contents

 Explain millennium development goals Why millennium development goals

failed
 SDGS
 Qualities of entrepreneur
 6 business ideas that will never go wrong
 Partnering with targeted communities to address social problems
 Types of social entrepreneur
 Two keys to sustainable social enterprise
 The Role Non-profit Partnerships Play In Social Progress
 Is human-centered Design broke
 Five ways to finance social enterprise
 A new approach to funding social enterprises
 Driving Forces of Social Entrepreneurship Development in China
 A few case studies
 https://www.forbes.com/sites/forbesnonprofitcouncil/2021/08/16/the-role-nonprofit-partnerships-
play-in-social-progress/?sh=9d723696af21

(( The role non profit partnerships play in social progress)

 https://empowering-people-network.siemens-stiftung.org/solutions-organizations/?
mtm_campaign=Generics_Pakistan&mtm_kwd=social%20entrepreneurship
%20examples&mtm_source=google&mtm_medium=cpc

()innovative tech solutions and startup’s empowering people

 Theory of change
 Presentations
 https://prezi.com/view/3o0ymQfcuILsMHvD6Ocv/
 https://prezi.com/i/syhkwr31m3r-/ (presentation)
 https://my.visme.co/view/kkddkx00-3ezl330jm171l0q1
 Visualization techniques

Q1 Explain millennium development goals Why millennium development goals

failed ?
The Millennium Development Goals (MDGs) were a set of eight global
development targets adopted by the United Nations (UN) in 2000. The goals
aimed to reduce poverty, hunger, disease, and gender inequality by 2015. The
goals included:
1.Eradicate extreme poverty and hunger
2.Achieve universal primary education
3.Promote gender equality and empower women
4.Reduce child mortality
5.Improve maternal health
6.Combat HIV/AIDS, malaria, and other diseases
7.Ensure environmental sustainability
8.Develop a global partnership for development
While the MDGs had some successes, such as reducing extreme poverty and
increasing access to clean water and education, the goals were not fully achieved
by their target date of 2015.
There were several reasons why the MDGs failed to achieve their full potential:
Limited scope: The goals focused on a limited set of issues and did not address
systemic issues, such as inequality and governance, which are key drivers of
poverty and underdevelopment.
Lack of accountability: The goals lacked a system of accountability, making it
difficult to track progress and ensure that countries were meeting their
commitments.
Inadequate funding: The MDGs relied heavily on foreign aid, which was not
always sufficient to meet the goals.
Weak implementation: The implementation of the goals was uneven and often
ineffective, particularly in countries with weak governance and poor
infrastructure.
Unforeseen challenges: The MDGs did not anticipate some of the major
challenges that arose during the 15-year period, such as the global financial crisis,
conflicts, and climate change.
One of the major MDG failures is the fact that the success of the goals was not
experienced equally across the globe; this in itself is a major defeat. 
Gender inequality was also a focus of the MDGs, but unfortunately, according to
the United Nations, “gender inequality persists in spite of more representation of
women in parliament and more girls going to school. Women continue to face
discrimination in access to work, economic assets and participation in private and
public decision-making.”
According to the U.N., “children from the poorest 20 percent of households are
more than twice as likely to be stunted as those from the wealthiest 20 percent
and are also four times as likely to be out of school. In countries affected by
conflict, the proportion of out-of-school children increased from 30 percent in
1999 to 36 percent in 2012.”
In addition, the numbers for global emissions of carbon dioxide as well as water
scarcity are disheartening. There has been a 50 percent increase in carbon dioxide
emissions and water scarcity affects more than 40 percent of the world in
comparison to 1990 statistics.
Although there have been failures in trying to implement the goals, all hope is not
lost. Progress in the form of the Sustainable Development Goals is already being
made.
In response to these limitations, the UN adopted a new set of goals called the
Sustainable Development Goals (SDGs) in 2015. The SDGs are more
comprehensive and ambitious than the MDGs, and aim to address the root causes
of poverty and inequality. The SDGs also include a stronger focus on
accountability and involve a wider range of stakeholders, including civil society,
the private sector, and academia.

Q2: SDGS
adopted by all United Nations Member States in 2015, provides a shared
blueprint for peace and prosperity for people and the planet, now and into the
future. At its heart are the 17 Sustainable Development Goals (SDGs), which are
an urgent call for action by all countries - developed and developing - in a global
partnership. 
The Goals and targets will stimulate action over the next fifteen years in areas of
critical importance for humanity and the planet:
People
We are determined to end poverty and hunger, in all their forms and dimensions,
and to ensure that all human beings can fulfil their potential in dignity and
equality and in a healthy environment.
Planet
We are determined to protect the planet from degradation, including through
sustainable consumption and production, sustainably managing its natural
resources and taking urgent action on climate change, so that it can support the
needs of the present and future generations.
Prosperity
We are determined to ensure that all human beings can enjoy prosperous and
fulfilling lives and that economic, social and technological progress occurs in
harmony with nature.
Peace
We are determined to foster peaceful, just and inclusive societies which are free
from fear and violence. There can be no sustainable development without peace
and no peace without sustainable development.
Partnership
We are determined to mobilize the means required to implement this Agenda
through a revitalised Global Partnership for Sustainable Development, based on a
spirit of strengthened global solidarity, focussed in particular on the needs of the
poorest and most vulnerable and with the participation of all countries, all
stakeholders and all people.
The interlinkages and integrated nature of the Sustainable Development Goals
are of crucial importance in ensuring that the purpose of the new Agenda is
realised. If we realize our ambitions across the full extent of the Agenda, the lives
of all will be profoundly improved and our world will be transformed for the
better.
here is a brief description of each of the 17 Sustainable Development Goals
(SDGs) adopted under the 2030 Agenda for Sustainable Development:
1. No Poverty: End poverty in all its forms and dimensions, including extreme
poverty, by implementing social protection systems and policies to ensure
equal access to basic resources, services, and opportunities.
2. Zero Hunger: End hunger, achieve food security and improved nutrition, and
promote sustainable agriculture through investment in rural infrastructure,
education, and sustainable farming practices.
3. Good Health and Well-being: Ensure healthy lives and promote well-being for
all ages by improving access to quality healthcare, reducing maternal and child
mortality rates, and combating infectious diseases.
4. Quality Education: Ensure inclusive and equitable quality education and
promote lifelong learning opportunities for all by improving access to
education, providing teacher training, and promoting gender equality in
education.
5. Gender Equality: Achieve gender equality and empower all women and girls
by eliminating discrimination and violence against women, promoting access
to education and healthcare, and ensuring equal economic opportunities.
6. Clean Water and Sanitation: Ensure availability and sustainable management
of clean water and sanitation for all by improving access to safe drinking
water, adequate sanitation, and hygiene education.
7. Affordable and Clean Energy: Ensure access to affordable, reliable,
sustainable, and modern energy for all by promoting renewable energy
sources, energy efficiency, and expanding access to energy services.
8. Decent Work and Economic Growth: Promote sustained, inclusive, and
sustainable economic growth, full and productive employment, and decent
 work for all by promoting entrepreneurship, innovation, and investments in
infrastructure.
9. Industry, Innovation, and Infrastructure: Build resilient infrastructure,
promote inclusive and sustainable industrialization, and foster innovation by
investing in technology, research and development, and upgrading
infrastructure.
10.Reduced Inequalities: Reduce inequalities within and among countries by
promoting social, economic, and political inclusion and ensuring equal
opportunities for all.
11.Sustainable Cities and Communities: Make cities and human settlements
inclusive, safe, resilient, and sustainable by improving access to affordable
housing, transportation, and public spaces, and promoting sustainable urban
planning and management.
12.Responsible Consumption and Production: Ensure sustainable consumption
and production patterns by promoting sustainable use of natural resources,
reducing waste and pollution, and encouraging sustainable lifestyles and
production practices.
13.Climate Action: Take urgent action to combat climate change and its impacts
by reducing greenhouse gas emissions, promoting renewable energy, and
building climate resilience.
14.Life Below Water: Conserve and sustainably use the oceans, seas, and marine
resources for sustainable development by protecting marine habitats, reducing
marine pollution, and promoting sustainable fishing practices.
15.Life On Land: Protect, restore, and promote the sustainable use of terrestrial
ecosystems, sustainably manage forests, combat desertification, halt and
reverse land degradation, and prevent biodiversity loss.
16.Peace, Justice, and Strong Institutions: Promote peaceful and inclusive
societies for sustainable development, provide access to justice for all, and
build effective, accountable, and inclusive institutions at all levels.
17.Partnerships for the Goals: Strengthen the means of implementation and
revitalize the global partnership for sustainable development by promoting
partnerships among governments, civil society, and the private sector, and
leveraging financial resources and technology transfer.

