The Social Entrepreneur's Handbook: How to Start, Build, and Run a Business That Improves the World
Format: PDF / Kindle (mobi) / ePub
Make the business of society your business
No one knows the business of social entrepreneurship better than Rupert Scofield. Cofounder and president of FINCA International―a nonprofit microfinancing institution with 7,000 employees serving 750,000 customers in 21 countries―Scofield has been a social entrepreneur for 40 years.
In The Social Entrepreneur’s Handbook, Scofield leads you through the entire process of starting up and running a nonprofit, sharing personal success stories and advice on what not to do―valuable lessons he learned the hard way. The process, while risky, isn’t as difficult as you might think. Practically speaking, you need only two things: an idea and a plan. The former comes from you and you alone. This book supplies the latter.
The Social Entrepreneur’s Handbook illuminates the path to building a successful nonprofit from the ground up. You’ll learn how to:
- Create a realistic plan for getting started in your chosen cause
- Assemble the perfect team for putting your plan into action―and keeping it rolling in the right direction
- Develop a business model specifically designed to run a nonprofit organization
- Keep yourself, your staff, and your cause in solid financial shape
One of the many beauties of social entrepreneurship is that it’s never too late to start. You can be right out of school or working in the highest ranks of corporate America. It doesn’t matter. Social entrepreneurship begins with a noble cause, which turns into a passion, and soon becomes a mission worth dedicating your life to.
The Social Entrepreneur’s Handbook is the one and only resource you will need to attain your dream of working full-time in service to others―and making a real, measurable difference in the world.
admitting mistakes to, 220 adversaries as, 222 compensation for, 225 critical Carlos, 223 evaluation of, 212–15 ideal, 211–12 management team and, 221 risks and rewards for, 224–25 timing, resources, and recruitment of, 215–16 Board seats, entitlement, 217–18 Bolivia, 31–33, 114, 170 Borlaug, Norman E., 7 Brangelina, 154–55 Brown University, 109 Builders and maintainers, 46–49, 50–51 Burns, Robert, 180 Business model defined, 159–60 five components of, 160–61 organizational
of making the investment. As far as the execution of the business plan—Werner surveys his team, shaking his head—he has a lot of recruiting, retooling, and training to do. Werner moves from the planning to the execution stage with blinding, near inhuman speed. He hires two former colleagues who, like him, want to move from their current employer, a network of commercial microfinance banks, to FINCA in order to work with poorer clients (the mission!). He makes other good hires and identifies a
nonprofit world to put the mission above the bottom line, even when it comes to making payroll. In FINCA, the field comes first, often to the consternation of the finance department, which is trying to manage dozens of grants and lines of credit to feed the growing portfolio in twenty-one countries while keeping enough cash at headquarters to make payroll. For most crossovers, these are minor inconveniences compared to the upsides of working for a mission-driven organization. Staying in Touch
not give all the money to a project support office in each country, staffed by experts in the field who screen the proposals and make sub-grants to the few and the worthy? The missions love the idea. The USAID missions continue to churn out RFPs like the one FINCA won in El Salvador way back in 1990. However, to its dismay, FINCA finds that by the time it responds with a proposal, the grant is already locked up by one of the major consulting firms. The design of the project is always the same:
the difference between whether critical weaknesses in an organization’s internal control structure are spotted in time—that is, before you suffer a million-dollar fraud—or go undetected. Internal audits can also offer an opinion as to how efficient your operations are, but that is just icing on the cake. The real role of the internal auditor is to warn the captain of the Titanic there is an iceberg, dead ahead, and if he stays the present course the ship is going down. External Audit An external