oksigenlab.eu/article/research