Q3: Qualities of entrepreneur

1. Learn life skills: Entrepreneurs need to learn and develop various life skills,
such as problem-solving, decision-making, communication, leadership, and
financial management, to successfully run their businesses.
2. Stay consistent: Successful entrepreneurs are consistent in their efforts,
strategies, and goals. They stay committed to their vision and work towards
achieving it every day.
3. Never give up: Entrepreneurs face numerous challenges and setbacks along
the way, but the most successful ones never give up. They learn from their
failures and keep moving forward.
4. Networking: Building a strong network of contacts, including mentors,
peers, customers, and suppliers, is crucial for entrepreneurs. They can
leverage these connections to gain knowledge, support, and resources for
their businesses.
5. Time management: Effective time management is essential for
entrepreneurs who have to juggle multiple responsibilities and tasks. They
need to prioritize their work, delegate tasks, and use time efficiently to
maximize productivity.
6. Spend time alone: While networking and collaboration are important,
entrepreneurs also need to spend time alone to reflect, plan, and recharge.
Solitude can help them gain clarity and focus on their goals.
7. Leave comfort zone enter growth zone: Successful entrepreneurs are
willing to step out of their comfort zones and take risks to grow their
businesses. They embrace challenges and seek opportunities for growth
and improvement.
8. Personal branding: Entrepreneurs need to develop a strong personal brand
that represents their values, expertise, and unique selling proposition. They
 can use branding to differentiate themselves from competitors and build
trust with customers.
9. Multiple income sources: Diversifying income sources can help
entrepreneurs mitigate risks and create new revenue streams. They can
explore different business models, products, or services to expand their
income opportunities.

Q4 BUSINESS IDEAS
While there are no guarantees in business, here are some industries that have
shown consistent growth and demand over time:
1. Healthcare: As the population ages and healthcare needs continue to
evolve, there is a growing demand for healthcare services, products, and
technologies.
2. Transportation: With the increasing need for mobility, transportation-
related businesses such as ride-sharing, delivery services, and logistics have
seen significant growth.
3. Vending: Vending machines have been around for decades and continue to
provide convenient access to food, drinks, and other products in various
locations.
4. Agriculture: Agriculture is a fundamental industry that provides food, fiber,
and other essential products to people around the world. As the world's
population continues to grow, there is a need for sustainable and efficient
agricultural practices.
5. Mining: Mining is a vital industry that supplies raw materials for a wide
range of products, including electronics, construction materials, and
automobiles. While mining is a capital-intensive industry, it can offer high
returns if managed effectively.
6. Real estate: Real estate remains a solid investment and a reliable source of
income for many entrepreneurs. Real estate businesses can range from
buying and selling properties to managing and renting out properties for
 long-term income. However, the real estate market can be cyclical and
subject to economic fluctuations, so it's important to conduct thorough
market research and analysis before investing.

Q5:Partnering with targeted communities to address social problems

Partnering with targeted communities to address social problems is a powerful
approach to create positive change and improve people's lives. Here are some
ways in which you can partner with communities to address social problems:
1. Engage community members: Start by engaging with community members
and understanding their needs and concerns. This can be done through
surveys, focus groups, community meetings, or other forms of outreach.
2. Build trust and relationships: Building trust and relationships with
community members is essential to establish a collaborative and mutually
beneficial partnership. Listen to their feedback, respect their opinions, and
work towards their goals.
3. Identify social problems: Identify the social problems that the community is
facing and work together to find solutions. This can involve collaborating
with local nonprofits, government agencies, or other stakeholders.
4. Develop a plan of action: Develop a plan of action that outlines the goals,
strategies, and resources needed to address the social problems. This
should be a collaborative effort that involves input from community
members and other stakeholders.
5. Implement the plan: Implement the plan with community members and
stakeholders, using their feedback to make necessary adjustments along
the way. This can involve organizing community events, educational
workshops, or other initiatives that address the social problems.
6. Measure and evaluate outcomes: Regularly measure and evaluate the
outcomes of the partnership to determine the effectiveness of the
initiatives and make necessary adjustments. This can involve tracking data,
conducting surveys, or gathering feedback from community members.
Partnering with targeted communities to address social problems is a long-term
commitment that requires patience, persistence, and dedication. It requires a
willingness to listen, learn, and work together towards common goals. By building
strong partnerships with communities, you can create lasting and meaningful
change that benefits everyone involved.

Q6:Types of social entrepreneurs

1. The Community Social Entrepreneur
This entrepreneur seeks to serve the social needs of a community within a small
geographical area. These entrepreneurial initiatives could be anything from
creating job opportunities for marginalized members to building a community
center. Social entrepreneurs on this scale are usually individuals or small
organizations. Microfinance loans are one example - offering financial solutions to
local people with no access to banking.
These entrepreneurs work directly with members of the community. This means
more vested interests and a slower decision process, but it comes with the
advantage of long-term solutions. Both community members and local
organizations are likely to sustainably carry on with the project even without the
entrepreneur's direct involvement.
This is where most people start, as a change in your own community is instantly
visible. You can see the results of such social entrepreneurship almost
immediately and talk to people you are helping directly. All you need to do to
start this type of endeavor is find a local isolated social problem and apply
yourself to solving it.
2. The Non-Profit Social Entrepreneur
These entrepreneurs are focused on social, not material gain, meaning they
prioritize social well-being over traditional business needs. They reinvest any
profits into the business to facilitate the further expansion of services
Non-profit social entrepreneurs are usually companies and organizations that
choose to use their power for social good. The story of Goodwill Industries serves
as a great example: In 1902, the company started employing poor residents to
work with donated goods, reinvesting all profits into job training programs.
These entrepreneurs are usually more likely to meet their stated goals due to
readily available funding. However, they are also dependent on its successful
generation for social good.
This path is usually taken by more business-savvy entrepreneurs who want to use
their skills for creating change. While the results often take longer to manifest,
they can take effect on a larger scale. Joining a local non-profit or training
program is usually a reliable way to start.
3. The Transformational Social Entrepreneur
These people are focused on creating a business that can meet the social needs
that governments and other businesses aren't currently meeting. The
transformational category is often what non-profits evolve to with sufficient time
and growth. They become larger organizations with rules and regulations -
sometimes growing to the point of working with or getting integrated into
governmental bodies. 
Accelerators like The Social Innovation Warehouse are great examples of this
social entrepreneur type. They specifically empower other impact-driven
entrepreneurs to create positive change. This then creates a system of
interconnected businesses focused on social benefits.
Transformational entrepreneurs have an easier time getting top talent for these
efforts. However, they are also bound by a web of rules and regulations that
larger organizations have to create.
Such organizations usually recruit and foster talent in-house. If you apply for a job
opportunity or volunteer position and show social entrepreneurship skills, they
are likely to help you enroll in a mentorship program and facilitate your growth
from there.
4. The Global Social Entrepreneur
These entrepreneurs seek to completely change social systems in order to meet
major social needs globally. It's often where big companies end up when they
realize their social responsibility and begin concentrating on positive change as
opposed to just profits. It's also where the largest charity organizations, such as
the Bill & Melinda Gates Foundation,stand.
The global need in question can be anything from free access to education to
clean water. This is usually a lofty goal that spans continents and links many
organizations and interests together. However, the trade-off is in scrutiny - if
global social entrepreneurs fail to meet the needs and gather sufficient support,
their failure has a bigger impact than those of smaller organizations.
These organizations are usually tied to a particular cause and work with other
social entrepreneurs to make it happen. As such, you are more likely to achieve
these heights if you connect with other social entrepreneurs and build a global
community around solving social issues.
Additionally, there is a growing number of organizations that blend the best for-
profit practices with non-profit missions. They fall under all types outlined above,
being in different stages of growth and scalability. We suggest finding a cause that
works best for you and charting a way forward from there.
SUMMARIZE
1. The Community Social Entrepreneur: They focus on serving the social needs
of a community within a small geographical area. They work directly with
members of the community to create long-term solutions.
2. The Non-Profit Social Entrepreneur: They prioritize social well-being over
traditional business needs and reinvest any profits into the business to
facilitate the further expansion of services. They are usually companies and
organizations that use their power for social good.
3. The Transformational Social Entrepreneur: They focus on creating a
business that can meet the social needs that governments and other
businesses aren't currently meeting. They are often larger organizations
with rules and regulations and can work with or get integrated into
governmental bodies.
 4. The Global Social Entrepreneur: They seek to completely change social
systems in order to meet major social needs globally. They often work with
other social entrepreneurs to make it happen and are tied to a particular
cause.

Q7:Two keys to sustainable social enterprise

the Problem
 Economically marginalized segments of society are often too small to create
the political or commercial opportunities necessary to improve their
condition.
challenge
 Social ventures offer a way around this problem.
 To be effective, social ventures must be financially sustainable so that the
benefits they provide do not depend on a constant flow of subsidies from
taxpayers or charitable givers.
solution
 A study of 91 social ventures reviewed for the Skoll Award for Social
Entrepreneurship (SASE) suggests that projects succeed when they change
two features of an existing socioeconomic system: the actors involved and
the enabling technologies applied.

