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GIC & Soc Entre

GIC & Soc Entre. Maria Lisak. Creating Value & Assessing Performance. Developing a Strategic Service Vision Developing an Entrepreneurial Competitive Strategy Cooperative Strategy: Building Networks, Partnerships, and Alliances Leading, Retaining, and Rewarding People Entrepreneurially

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GIC & Soc Entre

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  1. GIC & Soc Entre Maria Lisak

  2. Creating Value & Assessing Performance • Developing a Strategic Service Vision • Developing an Entrepreneurial Competitive Strategy • Cooperative Strategy: Building Networks, Partnerships, and Alliances • Leading, Retaining, and Rewarding People Entrepreneurially • Managing Your Board Entrepreneurially • Treating Your Donors as Investors • Working with Community • Performance Information That Really Performs

  3. Developing a Strategic Service Vision • The Strategic Service Vision • The Value Equation • Incorporating Multiple Constituencies in a Strategic Service Vision • Satisfying Constituencies with Conflicting Needs • Implications for Social Entrepreneurs

  4. Developing a Strategic Service Vision:The Strategic Service Vision • A set of ideas and actions that maximizes the leverage of results over efforts directed toward well-defined targets and supported with highly focused operating strategies.

  5. Developing a Strategic Service Vision:The Strategic Service Vision

  6. Developing a Strategic Service Vision:The Value Equation Results + Process Quality Value (for clients, staff, volunteers, donors, etc.) = Cost + Ease of Access

  7. Developing a Strategic Service Vision:The Value Equation – Process Quality • The Role of Process Quality • Dependability • Timeliness • Authority • Empathy • Tangible Evidence

  8. Developing a Strategic Service Vision: Incorporating Multiple Constituencies in a Strategic Service Vision

  9. Developing a Strategic Service Vision:Satisfying Constituencies with Conflicting Needs

  10. Developing a Strategic Service Vision:Implications for Social Entrepreneurs • Kjflkd • Dfd • Dflkdj • Lsjdflkd • Lkd • Lidf • Ldfl • Jdf • Df • Lkdf

  11. Developing an Entrepreneurial Competitive Strategy • Understanding Your Competitive Environment • Assessing Your Strengths and Weaknesses • Selecting a Competitive Strategy

  12. Developing an Entrepreneurial Competitive Strategy • Understanding Your Competitive Environment

  13. Developing an Entrepreneurial Competitive Strategy: Assessing Your Strengths and Weaknesses • Governance • Management & Organization • Culture • Strategic Thinking/Planning • Resource Development • Financial Management & Reporting • Marketing & Promotion • Human Resources Management • Physical Plant & Equipment

  14. Developing an Entrepreneurial Competitive Strategy: Service Delivery Assessment • Effectiveness • Cost • Personnel • Convenience • Quality

  15. Developing an Entrepreneurial Competitive Strategy:Selecting a Competitive Strategy • Positioning • Cost Strategies • Result Strategies • Differentiation Factors

  16. Developing an Entrepreneurial Competitive Strategy:Selecting a Competitive Strategy • Positioning

  17. Developing an Entrepreneurial Competitive Strategy:Cost Strategies • Human Resources • Materials/Supplies • Volume & Usage Ratios • Partnerships & Alliances

  18. Developing an Entrepreneurial Competitive Strategy:Result Strategies • Human Resources • Materials/Supplies • Volume & Usage Ratios • Partnerships & Alliances

  19. Developing an Entrepreneurial Competitive Strategy:Differentiation Factors • Quality • Reputation • Target Market

  20. Cooperative Strategy: Building Networks, Partnerships, and Alliances • Creating a Cooperative Strategy • Recruiting Willing and Able Partners • Negotiating • Managing the Partnership

  21. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – First Steps • Clarity of purpose • A clear recognitions of the benefits & risks • Appreciation by Board/Executive for time & energy in relationship building towards goal • Sincere commitment – accept change; shifting roles & responsibilities to deliver services

  22. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Motivation

  23. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Benefits • Expand your capability • Extend your reach • Lower your cost • Provide more effective services or products • Gain increased access to additional resources • Improve your credibility

  24. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Forms & Functions • Organization and inter-organization structures where resources, power, and authority are shared and where people are brought together to achieve common goals that could not be accomplished by a single individual or organization independently.

