13. Back in 2008, a random side project with the local crafts sector,
changed me profoundly both at professional and personal level
14.
15. it helped me rethink my role in
society and my contribution to it.
to realize the wasted potential
around, to solve large scale
pressing social and
environmental problems
16.
17. Value Proposition: Hands-on business model innovation coaching
for entrepreneurs and organizations where solving problems and
contributing to the common wealth comes first.
23. the world used
to be divided
into…
Source: How to sistematically build business models beyond profit – Alex Osterwalder
24. giving…
Source: How to sistematically build business models beyond profit – Alex Osterwalder
25. …and taking
Source: How to sistematically build business models beyond profit – Alex Osterwalder
26. “
There is one and only one
social responsibility of
business–to use it resources
and engage in activities
designed to increase its
profits.
- Milton Friedman
economist
”
34. “
If we wait for the governments, it’ll
be too little, too late. If we act as
individuals, it’ll be too little. But if
we act as communities, it might
just be enough, just in time.
”
- Rob Hopkins
founder,Transition Network
35. profit potential
+
?
old school corporation
-
+
old school not-for-profit
Source: How to sistematically build business models beyond profit – Alex Osterwalder
social impact
potential
36. but the world
is changing
Source: How to sistematically build business models beyond profit – Alex Osterwalder
37. profit potential
+
new school of
hybrid
organizations
old school corporation
-
+
old school not-for-profit
Source: How to sistematically build business models beyond profit – Alex Osterwalder
social impact
potential
38. Why don’t we
a
“ business modeldevelopat
aimed
contributing to society and
the environment instead
of taking from them.
”
- Paul Polman
global CEO, Unilever
43. “
Social entrepreneurs are
not content just to give a
fish or teach how to fish.
They will not rest until they
have revolutionized the
fishing industry.
- Bill Drayton
founder, Ashoka
”
46. integration to core
business / profitability
¿?
social innovation
corporate social
responsability
philanthropy
positive impact
potential in society
47. CHANGES IN “HARD”
MEASURABLE
OUTCOMES
MEASURABLE
CHANGES IN
PERCEPTION
CHANGES IN THE
CONVERSATION
CHANGES IN
HOW PEOPLE
THINK
Source: Design @ Darden – Jeanne M. Liedtka
how we think
changing perceptions about
human capability
51. WE NEED CONTENT, COMMUNICATION
EFFORTS, TOOLS AND HANDS-ON EXPERIENCES
AT EVERY LEVEL IN ORDER TO ADVANCE IN
TERMS OF MINDSET CHANGE
52. But when talking about…
Social
Innovation
Hybrid Value
Chains
Opportunities for
Impact
the Mayority
Investing
Shared Value
Social
Business Fights
Social
Business
Poverty
Entrepreneurship
BoP
1999
2002
• Prahalad & Hart • Fortune at the
BoP
draft
2005
2007
• BoP
• Strategy
Protocol1. and Society
0
• The Next 4
Billion
• How to Change
the World?
Source: Adapted from – Stuart L. Hart
2008
• BoP
Protocol
2.0
• The Social
Intrapreneur
2010
• A New
Alliance for
Global Change
2014
• ?
63. In 2013, Ashoka along with the Fundación del Empresariado en México, A.C. (FUNDEMEX)
launched the “Changemaker Leaders” initiative (http://www.lideragentedecambio.com) bringing
together thought leaders and decision makers from the private sector, CSOs, Government and
Academia with the objective to promote innovative business with social impact.
Changemaker Leaders Initiative
In 2013, Ashoka launched the “Changemaker Leaders” initiative http://www.lideragentedecambio.com) bringing
together thought leaders and decision makers from the private sector, CSOs, Government and Academia with the
objective to promote innovative business with social impact.
64. a place for
new ideas
problem solving
unconventional
partners
sharing stories
decision taking
co-creation
65.
66. The Social Intrapreneur:
An emerging or rediscovered figure in
corporations?
Social Intrapreneur, n. 1, A
person that works in a big
company or organization,
developing and promoting
practical solutions to
social and/or
environmental challenges
where progress is currently
stalled by market failures.
Source: SustainAbility & IDEO (2008), The Social Intrapreneur: A Field Guide for
Corporate Changemakers
67. THE INITIATIVE IN NUMBERS
More
tan
throughout
320
the
participants
whole
process
(+60% directors)
More
tan
240
organizations
(+60% corporations)
Regional coverage of 24 media
outlets
67
68. THE IMPACT
After participating in the ELAC13, 90% feel
their
posture
has
been
reinforced
regarding business initiatives that address large
scale social challenges.
In addition, 71% of participants would do
adjustments to their current proyect’s
C.S.R. and inclusive business approach,
compared with other sector meetings and
events in which only 15% have found value in
terms of social innovation and new ideas.
68
75. “I like to think of me as an entrepreneur and a
business model innovator.
I truly believe that human potential is far from
reaching it's peak, and that most of social,
economic and environmental problems can be
solved in a creative, low-cost way if we all
contribute.
If we keep in mind to build shared value in each
activity (personal/professional) that we do, we'll
improve significantly the common wealth.”