The article discusses how successful social entrepreneurs focus on changing two
features of an existing system- the economic actors involved and the enabling
technology applied- to create sustainable financial models that can permanently
shift the social and economic equilibrium for their targeted beneficiaries.
The text explains that social ventures must be financially sustainable in order to
be effective. This means that the benefits they provide do not depend on a
constant flow of subsidies from taxpayers or charitable givers. Social ventures
that are successful often change two features of an existing socioeconomic
system: the actors involved and the enabling technologies applied.
 1.The actors
The text discusses how social entrepreneurs try to change an imbalance of power
in order to improve the social and economic conditions of a certain group of
people. They do this by adding new actors to an existing system in order to create
a more equitable balance.
The text explains how social entrepreneurs, such as Satyarthi, use certification
labels to motivate consumers to change their behavior, which in turn alters the
social equilibrium. This system of motivation is more effective than traditional
government methods because it is cost-effective and distributed.

The Ugly Equilibrium of India's Handwoven-Carpet Industry

 Social and economic problems often reflect an imbalance of power among

the economic actors involved.

 In the early 1980s, the children’s rights activist Kailash Satyarthi, joint
winner with Malala Yousafzai of the 2014 Nobel Peace Prize, saw that poor
children were easy prey for labor brokers who recruited workers for a
number of Indian industries, including carpet weaving.

 Captured by these middlemen, the children were sold to business owners

who forced them to work 12 or more hours a day under brutal conditions,
their small hands producing the handsome but inexpensive rugs retailers
demanded.

 Three groups of players—owners, labor brokers, and retailers—dominated

the country’s handmade-rug industry, their interlocking interests
perpetuating a particularly ugly equilibrium that benefited them by
exploiting children.
  In situations like this, Satyarthi’s insight came when an elderly woman told
him she had bought a carpet in utter ignorance of how it had been made, but
once she learned that it had probably been woven by child laborers, she felt
she had no recourse but to throw it out.

 Satyarthi realized that this woman represented others who could be educated
to shun products produced by exploitation in favor of those produced
responsibly.

 In the mid-1990s, he launched Rugmark (now GoodWeave International) as

the first customer-focused organization aimed at transforming the
handmade-rug industry.

 Rugmark educates customers about the ethical and sustainable production of

rugs, and encourages them to boycott products made with slave labor.

 Their efforts have had a significant impact, and the handmade-rug industry
is now one of the most regulated in India.

The text explains how social entrepreneurs have changed systems by using
different methods to get people to change their behavior. One example is the
Amazon Conservation Team, which uses GPS to map out indigenous peoples' land
and then uses this information to get the government to protect the land. This
shift in power has helped to protect the land and the way of life of the indigenous
peoples.
Government and economics
 Government can be more effective when it is not seen as a hindrance to
progress but rather a partner in the system.
 Successful social entrepreneurs have moved government from the sidelines
to a far more productive place in the system.
 This new role leverages the effectiveness of citizens’ taxes or, in the case of
emerging economies, development aid from wealthy nations.
 This distributed system of monitoring and conserving significantly
outperforms any centralized approach.
 2.Technology
The text explains three mechanisms that social entrepreneurs use to succeed:
creating a new technology, repurposing an existing technology, and creating a
new enabling environment. The text also explains that social entrepreneurs
succeed by meeting the needs of their customers, which can be done through
providing or creating a new technology, by repurposing an existing technology, or
by creating an enabling environment.
social entrepreneurs use a variety of strategies to achieve their goals, including
reducing costs, cultivating customers, and shifting government's role. These
strategies help social entrepreneurs succeed in their goals, even if their ventures
are not financially sustainable.

 Technology is used by economic and social agents to achieve their desired

ends in an existing equilibrium.
 The actors and their means of operating—the engagement "technologies"
they use—combine to make the equilibrium unjust and suboptimal.
 A second way, therefore, to effect change is to dramatically improve a
system’s technology while leaving the current actors in place.
 Such improvement is achieved in one of three ways: substitution, creation,
or repurposing.
 Clearing Land Mines and Improving Health Care with Paraprofessionals
APOPO
Bart Weetjens, who’d kept rats as childhood pets, realized they could be
put to work detecting land mines. The rodents are trainable and weigh so
little that they wouldn’t detonate the mines. His organization, APOPO, has
since used rats to help clear more than 8 million square meters of land of
some 1,000 unexploded bombs. The rats have also identified more than
7,000 tuberculosis patients, many of whom were initially deemed free of
the illness by their local clinics.
 APOPO founder Weetjens realized that the high cost of de-mining
technologies was a major hurdle to clearing land mines.
 African giant pouched rats are perfect for the job of de-mining land mines
because they are small and don't detonate the mines.
 APOPO provides services to remove land mines at a radically lower cost,
which helps de-mine more land faster.
In the United States, Health Leads trains college students to “prescribe” what
doctors would if they had the time and the information: nonmedical social
support services to the many poor or struggling patients who use public health
clinics or hospital emergency rooms. The organization recognizes that such
patients stand a better chance of recovering from
 In sub-Saharan Africa, the shortage of doctors and nurses is particularly
acute, so nonprofit Medic Mobile equips community health workers'
phones with applications that help the workers do everything from track
drug inventories to register new pregnancies.
 Health Leads trains college students to "prescribe" what doctors would if
they had the time and the information: nonmedical social support services
to the many poor or struggling patients who use public health clinics or
hospital emergency rooms.
 Social entrepreneurs succeed by meeting the needs of their target
population.
 Better health outcomes reduce the workload on doctors and nurses and the
cost burden on the public health care system.
 Create a new enabling technology.
 Repurpose an existing technology.
 The third mechanism is similar to the second.
 Social entrepreneurs succeed by supplying or creating a new technology
that allows users to do things they could not previously do.
  Social entrepreneurs also succeed by repurposing an existing technology
from a different context.
Create a new enabling technology.
We have observed that social entrepreneurs also succeed by supplying or
creating a new technology that allows users to do things they could not
previously do. For example, before Matt Flannery and Jessica Jackley
created the Kiva platform, it was nearly im-
possible for small-scale lenders in wealthy countries to lend to small-scale
borrowers in poor countries.
Repurpose an existing enabling technology: The third mechanism is similar
to the second. However, instead of creating a new technology, the social
entrepreneur repurposes an existing one from a different context.
The SASE winner Victoria Hale, a former pharmaceutical company scientist
and U.S. Food and Drug Administration staffer, created the Institute for One
World Health (iOWH) in order to scour pharmaceutical company shelves for
drugs deemed unsuitable for developed world markets and incapable of
generating profits in the developing world. She reasoned that some of this
latent intellectual property could be repurposed to fight diseases endemic
in the poorest parts of the world. An early target for iOWH, which
subsequently merged with the global health organization PATH, was
visceral leishmaniasis (black fever), a fly-borne disease that infects half a
million people and kills 30,000 each year, principally in rural India and East
Africa. Black fever’s fatality rate existed not because the disease was
incurable but because treatment was prohibitively expensive. Hale
identified a drug that had been fully developed but was no longer in
production, paromomycin, which she believed could be used to cure black
fever. Clinical trials in India proved her right. Eliminating the huge costs of
drug development enabled iOWH to persuade the Indian government to
make paromomycin available, turning “prohibitively expensive” into “life-
saving” for those afflicted.
A BLENDED APPROACH
Transforming the Agricultural Sector: A Social Entrepreneur's Approach
 SASE winners employ a variety of strategies to succeed in social
entrepreneurship.
 Some SASE winners reduce costs by partnering with a well-established NGO
or by recruiting low-cost talent.
 Understanding the needs of rural customers enables SASE winners to meet
those needs across the board.
 SASE winners supplement their products and services with advisory support
and engage deftly with the government.
 Operating-cost reengineering has enabled some SASE winners to
continuously improve and add to their line of products and services.

Creating Change Through Social Entrepreneurship

 Social entrepreneurs pursue a social goal while being constrained by the

requirement of financial sustainability.

 Many entrepreneurs are succeeding, in settings all over the world, at creating
scalable social ventures to transform unhappy circumstances for a great
number of people.

 The clearly emerging pattern in their successes can serve as a valuable road
map for others, thereby speeding society’s journey toward a better, fairer
future.

Q8:The Role Non-profit Partnerships Play In Social

Progress
The Social Progress Imperative’s 2020 Social Progress Index
ranks countries’ prioritization of environmental and social
issues, without factoring in economics. The US ranked 28th on
the list, with a score of 85.7, which can be improved through
nonprofit partnerships. Strong nonprofits are vital to their
communities, providing essential services and fostering
community relationships. Nonprofits can partner with
businesses to connect with their communities and foster joint
commitments to fight for the greater good.

