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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

GIC & Soc Entre

Maria Lisak


Creating value assessing performance
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


Developing a strategic service vision
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


Developing a strategic service vision the strategic service vision
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.


Developing a strategic service vision the strategic service vision1
Developing a Strategic Service Vision:The Strategic Service Vision


Developing a strategic service vision the value equation
Developing a Strategic Service Vision:The Value Equation

Results + Process Quality

Value (for clients, staff, volunteers, donors, etc.)

=

Cost + Ease of Access


Developing a strategic service vision the value equation process quality
Developing a Strategic Service Vision:The Value Equation – Process Quality

  • The Role of Process Quality

  • Dependability

  • Timeliness

  • Authority

  • Empathy

  • Tangible Evidence


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


Developing a strategic service vision satisfying constituencies with conflicting needs
Developing a Strategic Service Vision:Satisfying Constituencies with Conflicting Needs


Developing a strategic service vision implications for social entrepreneurs
Developing a Strategic Service Vision:Implications for Social Entrepreneurs

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Developing an entrepreneurial competitive strategy
Developing an Entrepreneurial Competitive Strategy

  • Understanding Your Competitive Environment

  • Assessing Your Strengths and Weaknesses

  • Selecting a Competitive Strategy


Developing an entrepreneurial competitive strategy1
Developing an Entrepreneurial Competitive Strategy

  • Understanding Your Competitive Environment


Developing an entrepreneurial competitive strategy assessing your strengths and weaknesses
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


Developing an entrepreneurial competitive strategy service delivery assessment
Developing an Entrepreneurial Competitive Strategy: Service Delivery Assessment

  • Effectiveness

  • Cost

  • Personnel

  • Convenience

  • Quality


Developing an entrepreneurial competitive strategy selecting a competitive strategy
Developing an Entrepreneurial Competitive Strategy:Selecting a Competitive Strategy

  • Positioning

  • Cost Strategies

  • Result Strategies

  • Differentiation Factors


Developing an entrepreneurial competitive strategy selecting a competitive strategy1
Developing an Entrepreneurial Competitive Strategy:Selecting a Competitive Strategy

  • Positioning


Developing an entrepreneurial competitive strategy cost strategies
Developing an Entrepreneurial Competitive Strategy:Cost Strategies

  • Human Resources

  • Materials/Supplies

  • Volume & Usage Ratios

  • Partnerships & Alliances


Developing an entrepreneurial competitive strategy result strategies
Developing an Entrepreneurial Competitive Strategy:Result Strategies

  • Human Resources

  • Materials/Supplies

  • Volume & Usage Ratios

  • Partnerships & Alliances


Developing an entrepreneurial competitive strategy differentiation factors
Developing an Entrepreneurial Competitive Strategy:Differentiation Factors

  • Quality

  • Reputation

  • Target Market


Cooperative strategy building networks partnerships and alliances
Cooperative Strategy: Building Networks, Partnerships, and Alliances

  • Creating a Cooperative Strategy

  • Recruiting Willing and Able Partners

  • Negotiating

  • Managing the Partnership


Networks partnerships and alliances creating a cooperative strategy first steps
Networks, Partnerships, and Alliances: 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


Networks partnerships and alliances creating a cooperative strategy motivation
Networks, Partnerships, and Alliances: Alliances Creating a Cooperative Strategy – Motivation


Networks partnerships and alliances creating a cooperative strategy benefits
Networks, Partnerships, and Alliances: 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


Networks partnerships and alliances creating a cooperative strategy forms functions
Networks, Partnerships, and Alliances: 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.


Networks partnerships and alliances creating a cooperative strategy networks
Networks, Partnerships, and Alliances: 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


Networks partnerships and alliances creating a cooperative strategy coordination
Networks, Partnerships, and Alliances: 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


Networks partnerships and alliances creating a cooperative strategy cooperation
Networks, Partnerships, and Alliances: 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)


Networks partnerships and alliances creating a cooperative strategy collaboration
Networks, Partnerships, and Alliances: 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


Cooperative strategy recruiting willing and able partners
Cooperative Strategy: AlliancesRecruiting Willing and Able Partners

  • Getting Started

  • Cause-related Marketing

  • Risks


Cooperative strategy recruiting willing and able partners getting started
Cooperative Strategy: AlliancesRecruiting 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


Cooperative strategy recruiting willing and able partners cause related marketing
Cooperative Strategy: AlliancesRecruiting Willing and Able Partners - Cause-related Marketing


Cooperative strategy recruiting willing and able partners risks
Cooperative Strategy: AlliancesRecruiting Willing and Able Partners - Risks

  • Wasted resources

  • Reduced donations

  • “Tainted” partners

  • Contrary marketing

  • Structural atrophy


Cooperative strategy building networks partnerships and alliances negotiating
Cooperative Strategy: Building Networks, Partnerships, and Alliances - Negotiating

  • Styles

  • Methods

  • Uneven Playing Fields


Negotiating styles
Negotiating: Alliances - NegotiatingStyles

  • Page 61


Negotiating methods

Team should: Alliances - Negotiating

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


Negotiating uneven playing fields
Negotiating - Alliances - NegotiatingUneven Playing Fields

