new zealand disability support network 2012 social enterprise workshop

8/2/2019 New Zealand Disability Support Network 2012 Social Enterprise Workshop

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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/travisokeefe


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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


10/62ANY QUESTIONS?


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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]

new zealand disability support network 2012 social enterprise workshop

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