How Nonprofits Can Work To Help Improve The Country’s SPI

Score:
The Social Progress Index (SPI) is a tool that measures the
extent to which a country is meeting the basic human needs of
its citizens and the extent to which citizens have access to
opportunities for personal and social development. Nonprofits
can play a critical role in helping to improve a country's SPI
score by addressing the areas in which the country is lagging
behind. Here are some ways nonprofits can work towards
improving a country's SPI score:
1. Address basic human needs: Nonprofits can work towards
improving access to basic needs such as clean water, food,
healthcare, and shelter. This can be achieved through
initiatives such as providing free healthcare services,
building affordable housing, and supporting sustainable
agriculture.
2. Improve education: Nonprofits can help improve
education by providing access to quality education,
offering scholarships to underprivileged students, and
 supporting education initiatives that help build skills
necessary for employability and social mobility.
3. Enhance social inclusiveness: Nonprofits can help reduce
inequality and promote social inclusiveness by advocating
for policies that promote social justice, equal
opportunities, and equal rights. This can be achieved
through supporting initiatives such as anti-discrimination
campaigns, providing resources for underrepresented
groups, and creating safe spaces for marginalized
communities.
4. Promote environmental sustainability: Nonprofits can
promote environmental sustainability by advocating for
policies that reduce carbon emissions, supporting
renewable energy initiatives, and promoting eco-friendly
practices such as recycling and conservation.
5. Encourage community engagement: Nonprofits can
encourage community engagement by creating platforms
for citizens to participate in decision-making processes,
organizing community events that bring people together,
and providing support for community-led initiatives.
In conclusion, nonprofits can play a critical role in helping to
improve a country's SPI score by addressing the areas in which
the country is lagging behind. By focusing on addressing basic
human needs, improving education, enhancing social
inclusiveness, promoting environmental sustainability, and
encouraging community engagement, nonprofits can make a
significant contribution towards improving the overall quality of
life of citizens and driving social progress.
or
The decline in social progress might discourage some U.S.-
based nonprofits; these organizations probably wonder
whether their efforts are making an impact. However, a strong
partnership with the right business can help bring some of
those desired results to fruition. Here’s how to achieve that:

1. Accurately Reflect The Community

As the country continues to strive for social change, nonprofits
must understand the needs of the communities they serve. This
requires connecting with volunteers and hiring staff in a way
that accurately represents each area.
Diversity and inclusion matter here. Also, if a nonprofit reaches
out to a new community, it might be helpful for it to partner
with local organizations to truly make an impact. For instance,
as a member of the Clinton Global Initiative, my company often
travels to regions that constantly bear the brunt of natural
catastrophes. This union allows us to observe the communities
directly and better serve them.

2. Implement A Feedback System

Most programs depend on feedback for success, and nonprofits
are no exception. Organizations use feedback to learn from
mistakes and identify what they do well.
For example, the U.N.’s sustainable development goals hold
countries accountable for achieving identified sustainability
goals by 2030. These include tackling poverty, inequality,
climate change, environmental issues and more. Countries use
an SDG tracker that presents data from specific indicators to
monitor SDG progress, holding governments accountable for
reaching these goals. A partnership helps keeps those initiatives
top of mind so decision-makers can assess the effectiveness of
their nonprofit alliances.

3. Consider Using Artificial Intelligence To Develop New Ideas

And Research
In my involvement with the World Economic Forum’s New
Champions community, we exchange ideas online. We also use
AI research to develop content and other views because of how
AI can help organizations collect data, expand their research
and glean insights that enhance the decision-making process. AI
can automate certain aspects of nonprofit work, allowing
organizations to grow, gain support and engage more citizens
efficiently.
Conclusion:
Nonprofit organizations have an integral role to play in
America’s social progress. Through partnerships, nonprofits can
focus on their communities using feedback and accountability.
And by exploring opportunities with artificial intelligence, they
can continue to move in the right direction.

Q9: Is human-centered Design broken

In his article, Jesse Weaver explores the bee-centered-design
concept; a sustainable approach under the design thinking
process. He claims that by shifting our focus on the weaker link
(in this case, the bees), we would be able to measure the real
impacts in the entire chain.
“While centering the human perspective can help foster more
humane design outcomes, it also perpetuates myopic navel-
gazing.”
Jesse Weaver
Despite Weaver’s theory being an interesting approach, it is still
necessary to incorporate human-centered design to reach a
common goal within the UX/UI perspective. UX/UI perspective
is an approach to design that focuses on creating user-centered
products and services. It combines the principles of User
Experience and User Interface design to create designs that are
intuitive, easy to use, and visually appealing.
The human-centered Design
Understanding human behavior is indispensable, and
psychology will be a vital tool for UX/UI designers. Society
expects designers to build great products and outstanding
interfaces. However, to achieve these things, we must
understand the human mental process and how its needs and
capabilities will match the solution we are creating.

“Human-centered design is a design philosophy. It means

starting with a good understanding of people and the needs
that the design is intended to meet.”
Don Norman, In The Psychopathology of Everyday Things

The bee-centered design would be a new way to go against the

HCD anthropocentric approach, according to Jess. But even
when building for a sustainable cause, what he calls a “common
goal”, HCD will help designers to achieve the best result.
Understanding user needs does not mean neglecting the
environment. It means that once designers become aware of
how humans interact and perceive those topics — and UX
designer will do that by developing researches, the design
process will go smoother. To build a product (or service) focus
on a common goal, designers still have to consider two main
points of HCD: usability and accessibility.
To explain my point of view, I would like to use Oroeco as an
example. Oroeco is an application that allows you to combat
climate change by calculating your daily carbon footprint. Is an
app build on a common goal (sustainability) and its
effectiveness is a result of human centered design. Without the
research and the knowledge of how users are dealing with
climate change, the usability and prototyping process would
not have resulted in a successful app.
Data is an essential resource in a UX designer life, and to get to
it, research will have to be done and HCD will be applied. We
can not develop the Design Thinking process without taking
into account the purpose and circumstances surrounding the
product and of course, the user. For today’s ways of thinking,
human centered design is a must and is far from being broken.
Or
Human-centered design is an approach to problem-solving that
focuses on understanding and empathizing with the end-user
or customer. It involves iterative cycles of design, testing, and
refinement to create products, services, and experiences that
meet users' needs and preferences. HCD is widely used in fields
such as product design, software development, and service
design.
While HCD has been successful in many cases, some critics
argue that it is not without its limitations and challenges. For
example, HCD can sometimes lead to a narrow focus on the
needs of individual users, at the expense of broader societal or
environmental concerns. Additionally, some have criticized HCD
for being too focused on user preferences, rather than taking
into account the larger societal and cultural context in which
products and services operate.
Despite these criticisms, HCD remains a widely used and
influential approach to design and problem-solving, and many
practitioners continue to work to refine and improve its
methods and principles.

