Following our symposium, “Pathways and Barriers to Social Enterprise Success,” the SIRG team quickly got to work writing and publishing white papers. Here are some of the ideas I couldn’t include in them, and some questions that will continue to drive our conversation about social enterprise in Taiwan forward.
On May 6, I'm attending the Women in Social Business Forum in Ottawa. The forum will grow the field of social finance by bringing together women from across the sector (corporate leaders, small businesses, social entrepreneurs, community innovators and non-profits) to support them in reaching their potential.
Social enterprises aim to create value for a targeted community by engaging them as employees, producers, consumers or profit beneficiaries. Balancing the differing needs of these communities and their roles in creating value within a social enterprise is a multi-dimensional challenge, and often in tension with other competing (sometimes financial) interests.
Our panel asked discussants, “Bill Gates recently said that measurement is key to progress—you cannot change what you cannot measure. Many people agree, but a number of social organizations we interviewed did not have impact metrics. Why do you think this is the case?”
In building and scaling a social venture, financial and human capital are intrinsically linked: both elements are not only required for organizational growth and health, but also mutually dependent. The panel on financial and human capital explored these adjacent topics.