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Cooperative strategy managing the partnership
Cooperative Strategy: Alliances - NegotiatingManaging the Partnership

  • Road Map for Success

  • Communication

  • Partner Accountability

  • Benchmarks

  • Periodic Assessment


Cooperative strategy managing the partnership road map for success
Cooperative Strategy: Alliances - NegotiatingManaging 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


Cooperative strategy managing the partnership1
Cooperative Strategy: Alliances - NegotiatingManaging the Partnership

  • Communication


Cooperative strategy managing the partnership2
Cooperative Strategy: Alliances - NegotiatingManaging the Partnership

  • Partner Accountability


Cooperative strategy managing the partnership3
Cooperative Strategy: Alliances - NegotiatingManaging the Partnership

  • Benchmarks


Cooperative strategy managing the partnership4
Cooperative Strategy: Alliances - NegotiatingManaging the Partnership

  • Periodic Assessment


Leading retaining and rewarding people entrepreneurially
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Leading a Social Enterprise

  • Attracting and Keeping Great People

  • Motivating Your Team


Leading retaining and rewarding people entrepreneurially1
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Leading a Social Enterprise


Leading retaining and rewarding people entrepreneurially2
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Leading a Social Enterprise


Leading retaining and rewarding people entrepreneurially3
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Leading a Social Enterprise


Leading retaining and rewarding people entrepreneurially4
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Leading a Social Enterprise


Leading retaining and rewarding people entrepreneurially5
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Leading a Social Enterprise


Leading retaining and rewarding people entrepreneurially6
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Attracting and Keeping Great People


Leading retaining and rewarding people entrepreneurially7
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Attracting and Keeping Great People


Leading retaining and rewarding people entrepreneurially8
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Attracting and Keeping Great People


Leading retaining and rewarding people entrepreneurially9
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Motivating Your Team


Leading retaining and rewarding people entrepreneurially10
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Motivating Your Team


Leading retaining and rewarding people entrepreneurially11
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Motivating Your Team


Leading retaining and rewarding people entrepreneurially12
Leading, Retaining, and Rewarding People Entrepreneurially Alliances - Negotiating

  • Motivating Your Team


Managing your board entrepreneurially
Managing Your Board Entrepreneurially Alliances - Negotiating

  • Understanding the Role of the Board

  • Life Cycle of the Board

  • Board Functions

  • Creating an Entrepreneurial Environment

  • Alternative Governance Structures

  • Board Recruitment

  • Orientation and Development

  • Time for a Change – Removing Members of the Board


Treating your donors as investors
Treating Your Donors as Investors Alliances - Negotiating

  • The New World of Donor-Investors

  • Moving from Old Sources of Value to New Ones

  • Identifying Increased Avenues for Donor-Investor/Social Enterprise Partnerships

  • Getting Ready for the Entrepreneurial Donor’s Involvement

  • Challenges in Maintaining Donor Investment: Developing New Stewardship

  • Ending “Charity”: Implications for Creating Value for Donors


Working with community
Working with Community Alliances - Negotiating

  • Defining Community

  • Why Does Community Matter to Social Entrepreneurs?

  • Key Steps for Cultivating and Continuing Community Connections


Working with community1
Working with Community Alliances - Negotiating

  • Defining Community


Working with community2
Working with Community Alliances - Negotiating

  • Defining Community

  • Why Does Community Matter to Social Entrepreneurs?

  • Key Steps for Cultivating and Continuing Community Connections


Working with community3
Working with Community Alliances - Negotiating

  • Why Does Community Matter to Social Entrepreneurs?


Working with community4
Working with Community Alliances - Negotiating

  • Why Does Community Matter to Social Entrepreneurs?


Working with community5
Working with Community Alliances - Negotiating

  • Why Does Community Matter to Social Entrepreneurs?


Working with community6
Working with Community Alliances - Negotiating

  • Why Does Community Matter to Social Entrepreneurs?


Working with community7
Working with Community Alliances - Negotiating

  • Key Steps for Cultivating and Continuing Community Connections


Working with community8
Working with Community Alliances - Negotiating

  • Key Steps for Cultivating and Continuing Community Connections


Working with community9
Working with Community Alliances - Negotiating

  • Key Steps for Cultivating and Continuing Community Connections


Performance information that really performs
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs1
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs2
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs3
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs4
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs5
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs6
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs7
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs8
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs9
Performance Information That Really Performs Alliances - Negotiating

  • Defining Value in the Nonprofit Marketplace


Performance information that really performs10
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs11
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs12
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs13
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs14
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs15
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs16
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs17
Performance Information That Really Performs Alliances - Negotiating

  • Developing a Performance Information System


Performance information that really performs18
Performance Information That Really Performs Alliances - Negotiating

  • Translating Information into Action


Performance information that really performs19
Performance Information That Really Performs Alliances - Negotiating

  • Translating Information into Action


Performance information that really performs20
Performance Information That Really Performs Alliances - Negotiating

  • Translating Information into Action


Summary
Summary Alliances - Negotiating


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