Q10 : FIVE WAYS TO FINANCE SOCIAL ENTERPRISE

Many start-ups dream of getting venture capital funding. After all, what is more
exciting than getting millions to develop your new killer App or sharing platform?
Venture funding brings in not only the cash to pay operating expenses for a few
years, but also the cachet of being a funded start-up in a competitive field.
Venture capital seeks a tenfold return or more, it wants a seat on the board, and
it demands a say in the direction and pace of progress. Often, it has the power to
kick out the initial founders.
In fact, for many start-ups, venture capital is not the answer.
According to green entrepreneur and investor Noam Gressel, venture capital is a
good solution only in very specific circumstances. It is the most expensive and
riskiest money, and by design impatient. Venture capital works well for start-ups
with technologies that require limited R&D and have low capital expenses. They
need to have the potential to scale rapidly and produce outsized returns. Even
then, it is a numbers game, with most start-ups failing. For social entrepreneurs,
venture capital is all wrong: the risk is too high, the infrastructure to get funding is
lacking, and the return cycle of 3-10 years is too short. What kind of investment
should social entrepreneurs be looking for? You will need a finance person in your
team who understands the financing possibilities. Here are five categories of
funding, ranked from the most obvious to the most surprising.
1. Government grants and research grants: These are funding opportunities
provided by government agencies and research institutions for companies
working in specific innovation sectors. While the application process may be
complicated, these grants offer great opportunities for social entrepreneurs to
secure funding.
2. Philanthropic support: Private foundations are another source of funding for
social entrepreneurs. These foundations fund promising social start-ups and
require coherent and well thought-out business plans. Sometimes funding comes
in the form of competitions, such as the Dutch Postcode Lottery's Green
Challenge.
3. Impact investment: This is a relatively new category of funding that adds social
and environmental indicators to the usual financial indicators of profitability and
return on investment. Some investment funds and large banks allocate part of
their portfolio to impact investment, which offers significant funding
opportunities for social entrepreneurs.
4. Get financing from your own profits: This category of funding involves using
profits from the company's own operations to finance growth and expansion.
Social entrepreneurs should design a minimal viable product or service from the
start and balance impact and profitability to gain early market recognition, which
can unlock additional funding opportunities.
5. Partner with large companies: In order to scale faster, try using the client base
of a strategic partner. You can partner with companies who give you a lot of
support, much of it in-kind. Large companies are interested because they want to
know what is out there, and they will help nurture your company without wanting
a seat on the board or asking for a lot of financial return.
Q11: A new approach to funding social enterprises
The Positive Impact of Financial Innovation Despite the 2008 Crisis
• The 2008 financial crisis deeply damaged the credibility of financial
innovation in the general public's mind.
• Securities such as collateralized debt obligations and credit default swaps
are often described today as weapons of mass destruction.
• The same instruments have had a positive and transformative effect on
society.
Unlocking the Power of Financial Engineering for Social Change
• Financial engineering can be a powerful force for change, permitting the
mobilization of more capital for investment than would otherwise be available.
• Financial engineering can be used to channel investment from the financial
markets to organizations devoted to social ends, such as social enterprises.
• With the right financial innovations, social enterprises can access a much
deeper pool of capital than was previously available to them, allowing them to
greatly extend their social reach.
The business of blended returns
• Social enterprises are entrepreneurial organizations that innovate to solve
social problems.
• They include nonprofit and for-profit ventures, and their returns blend
social benefit and financial revenues.
• Many social enterprises cannot fund themselves entirely through sales or
investment, and they survive only through the largesse of investors.
• A growing number of social entrepreneurs and investors realize that social
enterprises of all sorts can generate financial returns that will make them
attractive to the right investors.
The article discusses social enterprises, which are organizations that blend
social benefit and financial revenues. They can be non-profit or for-profit and
may provide goods and services to customers, including essential services to
poor customers at a decent profit while still fulfilling their social mission.
However, many social enterprises struggle to fund themselves adequately,
resulting in a financial-social return gap. Some survive on government
subsidies, charitable foundations, and donations or accept lower financial
returns.
The article discusses how financial innovation can help social enterprises
access a much deeper pool of capital and greatly extend their social reach.
Social enterprises are entrepreneurial organizations that innovate to solve
problems, and they include both nonprofit and for-profit ventures with returns
that blend social benefit and financial revenues. While social enterprises
traditionally rely on charity for funding, financial engineering can make it
possible to channel investment from the financial markets to these
organizations. The authors argue that financial engineering can permit the
mobilization of more capital for investment than would otherwise be available
and generate rich opportunities to fund projects that fuel economic growth
and improve people’s lives.
The authors use microfinance as an example of how investment banks pooled
microloans and issued collateralized debt obligations against them in the
international financial markets, freeing up the capital of those lenders and
allowing them to make additional microloans. They propose a similar approach
for social enterprises, where social impact bonds could provide investors with
returns based on the social outcomes achieved by the enterprises they fund.
This approach could potentially attract a much broader pool of investors and
help scale social enterprises to address critical social issues.
Social enterprises, which are organizations that aim to generate both social
and financial returns, face a significant challenge in attracting enough
investment and generating sufficient revenue to cover their costs and grow
their activities. While some social enterprises can generate profits to get
funded by investors, many cannot, resulting in a financial-social return gap.
The social value of their products or services is high, but the cost of private
funding is often higher than the monetary return. Therefore, these social
enterprises mostly rely on government subsidies, charitable foundations, and
high-net-worth individuals who accept lower financial returns on their
investments.
However, a growing number of social entrepreneurs and investors are realizing
that social enterprises can also generate financial returns that make them
attractive to the right investors. By treating the funding of a social enterprise
as a problem of financial structuring, enterprises can offer different risks and
returns to different kinds of investors instead of delivering a blended return
that holds for all investors but is acceptable to very few. This new approach to
structuring can help to close the financial-social return gap.
To illustrate how the process works, imagine that a social enterprise operating
in Africa requires an investment of $100,000 to build new health clinics and
expects the clinics to earn $5,000 a year - a return of 5% on the investment.
Unfortunately, 5% is too low to attract private sources of capital. Traditionally,
the enterprise would obtain the $100,000 from a charitable foundation. But
suppose the enterprise asks the donor for only $50,000. It could then offer a
financial investor a 10% return on the remaining $50,000. The donor would
receive no repayment, but it would have $50,000 to give to another socially
worthy enterprise.
You can think of a charitable donation as an investment, just as debt and
equity are investments. The difference is that the return on the donation is not
financial. The donor does not expect to get its money back; it expects its
money to generate a social benefit. It considers the investment a failure only if
that social benefit is not created. And with a donor-investor willing to subsidize
half the cost, the social enterprise becomes valuable and less risky to
conventional investors. The traditional model of social enterprise leaves this
value on the table. Donors lose out because they fully subsidize a project that
could have attracted investment capital, and investors do not participate at all.

This approach can help social enterprises to access a much deeper pool of
capital than was previously available to them, allowing them to greatly extend
their social reach. With the right financial innovations, social enterprises can
attract more investors and generate more revenue to fund their activities,
rather than relying on limited sources of capital. By blending different types of
 investors and offering different risks and returns, social enterprises can bridge
the gap between social impact and financial sustainability.
Innovation in practice
the emerging model of social enterprise capital markets, where donors play the
role of equity holders providing capital that supports an enterprise and makes the
debt taken on by financial investors safer, with better expected returns. In the
traditional model of social enterprise, donors fully subsidize a project that could
have attracted investment capital, and investors do not participate at all. The
article discusses various tools that can take social enterprises in this direction,
such as loan guarantees, quasi-equity debt, pooling, and social impact bonds. For
instance,
loan guarantees allow organizations to obtain more-certain funding,
quasi-equity debt securities combine the properties of equity and debt,
pooling institutions tailor their liabilities to the needs of different kinds of
investors, and
social impact bonds are sold to private investors who are paid a return only if the
public project succeeds. These mechanisms are helping broaden access to capital
for social enterprises, and some of the more forward-thinking foundations and
social investors are starting to employ them. The article concludes by stating that
developments like these are stretching the boundaries of social enterprise
financing and that it isn't hard to imagine that at some point, social enterprises
will have an even broader universe of funding options than conventional
businesses do.
Making it happen:

The financial crisis highlighted the importance of having infrastructure and

standards in financial markets to distinguish between good and bad investments,
and to regulate and protect investors and companies. The same is true for
evaluating social enterprises, which face the added challenge of underdeveloped
infrastructure for evaluating social risks and returns. The Global Impact Investing
Network (GIIN) was created in 2009 to help develop institutional machinery and
infrastructure for social enterprise capital markets. One of its initiatives, the
Impact Reporting and Investment Standards (IRIS) project, seeks to establish
criteria for double-bottom-line investing where the first line is financial and the
second line is social. By specifying what items should appear on the second line,
IRIS has taken the first step toward the development of common standards for
reporting social outcomes, similar to how GAAP provides a common language for
comparing investment options.
Having greater precision and transparency with respect to social outcomes will
make it easier to distinguish social returns and risks from financial ones, and help
social enterprises and investors determine the appropriate balance between
charitable and non-charitable capital. This will enable social enterprises to use the
machinery and infrastructure of financial markets to the fullest, and donors to
better assess the effectiveness of their donations. Social enterprises will have
access to the capital they need for growth consistent with their social missions,
while financial investors will have a wider range of investment opportunities.
Creating fully functioning capital markets and legal frameworks to serve social
enterprises is challenging, but with the right infrastructure and framework in
place, significant amounts of private capital could be mobilized for social
enterprises. In the United States alone, charitable foundations hold $600 billion in
investment assets but donate less than $50 billion each year. Effective financial
engineering could unlock those endowment assets and also attract some of the
trillions of dollars currently held in mainstream portfolios. The ability to tap these
deep pools of capital will be a significant contribution to creating a greener,
healthier, and more equitable world. However, it is important to sustain
organizations that are not suitable for the discussed innovations.