  25. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Networks • Definition • Exchanging info for mutual benefit • Relationship • Informal • Characteristics • Initial level of trust, limited time availability, and a reluctance to share turf • Resources • No interagency sharing of resources required

  26. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Coordination • Definition • Exchanging info & altering activities for mutual benefits & to achieve a common purpose • Relationship • Formal • Characteristics • Dedicated time, higher levels of trust, & some access to each other’s turf • Resources • Controlled by individual organization

  27. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Cooperation • Definition • Exchanging info, altering activities, & sharing resources for mutual benefits & to achieve a common purpose • Relationship • Formal • Characteristics • Substantial amount of time, high levels of trust, & significant access to each other’s turf • Resources • Limited sharing of resources (written/legal agreement)

  28. Networks, Partnerships, and Alliances: Creating a Cooperative Strategy – Collaboration • Definition • Exchanging info, altering activities, sharing resources & enhancing the capacity of another for mutual benefits & to achieve a common purpose • Relationship • Formal • Characteristics • Substantial time commitments, very high levels of trust, & extensive areas of common turf • Resources • Full sharing of resources, risks, rewards, & responsibilities

  29. Cooperative Strategy:Recruiting Willing and Able Partners • Getting Started • Cause-related Marketing • Risks

  30. Cooperative Strategy:Recruiting Willing and Able Partners - Getting Started • Create a climate for partnerships • Create a plan for contact • Create a positive meeting environment • Create a negotiating team

  31. Cooperative Strategy:Recruiting Willing and Able Partners - Cause-related Marketing

  32. Cooperative Strategy:Recruiting Willing and Able Partners - Risks • Wasted resources • Reduced donations • “Tainted” partners • Contrary marketing • Structural atrophy

  33. Cooperative Strategy: Building Networks, Partnerships, and Alliances - Negotiating • Styles • Methods • Uneven Playing Fields

  34. Negotiating: Styles • Page 61

  35. Team should: Be clear on goals of org & objective of nego Clarify roles & resp Due diligence Contact Lead Presenter Debrief Review notes Discuss observations Strategize for next steps Negotiating - Methods • 4 Methods for Success • Separate the people from the problem • Focus on interest, not positions • Invent options for mutual gain • Insist on using objective criteria

  36. Negotiating - Uneven Playing Fields • jhkjj

  37. Cooperative Strategy: Managing the Partnership • Road Map for Success • Communication • Partner Accountability • Benchmarks • Periodic Assessment

  38. Cooperative Strategy: Managing the Partnership:Road Map for Success • Analyze the organization & need for change • Create a shared vision & common direction • Separate from the past • Create a sense of urgency • Support a strong leader role • Line up political sponsorship • Craft an implementation plan • Develop enabling structures • Communicate, involve people, & be honest • Reinforce & institutionalize change

  39. Cooperative Strategy: Managing the Partnership • Communication

  40. Cooperative Strategy: Managing the Partnership • Partner Accountability

  41. Cooperative Strategy: Managing the Partnership • Benchmarks

  42. Cooperative Strategy: Managing the Partnership • Periodic Assessment

  43. Leading, Retaining, and Rewarding People Entrepreneurially • Leading a Social Enterprise • Attracting and Keeping Great People • Motivating Your Team

  44. Leading, Retaining, and Rewarding People Entrepreneurially • Leading a Social Enterprise

  45. Leading, Retaining, and Rewarding People Entrepreneurially • Leading a Social Enterprise

  46. Leading, Retaining, and Rewarding People Entrepreneurially • Leading a Social Enterprise

  47. Leading, Retaining, and Rewarding People Entrepreneurially • Leading a Social Enterprise

  48. Leading, Retaining, and Rewarding People Entrepreneurially • Leading a Social Enterprise

  49. Leading, Retaining, and Rewarding People Entrepreneurially • Attracting and Keeping Great People

  50. Leading, Retaining, and Rewarding People Entrepreneurially • Attracting and Keeping Great People

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