This presentation explores how a social entrepreneur’s personality (and preferred business model) strongly influences the type of legal structure that best suits their social enterprise. It contains the types of challenges that social entrepreneurs bring to my consulting practice. It includes 14 personality questions that entrepreneurs need to answer in order to make the best choice for themselves.
This presentation was first given at the Pathways to Funding Do-ference on 28 September 2017. This event was organized by the Bertha Centre for Social Innovation and Entrepreneurship at the University of Cape Town.
All non-profit organizations have governance structures. In some organizations these structures are a source of insight, leadership and inspiration. In others they are a source of ineffectiveness, frustration and conflict.
This article from July 2013 presents the three primary roles of these governance structures (e.g. govern strategically, govern responsibly and manage compliance), as well as the key factors that correlate with the effectiveness of these structures. This article challenges the conventional view that boards should focus on compliance, and that this increases social and financial performance.
Have you ever wondered why some organizations fail to succeed, despite hundreds of hours of strategic planning sessions and a multitude of ambitious MBA minds behind the steering wheel? We already know that these organizations need capable leadership. New research also suggests that organizations need leaders with strategic acumen, and that strategic acumen is much more like an innate ability, than something one learns at college.
This article from August 2008 dispels various myths about strategy and emphasizes the need to choose talent carefully.
In pursuit of strategic clarity
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