Q 12 : Driving Forces of Social Entrepreneurship Development in China

Abstract
Social entrepreneurship is an emerging social phenomenon leveraging non-
government power to better the social society. The paper concentrated on driving
forces of social entrepreneurship development in China. Despite its infancy, social
entrepreneurship in China will generate a potential realm of social innovation and
social reformation under the conditions of transitional economics. This study
summarizes previous literature of social entrepreneurship and develops a new
framework of driving forces, to demonstrate the unique pathway for developing
social entrepreneurship in China. Three Chinese social entrepreneurship cases
illustrating the specific driving forces are evidenced. The implications for the
future study are discussed finally.
INTRODUCTION:
Social entrepreneurship is a growing and complex phenomenon globally. It
represents an innovation in civil society and aims to solve neglected social issues
and achieve social objectives in communities. Social entrepreneurship is not only
prevalent in developed countries but also in developing countries, where it
provides a new perspective on government's abilities and citizens' responsibilities.
SOCIAL ENTREPRENEURSHIP IN GLOBAL CONTEXT:
The origins of social entrepreneurship in the US can be traced back to the practice
of commercial activities by non-profit organizations for their mission in the late
1970s and 1980s. Social entrepreneurship gained a distinctive position in the
1960s as a significant share of the funds invested in education, healthcare,
community development, and poverty programs were managed by non-profit
organizations. The establishment of Ashoka in the 1980s marked the emergence
of social entrepreneurship practices that aimed to address social problems
sustainably.
In Europe, social entrepreneurship can be traced back to medieval guilds, which
sponsored arts, donated to the poor, and reinvested surpluses. Third-sector
organizations, such as non-profit organizations, cooperatives, and mutual
societies, played an important role in providing social entrepreneurship services
before the Second World War. The late 1970s and early 1980s marked the need
for more active integration policies, and the third sector was expected to support
overcoming these challenges. In the UK, the community care reform of the early
1990s represented a new public management approach that aimed to decrease
public sector bureaucracy and adopt market-place discipline and precision.
In developing countries, social entrepreneurship faces more challenges than in
developed countries. However, social entrepreneurs such as Muhammad Yunus,
who won the Nobel Peace Prize, and his Grameen Bank, are making strides in
relieving poverty and investing in women in developing countries. In China, social
entrepreneurship is emerging, but it requires more public attention and needs to
be developed in a Chinese style.
Overall, social entrepreneurship is a vital and growing field that offers a new
perspective on solving neglected social issues sustainably. It is prevalent globally,
and its practices can be traced back to historical contexts in various regions.
Despite challenges in developing countries, social entrepreneurs are making
strides towards relieving poverty and investing in sustainable solutions.
Q13: Social entrepreneurship in China context
Entrepreneurship in China has been booming in recent years, and the concept of
social entrepreneurship has only been introduced in the country in the past four
to five years. Social entrepreneurship is being perceived as something new and
distinct in China, and it has yet to gain widespread public attention. Despite the
improvements in China's social security system in the past decade, there are still
many social problems, including wealth disparity, healthcare differences, and
educational bias. Social entrepreneurship organizations are mainly found in
developed cities such as Shanghai and Beijing, but their projects are mostly
focused on developing areas like rural towns.
Studying global phenomena of social entrepreneurship, particularly in China, can
inspire society's responsibilities. The paper aims to explore the necessary and
essential position of social entrepreneurship development in China by analyzing
three common motivations with cases. The research objectives focus on why
market failure, institutional constraints, and technology innovation impact
Chinese social entrepreneurship opportunities. By comparing cases and
suggesting issues and opportunities for Chinese social entrepreneurship
development, the study hopes to contribute to the development of social
entrepreneurship in China.
Overall, the growth of social entrepreneurship in China presents an opportunity
for addressing the country's social problems and promoting social justice. While
challenges and biases exist, continued research and attention can help to
overcome these obstacles and foster the growth of social entrepreneurship in
China.
Defining social entrepreneurship and its characteristics :
Social entrepreneurship is a global phenomenon that impacts society by
employing innovative approaches to solve social problems. However, due to the
lack of theory and definition, it is still at an early stage of development. Many
definitions of social entrepreneurship exist, ranging from narrow to broad, but
generally, it can be defined as an innovative and social value-creating activity that
can happen within or across the non-profit, business, or government sectors.
Social entrepreneurship has certain characteristics that are present in all such
actions. These characteristics include creating social value, recognizing and
exploiting opportunities to create value, employing innovation, accepting above-
average risk in creating and disseminating social value, and being unusually
resourceful in pursuing their social venture. Social mission, innovation, and social
value creation are three key characteristics of social entrepreneurship.
Social entrepreneurship has become increasingly influential as a field of action,
but questions about the definition of its limits and boundaries still exist. Social
entrepreneurship is considered a space for new hybrid partnerships, a model of
political transformation and empowerment, or a driving force of systemic social
change. Social entrepreneurship is viewed as a solution to state failure in welfare
provision, and it is conceived as a way to create a surplus to continue
organizational sustainability. Social entrepreneurship can include for-profit
organizations that create financial returns while earning social and environmental
returns.
In summary, social entrepreneurship is a complex and changeable phenomenon
with society development. It is defined as an innovative and social value-creating
activity that can happen within or across the non-profit, business, or government
sectors. Social entrepreneurship has certain characteristics that include creating
social value, recognizing and exploiting opportunities to create value, employing
innovation, accepting above-average risk in creating and disseminating social
value, and being unusually resourceful in pursuing their social venture. Social
entrepreneurship is viewed as a solution to state failure in welfare provision and
is conceived as a way to create a surplus to continue organizational sustainability.
Social mission:
Social entrepreneurship is a type of entrepreneurship that focuses on creating
social value and achieving social missions, rather than just maximizing profits. This
is the pure motivation of social entrepreneurs and without it, it is difficult to
sustain the work of public service. Social entrepreneurship always involves a
social mission, which is the ultimate destination of this type of entrepreneurship.
Profit maximization is not the primary focus of social entrepreneurship, as social
missions are the priority.
Innovation :
Innovation is another characteristic of social entrepreneurship. This type of
entrepreneurship is concerned with social innovation and social problems. Social
entrepreneurship is seen as a way to challenge normative conceptions of an issue,
which requires disruptive innovation. Social entrepreneurship can also bring
novelty in the organizational models and processes that are developed or in the
products and services that are delivered. Disruptive innovation can cause social
change, and social entrepreneurship can become a fresh source of new ideas and
solutions for the society.
Social value creation is a critical component of social entrepreneurship. Social
entrepreneurship behavior aims to return payback of contributions, not only in
terms of money, but also in terms of social reflection feedbacks. Social
entrepreneurs play the role of change agents in the social sector, adopting a
mission to create and sustain social value, recognizing and relentlessly pursuing
new opportunities to serve that mission, engaging in a process of continuous
innovation, adaptation, and learning, acting boldly without being limited by
resources currently in hand, and exhibiting heightened accountability to the
constituencies served and for the outcomes created. Social value is the most
important aspect of this process. Social entrepreneurship always focuses on social
outcomes and how much social value is created.
In conclusion, social entrepreneurship is a unique form of entrepreneurship that
prioritizes social value creation and achieving social missions. Social
entrepreneurship is characterized by innovation and the ability to challenge
normative conceptions of an issue. Social entrepreneurs are change agents who
are constantly seeking new opportunities to serve their mission, engaging in a
process of continuous innovation, adaptation, and learning. They are accountable
to the constituencies served and the outcomes created, and they always focus on
social outcomes and how much social value is create.
Driving forces of Chinese social entrepreneurship
The driving force behind social entrepreneurship in China is the need to address
social problems and create social value rather than personal or shareholder
wealth. This movement is characterized by innovation, the creation of something
new rather than imitation of existing enterprises or practices. Social
entrepreneurship in China has been facilitated by the increasing demand for
social transition and environmental action in response to global crises such as
food security, climate change, poverty, inequality, and unbalanced economic
development. The paper identifies three driving forces that have facilitated
Chinese social entrepreneurship development, including the need for innovation,
the institutional context, and the focus and nature of the impact and outcomes.
Factors such as global wealth disparity, corporate social responsibility, market
failures, institutional failures, state failures, and technological advances also play
a role in the emergence of social entrepreneurship worldwide.
Figure 1 Conceptual model of Chinese social entrepreneurship driving forces

Chinese context

Motivate
Driving forces: Social entrepreneurship Social problems
Market failure;

Social Disparity;
Technological
innovation;
Feedback: new
…… driving forces
social benefits

Market failure and social disparity

Market failure is a key driver of social entrepreneurship, as it presents
opportunities to address social needs that are not being met by commercial
market forces. Social entrepreneurs often tackle market failure in areas such as
externalities, public goods, and distributional equity. Social entrepreneurship can
be pursued through various vehicles, and examples can be found within or can
span the non-profit, business, or governmental sectors. In the context of China,
social entrepreneurship can help to address social disparities, including the
wealth gap between rural and urban areas, and can support the government in
establishing social equality and harmony.
Technological innovation is an important aspect of social entrepreneurship,
which is regarded as the outcome of social innovation. Social entrepreneurship
emphasizes innovative initiatives in dealing with social problems, and technology
innovation plays an essential role in human beings’ daily life. The innovation
policies, consisting of science and technology, and economic initiatives, have been
found to contribute to higher rates of firm founding that offer a first-mover
advantage.
Three driving forces of social entrepreneurship development in China are
government, economic factors, and resource capital. The market failure, social
disparity, and technological innovation are the three typical driving forces of
social entrepreneurship in China.
Market failure----example of Fair-trade

The Green Room, which aims to relieve inequality in society by promoting fair-
trade, is an example of market failure driving force.
CreditEase, which offers microfinance to farmers, especially women, is an
example of the social disparity driving force.
1kg.org, which provides material support to remote areas’ children through
tourism, is an example of the technological innovation driving force.
These three driving forces have influenced social entrepreneurship development
in China. Overall, social entrepreneurship aims to achieve social missions and
contribute to a better life and increased equality. Technological innovation offers
a convenient route for social entrepreneurs to realize their social purposes.
Q14 : A few case studies
Definitions of social entrepreneurship
Author(s) & Year Definition of Social Entrepreneur

Bornstein(2004) A path breaker with a powerful new idea, who combines visionary and real-world
problem solving with its creativity, who has a strong ethical fibre, and who is ‗totally possessed‘ by his
or her vision for change.

Martin and Osberg (2007) The social entrepreneur should be better understood as someone whose aim
is to targets a stable equilibrium that causes the neglect; brings to his or her inspiration by its direct
action along with creativity, its courage, and fortitude; and aims to establish a new stable equilibrium in
order to secures permanent benefit for group and society at large.

PBS‘ ―The New Heroes‖ A social entrepreneur is the one who identifies and solves social problems.
Just as business entrepreneurs they also create and has an ability to transform whole industries.They act
as the change agents for whole society, aims at seizing opportunities to improve systems by invent and
applying new approaches that create social value.

