3 May 2012
Responding to a changing environment – CLSP business capability workshops
The environment in which social sector organisations are operating is changing very rapidly. Reductions in public funding, results based payment systems, personal budgets and increased demand for services are only a few of the myriad factors having an effect. In response many social sector organisations are rethinking their business models in a quest both to sustain and maximise their income by creating more financially resilient organisations. A new series of Clore Social Leadership Programme (CSLP) workshops, funded by the Esmée Fairbairn Foundation, seeks to provide Fellows with the tools to undertake this work. The intention is to increase understanding of the dynamics of sector business models, the link between impact and financial resilience and the leader’s role in strengthening both.
We launched the workshop series on 25 April with an introductory session in which Mary Marsh (CSLP) and Rob Owen (St Giles Trust) discussed the importance of business capability in the social sector and Guy Rigby (Smith and Williamson) outlined the fundamentals of a sustainable business. A recurrent theme was that while “passion” often equals success in achieving mission, such success may not be sustained unless organisational leaders understand their business model and have a firm grip on their finances.
The first workshop ‘Understanding Business Models’, led by Sian Prime, an independent consultant, focused on the value that social sector organisations create, both socially and financially, how trust and relationships are key to success and the relationship between business model, business plan and operational plan. It also demonstrated an approach to rapidly prototyping a new business model.
Other workshops in the series will consider financial planning and risk management; strategic financial planning; how to adapt and change your business model and making the case for investment.
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3 May 2012
Bally Sappal, 2012 Clore Social Fellow reports on a course at London Business School which started on 30 April 2012
The new revolution: Social Entrepreneurship in the 21st century had a very promising start for me on Monday 30 April. As soon as I heard about the course, I was keen to gain a place, as were many of the Fellows so it was fantastic news that the London Business School (LBS) very generously agreed to provide places for so many of us.
As a social enterprise novice, I was enthused by the pre-course reading including global case studies on Teach for America and Grameen Bank, as well as theories on the definitions of social entrepreneurship and the differences and similarities with entrepreneurship. The course will consist of individual case write-up, a group project exploring existing or new social enterprises and class participation.
The other participants on the course are from LBS programmes including the Sloan Masters Programme, part-time and full-time MBA students from the corporate and social sector – and come from all over the world. Michael Hay is a skilled lecturer and excellent facilitator, and I find myself happy to be back in the land of academia and look forward to demystifying the world of social enterprise. I must start my reading for next week which I am very much looking forward to, although it does fall on a bank holiday!