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Social Enterprises

Effective monitoring and evaluation practices for competitions and crowdsourcing: Lessons from India

Natalia Agapitova's picture

What’s the key ingredient for successful innovations? I often hear people answer creativity, collaboration, open mindset, leadership. For me, it is the ability to learn and adapt.

But learning is meaningful only if it’s based on reliable data, and adaptation leads to the expected results if the data is timely and feeds into the decision-making process.

For example, take GNRC Medical (formerly known as Guwahati Neurological Research Centre), a hospital in North Guwahati, India that aims to provide quality healthcare service at an affordable cost to underprivileged populations. GNRC has an inclusive multi-specialty facility, provides ambulance services, and offers customized healthcare packages to the poor, promoting preventive healthcare and early intervention. Despite its unique service offer, GNRC faced major challenges, including the lack of awareness among local communities on medical conditions and available treatments.

Scaling up inclusive innovations: 10 lessons for donors

Johannes Linn's picture
Women in Jharkhand, India
Women in Jharkhand, India. © Natalia Agapitova/World Bank

Only a small fraction of women in rural India have a bank account, reinforcing existing gender inequity. Without access to financial services, women miss out on government benefits, like cash transfers. Alternative for India Development (AID) delivers financial products to women and other underprivileged populations through a unique business model. In partnership with the government and commercial banks, AID established more than 600 Common Service Centers that serve as one-stop delivery points to financial and government services. In just three years of operation, AID opened 200,000 deposit accounts, one-third of which belong to women. Thanks to these accounts, underprivileged populations was able to receive pensions, government subsidies and access free savings accounts.

AID is just one of a large and growing number of businesses that combine profits with impressive development results. These businesses are known as social enterprises, and the innovations they develop play a critical role in providing life-improving goods, services, and employment to hundreds of millions of poor people. Social enterprises can be distinguished from other public and private organizations by the fact that they pursue social objectives through commercially viable business models and are independent from the government.
In his recent blog, World Bank Group President Jim Kim urged the development community to partner with social enterprises to achieve the Sustainable Development Goals. This will require a different approach to scaling results of successful social enterprises, their inclusive innovations, and business models. In a recent Brookings Working Paper we reviewed the literature and experience with scaling up social enterprise innovations and summarized lessons for how scaling up can be best managed. Here we briefly explore the main implications for external donors.

Beyond building products – changing hearts and minds to actually use them

Marta Milkowska's picture
They were everywhere — blown-up condoms flying around as balloons in a small village in southern Kenya. A day earlier volunteers from an international NGO came to the village to promote family planning. They held a daylong workshop for women and thoroughly described the risks of lack of sexual protection. The next day, the volunteers left, and the village was covered with flying condom-balloons. It was 2007 and I was just about to learn how typical that story was. In the months that followed, I saw cookstoves being used as shelves and mosquito nets as football goals. So what went wrong?

Blog post of the month: Where the glass ceiling is already smashed

Monique Villa's picture

Each month People, Spaces, Deliberation shares the blog post that generated the most interest and discussion. For September 2016, the featured blog post is "Where the glass ceiling is already smashed" by Monique Villa, CEO of Thomson Reuters Foundation and Founder of TrustLaw and Trust Women.

There is a growing sector where women are rising to the top, smashing through the glass ceiling as never before, and transforming the world with big ideas.

It’s called social entrepreneurship and it’s disrupting the traditional status quo, fostering innovation and developing sustainable business ideas to solve the world’s most pressing social problems.

From training rats to detect landmines, to offering micro-lending to Indian farmers, these entrepreneurs see success not just through financial returns, but also in terms of social impact. The ultimate business goal? To set up successful companies that improve the lives of underserved and marginalized communities. It’s not just about the balance sheet, but it’s not charity either.

A Thomson Reuters Foundation poll, conducted in partnership with Deutsche Bank, UnLtd, and the Global Social Entrepreneurship Network (GSEN) shows that women are embracing social entrepreneurship, especially across Asia.

According to our survey, 68 per cent of those polled across the world’s 44 biggest economies said women were well-represented in management roles within the industry. The Philippines ranked first as the country where women were most active in the sector, while Malaysia, China, Hong Kong, Indonesia and Thailand took five of the other top ten slots.
 

Where the glass ceiling is already smashed

Monique Villa's picture

There is a growing sector where women are rising to the top, smashing through the glass ceiling as never before, and transforming the world with big ideas.

It’s called social entrepreneurship and it’s disrupting the traditional status quo, fostering innovation and developing sustainable business ideas to solve the world’s most pressing social problems.

From training rats to detect landmines, to offering micro-lending to Indian farmers, these entrepreneurs see success not just through financial returns, but also in terms of social impact. The ultimate business goal? To set up successful companies that improve the lives of underserved and marginalized communities. It’s not just about the balance sheet, but it’s not charity either.

A Thomson Reuters Foundation poll, conducted in partnership with Deutsche Bank, UnLtd, and the Global Social Entrepreneurship Network (GSEN) shows that women are embracing social entrepreneurship, especially across Asia.

According to our survey, 68 per cent of those polled across the world’s 44 biggest economies said women were well-represented in management roles within the industry. The Philippines ranked first as the country where women were most active in the sector, while Malaysia, China, Hong Kong, Indonesia and Thailand took five of the other top ten slots.
 

Part 1: Five principles to behavior change: Why don’t they use these toilets?

Marta Milkowska's picture
They were simply not used. A few dozen toilets constructed in a small village in India worked well, except the villagers were not using them. Some conversations later, researchers discovered what had been overlooked during the planning phases: the morning open defecation practice was the only social activity for local women, otherwise spending all their time under the guardianship of their husbands. It was the highlight of their day, the time when they could freely talk, laugh, and gossip without the constraint of men and their day to day life.

To foster youth energy into social enterpreneurship in Egypt, government and international organizations are necessary

Rania Salah Seddik's picture

(c) World Bank GroupYoung Egyptians have an amazing potential that is not yet being utilized. We have a well-established business sector, but with the establishment and success comes an aversion to trying new things. To innovating. While the business sector has made incredible impact on my country, there are still gaps. Gaps in jobs and gaps in services that would allow our most marginalized citizens to escape poverty. This is where entrepreneurs, especially young ones, can help.

Getting beyond better: How the development community can leverage social enterprises to help the extreme poor

Natalia Agapitova's picture

The sustainable development goals (SDGs) set forth by the UN in September have boldly shaped the development agenda, and rightly so. Major problems still persist: the Global Monitoring Report forecasts that 700 million people remain living on less than $1.90 a day in 2015, marginalized populations lack necessary access to crucial services, and governments struggle to reach these ultra-poor communities living in remote corners of the world.

The expectation is that the market will provide the solution and the “Fortune at the Bottom of the Pyramid” did not materialize across a number of important sectors like health and nutrition, water and sanitation, education, and other services that have transformational effects on people’s lives. Without them, the world’s poorest cannot take advantage of economic opportunities and escape poverty.

Pitfalls and stumbling blocks: the challenge to being a social enterprise (part 2)

Dr. Shelly Batra's picture
Ask anyone who has started a social enterprise what their biggest challenge would be, and I bet they would mention something about a regulatory framework. As mentioned in my previous blog, government regulations can be tedious, burdensome, and difficult to wade through.

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