Thompson (2002) People with the qualities who are associate with business entrepreneur but they
operate within a community are more concerned with things like caring and helping rather than
―making money‖.

Skoll Foundation The social entrepreneur act as a society‘s change agent who is pioneer of innovation
that will benefitwhole community. They are ambitious, mission driven, strategic, and results oriented.
Austin et al. (2006) Social entrepreneurship is an innovative, social value-creating activity that can occur
within or across the non-profit, businesses or government sectors.

Johnson (2000) As innovation approach the concept of social entrepreneurship is emerging todeal with
complex social needs. The aim is problem solving and social innovation.Activities related to socially
entrepreneurial blur the boundaries which was traditional between the public, private and non-profit
sector.The aim is to create hybrid model of for both profit and non-profit activities.

These case studies explain the present scenario of social entrepreneurship in india

1. EnAble India: With basic amenities provided to the PwDs, upliftment in the society is also a major
concern. EnAble India- a social entrepreneurship works for the empowerment of disabled by providing
them with financial independence and higher standards of living. Until now, jobs were provided to the
disabled majorly via reservations/quotas,however EnAble India opened the gates to private sector
extending the path to equality. In order to connect corporates with disabled, the organisation
undertakes multitude of activities,seminars and workshops so that the skill and knowledge base can be
enhanced. EI extracts the untapped pool of disabled,trains them through technological innovations,
inculcates new skills and learning and provides them with good jobs in the private sector. They work at
par with non-disabled staff raising the bar at all levels. The success circle of EnAble India has been
growing at great heights with some major game changer jobs done by the deaf and blind.Shanti and
Dipesh the entrepreneurs of EI have acted on the opportunity of this latent talent and providing them
with an independent and confident life of their own.

2. Water Health India Pvt Ltd: In a country like India, in some areas clean drinking water is not easily
accessible. WHIN, a wholly owned subsidiary of WaterHealth International came up with a social vision-
to provide purified and affordable water to financially poor and disadvantaged groups of rural and urban
population. The company undergoes a six stage purification process and qualifies standards of WHO &
ISO. The company then provides its water at a cost effective price under the brand name of Dr. water‘ .
The work is mainly carried out in areas of low ground water level, high contamination levels and
insufficient water supply areas. For all these tasks, source of funding is needed. The backbone of the
company‘s funding are the community stakeholders. Apart from them, the company also got funding
from International Finance Corporation and entered into Public-private partnership where some
resources are provides by the local body. WHIN follows the build operate transfer agreement with the
local givers for fulfilment of its purpose. With the aim of providing easy access & contamination free
water, WHIN has been successful in achieving great heights. A social mission of fulfilling the basic needs
of underserved people across the nation is the strength of this business.

3.Aravind Eye Hospital: A leading case of success in the field of social entrepreneurship is that of
Aravind eye hospital. Surrounded by huge problems of water,health,sanitation and education in the
country, Dr.G Venkataswamy realised the importance of sight for a human being. The hospital provides
treatment for common blindness and cataract. In today‘s time, cataract surgery and weak

eyesight are common problems but how many people are actually able to avail this treatment. The link
between availability and accessibility has been recognised and given the shape of a business model. The
model works on charging services under four main categories: free,minimal,regular and premium. Those
who cannot avail the cost of the surgery opt for free services. Under minimal, services are provided at
subsidised cost,whereas actual charges are charged under the regular scheme. For premium, prices
higher than normal are charged. However at any option that one selects, same quality of lenses is
provided. In order to take social mission one step ahead, the hospital undertakes outreach operations
and eye camps in rural areas where people cannot afford to go to the hospital or cannot avail eye check-
ups. These operations also educate the people regarding health of eyes and treatments. Apart from this,
it aims at increasing employment by providing job opportunities to the young rural women after proper
training. For any social entrepreneurship, finance is a major concern. However, it has been best dealt by
the entrepreneur of Aravind eye hospital. One source is by charging premium fees to some of its
customers. An opportunity was tapped by realising the cost of lenses in India due to which he set up a
lab for manufacturing Intraocular lenses. The cost of importing these lenses turned out to be too
expensive but by manufacturing these in-house a major cost was saved. Supply of these lenses to other
hospitals is another source of funding for the hospital. The employees are paid less than the market
salary through which cost cutting is done. Lions Aravind institute of community opthalmology is a
stepping stone which provides consultancy to over 60hospitals in 29countries and 213 hospitals in India.
In true terms, Aravind eye hospital has proved to be a sustainable business model with a mission for the
greater good.

4.GOONJ After realising that of the three basic needs of humankind ―food, shelter and clothing‖,
clothing is widely ignored, and occasionally remembered during natural disasters. This raised questions
in the founders mind how and why winters which is one of the major reasons for deaths is not
considered a disaster. Why there are no figures of people who die or suffer due to lack of clothing in
winters. Realising that this problem was widely ignored amidst the problem of global warming,
terrorism, etc. Anshu Gupta founded the institution GOONJ, that operates not on donations, but with an
innovative idea of converting the urban waste into rural resource. It is the first organisation to highlight
clothing as a basic but unaddressed needs which deserves to be on the development agenda of
Government agencies. The institution has set up various collection shelters where people can give away
their unwanted clothes, which are sorted, repaired, and after matching the needs it goes to the villages
not as charity but as ―Cloth For Work‖ – turning age old charity into a dignified act of giving. The
villagers take up developmental activities like digging wells, reviving and cleaning ponds and other local
water bodies, building bridges, and many other in their areas which are not imposed by outsiders. As the
institution works on no cash model, instead of money the villagers receive all kinds of materials as per
their needs: cloth, utensil, footwear which is collected from the various urban centres. Not Just a Piece
of Cloth, School to School, RAHAT, and Green by Goonjare other major initiatives taken up by the
organisation. It has bagged my awards and recognition as a social entrepreneur.

Conclusion A social enterprise is at the crossroad of the civic society and the public policy. They play an
important role of a bridge helping fill the gap between actual human needs and the needs taken care
under the ambit of government agencies. It can also be seen as a third wheel of new economic engine
playing a pivotal role in raising the standards of living.The sustainable models adopted by these
enterprises provide them with longevity and less reliable to donations and charities. Social
entrepreneurs play the role of change agents in the social sector, by: adopting a mission to create and
sustain social value (not just private value); recognizing and relentlessly pursuing new opportunities to
serve that mission; engaging in a process of continuous innovation, adaptation, and learning; Acting
boldly without being limited by resources currently in hand; exhibiting heightened accountability to the
constituencies served and for the outcomes created.

THEORY OF CHANGE
Social impact measurement is complex and subjective, which often leads
entrepreneurs to avoid it. However, impact management is crucial to create
better business models, achieve better results over time, and move closer to all
goals. Theory of Change is a tool that helps social entrepreneurs create and
manage their social impact business models. The Theory of Change framework is
a visual map that helps entrepreneurs clarify their social impact vision, connect
the dots between plan and reality, plan their operations, identify needed
resources, set goals, and manage individual cause and effects. The five steps for
using the Theory of Change to analyze social impact business models regularly are
to set objectives, analyze stakeholders, define activities and products/services,
define outcomes, and define indicators.
Step 1: Set Your Objectives
What inputs, activities, outputs, outcomes and impact items are you measuring?
Oftentimes, companies will include the obvious “impact” ones, but don’t forget
that you should also be tracking inputs (like time, money, team, etc.), activities
and products/service numbers internally, so you can use these to see if they are
helping you reach your goals.
Step 2: Analyze Your Stakeholders
Create a short impact questionnaire for your beneficiaries that you will have them
fill out and repeat on a regular basis. And remember to strive for a good question
that will actually show you how you are doing on the areas you are measuring.
The first time you run the questionnaire, these initial answers from your
stakeholders will act as your baseline. Then, planning follow-up interviews will
help you see the results you are having over time.
I would suggest doing at minimum an annual review with your beneficiaries, but
better yet, twice per year. Matt Stockamp’s article on this topic has some great
suggestions for how to specifically set up your questionnaire process >> Check it
out here.
Step 3: Measure Results
Take each questionnaire/survey answer and input it into Excel or another tracking
system so you can see how the values change over time.
Step 4: Verify Impact
Are there any changes that are happening because of something not related to
our company’s work? These could be skewing your results, so you might need to
adjust your numbers to exclude these items.
Step 5: Adjust
Use your findings to help you make educated strategy decisions based on real-
concrete data!
Remember, it’s management, not just measurement. So each time you run the
process, you should also be going back to your theory of change to adjust it.

5 visualization techniques to help you reach your goals

By Kristine Moe
June 4, 2021 - 20 MIN READ
SHARE THIS ARTICLE
People around the world have been using various kinds of visualization
techniques, meditations, and prayers for centuries. However, visualization often
gets a bad reputation as being something mystical or woo-woo that isn’t
grounded in reality.
But the truth is, you don’t need to be spiritual to benefit from visualization
techniques. Visualization has been studied by psychologists to understand how it
works. 
And nowadays, everybody, from professional athletes to CEOs, are benefiting
from visualization techniques.
Let’s take a look at what visualization is and why it’s important. Then we’ll outline
some visualization techniques that you can start using yourself.

What is visualization?
Visualization is the practice of imagining what you want to achieve in the future.
As if it were true today.
It involves using all five senses of sight, smell, touch, taste, and hearing. The
process of visualizing directs your subconscious to be aware of the end goal you
have in mind.
It reminds you on a consistent basis. And it trains your brain to respond as if that
outcome were true in the present moment.
There are two types of visualization:

(1) outcome visualization: envisioning the desired future end-point, and

(2) process visualization: envisioning every step toward that desired outcome.
With all the senses engaged.
When the two visualizations are used in tandem, they yield the best results.

Why is visualizing important?

We live in a world of digital overload. There’s a constant cycle of news and
entertainment. Plus, remote work is available with the click of a button. It’s easy
to become distracted.
It's easy to believe that there’s not enough time in the day. You just want time to
step back and focus on the things that matter to you the most.
In his presentation Unleash Your Super Brain to Learn Faster, Jim Kwik offers a
great set of metaphors.
You can choose to be either a thermostat or a thermometer. The thermostat
responds to the environment. The thermometer sets the temperature and creates
the desired condition.
Visualization is a technique that allows you to set the parameters to make your
future vision a reality. 
In creative visualization, you direct your brain to focus on what matters the most
to you. And to engage in a process called selective attention. 
Have you ever bought a car and then noticed that everyone else seems to be
driving that same car? We see the things that we choose to focus on. This concept
of selective attention is exemplified in the classic video Test Your Awareness: Do
the Test.
What you focus on and take deliberate steps toward are more likely to become a
reality.
That’s true in both the positive and the negative.
Have you ever imagined the worst possible outcome? Along with all the visceral
fear, and then it actually came true?
What if you changed that to the best possible imagined outcome. With the
related elation and full sensory awareness?
For the answer, we can look to cognitive behavior theory. Visualization is built on
the foundation it teaches that thought precedes action.
Visualization is a technique that takes that idea one step further. In imagining the
future state in full sensory detail, your brain’s neuroimagery records the future
state as if it's true today.

What are visualization techniques for?

Visualization can be used to motivate you to focus on, and work toward, your
future ideal state.
It can be used to build your self-confidence.
Imagine yourself presenting in front of a large audience and hearing the
resounding applause. You’re likely to believe, and act in a way, to make it happen.
Visualization can also be used as a form of mental rehearsal. Through process
visualization, you increase selective attention. And engage the mental pathway
that helps you to fine-tune the movement before you even step onto the stage.
Your movements are envisioned. And, in a way, programmed to take the pre-
planned actions. You can add these actions to a longer-term plan 5-year plan.
Visualization techniques can also reduce anxiety. They direct your attention back
to the details of your desired outcome. In the process, minimizing the noise of
other (less relevant) distractions.
How do you visualize what you want?
First, you have to do the pre-work.
An excellent place to start is the Balance Wheel exercise.
Check in on your satisfaction levels with the various areas of life.
Is your life wheel balanced, or does an area need attention?
Next, become clear of the values that act as your North Star.
Do you value family, career, and money? Or travel, adventure, and freedom? 
How do those values impact the decisions you make?
Finally, take some time to do some positive thinking. Use your imagination
through reflective writing prompts in the Best Possible Self exercise.
Who'd you want to be when you were little? Who are you today? Is it the same or
a different version?
Also, consider when you were energized and felt most engaged and alive. What
was it about that time that invigorated you? What mattered about that moment?
Take a piece of that moment and imagine the future state you want. Try to get to
that same feeling of excitement and emotional intensity.
Imagine where you are and what you are doing. Who's around you? How do you
feel? What smells are in the air, and what tastes are on your tongue? What are
your thoughts at that moment? If you believe your thoughts, it's possible. If you
don’t, it’s not. 
With an understanding of what matters to you most, and why, you're ready to
begin the practice of visualization.

Does visualization really work?

Google the term “visualization.” Lists of elite athletes come up who have had to
put mind over matter to achieve their athletic goals.
They’ve learned to focus on the critical movements before they ever step into
their competitive arena.
For example:
 Free Solo rock climber Alex Honnold
 NBA basketball player LeBron James
 Competitive swimmer and winner of 28 Olympic medals, Michael Phelps
 Multi-gold medalist Olympian diver Greg Louganis
 Former Navy Seals like David Goggins or Jocko Willink
They understand that mental exercise is just as important as physical exercise.
Stroke victims have used the mental exercise of visualization to activate
neuroplasticity. Just doing it mentally works in a way similar to physical activity. 
Visualization is illustrated in the Netflix series Queen’s Gambit.
Chess prodigy Beth Harmon rises the ranks by first being exposed to the game.
Then deciding she wants to master the game. She reads all the books about chess.
She masters all the plays that she can get her hands on. She keeps practicing, then
goes to sleep and visualizes nightly the moves of the upcoming chess match with
all of her senses.
Watch a dancer prepare for her dance offstage. Marking the movements with her
feet and arms as she plays the dance out in her head. The dancer performs and
then watches the dance replayed on video with judges’ comments.
She takes the adjustments and practices. Then visualizes a process repeated over
and over again. Both as mental imagery and physically. 
Do you remember a time when you imagined the outcome clearly? The steps you
took to make it happen. Did it end up happening just as you imagined?
Then you know that it wasn't a matter of wish fulfillment. There was desire front
and center that guided your thoughts and behaviors. Your neuronal pathways.
Toward that desired, imagined, and fulfilled outcome.

How do you practice visualization? 5 steps

Here are five steps to get you started on your visualization practice:
1. Write what you want in detail, engaging all 5 senses. As you include more
sensory images, your vision will become more palpable. And you'll be more
motivated to follow through to make the outcome happen.
Keep adding to the details until it feels as if you are living the experience.
2. Imagine the emotion attached to the outcome. The more you can feel
what it'll be like to accomplish the goal, the more you'll believe it can be
attained. And the more likely you'll be to act.
 3. Take action every day toward your desired outcome. Accept that there
will be setbacks. Close your eyes and imagine how you'll deal with the
setbacks as they come and continue forward toward your goal.
4. Expand your knowledge. If more knowledge is required, research, talk to
experts. Take a class. Use that knowledge to further detail your vision
statement and the steps that you have to take to get there.
5. Make time to consider your visualization. Visualize twice daily for a total of
10 minutes. It’s most effective in the moments you wake and the moments
just before you go to sleep. This will help engage the subconscious in your
focused effort toward your desired outcome.
 Close your eyes and imagine the desired outcome. With all related senses
and all emotions. 
 Write your desired outcome as if it's true in the present day on an index
card. Read it in the morning and at night. 
 Create a vision board and have it in your line of sight. See it as you go to
bed.

Visualization techniques and tools: learn how to practice visualization

Learning visualization can be tricky. Here are five tools and techniques you can
use to learn how to practice visualization successfully:
1. Create a vision board 
This visualization tool is a collection of images and words that inspire you and
represent your goals. It serves as a visual representation of what you want to
achieve. 
Place your board somewhere you'll see every day. That way, you'll be constantly
reminded of what you're working towards.
2. Listen to a guided visualization meditation 
Youtube is full of free guided meditation videos. An interactive visualization can
help you to relax and set some time aside to focus on your goals. Guided imagery
helps give you something to focus on.
3. Use index cards 
Do you remember using flashcards as a kid? Maybe you used them to learn math
or words. As an adult, we can use index cards in a similar way as a tool for
visualization.
Make a list of 10 or 20 goals that you're currently working toward. Write each one
on an index card and keep it near your bed.
Every morning and every night, go through the stack of cards. One at a time. Read
each card, then close your eyes and visualize yourself completing that goal.
4. Picture and describe 
The more detail you use when visualizing, the more real it'll feel to you.
It's one thing to get a quick thought that you want a slice of pizza. It's entirely
different to really allow yourself to obsess about it.
Think how much more real it seems if you take a few minutes to imagine how it'd
taste, feel, and smell to eat a slice of pizza right now. 
Create as specific of a mental image as possible. Try to provide your brain with as
many details about your goal as possible. More detail means a better solution.
5. Utilize exposure 
Exposing yourself to things related to your goals can help make it more real for
you.
Maybe one of your goals is to go parachuting. If you've never done it before, it's
hard to imagine exactly what it's like.
Watch some videos of other people parachuting. Read accounts people have
written about parachuting online. Or talk to people who have tried it. All of these
things will increase your knowledge about it and make it feel more real for you.
Try out a visualization technique from the list above. Your selective attention will
be directed toward fulfilling your vision.
You'll be the thermostat creating the condition that's just right for you.
Use visualization to achieve your goals
Visualization can help you make better decisions and get what you want out of
life.
It’s hard to make progress toward your goals if you don’t take some time to think
about them.
Set some time aside to use the techniques we’ve shared. They'll provide you with
actionable insights into achieving your goals.
BetterUp can help you find your focus and purpose. Discover your strengths and
achieve your life goals with a personalized BetterUp coaching experience.
Don’t know if you’re ready? Schedule a free session to see if coaching works for
you.