Mission, Inc.: The Practitioners Guide to Social Enterprise

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Berrett-Koehler Publishers, Jan 19, 2009 - Business & Economics - 216 pages
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Business has the power to change the world, but some businesses embrace that opportunity more aggressively than others do. Social enterprises put their change mission first – what they sell or what service they provide is a means to accomplishing a larger goal, rather than an end in itself. Their front-and-center commitment to doing good makes social enterprises immensely attractive. But if you want to run one successfully, you have to manage a tricky balancing act. How can you be as efficient as any of your for-profit or nonprofit competitors while at the same time staying true to your social purpose? In this groundbreaking guide, social entrepreneurs Kevin Lynch and Julius Walls draw on their own extensive experiences and those of twenty other social enterprise leaders to focus on the fundamental blocking and tackling tactics that make the difference between success and failure. Exploring the many paradoxes that can hamstring social enterprises, the authors explain how starting and running a social enterprise requires leaders to adopt an entirely different mindset and often a wholly different perspective on the day-to-day choices they’re forced to make. Likewise, Walls and Lynch help readers grapple with a different set of expectations from employees, investors, customers, and the community. For social enterprise practitioners, these expectations present an added layer of difficulty – but they can also offer unique advantages, which the authors explain how to leverage. Whether readers are looking for guidance on finding and hiring talent, marketing, finances, or scaling, this practical, accessible guide offers clear and compelling answers that light the way.
 

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Contents

Letter from the Editor of the Social Venture Network Series
Preface
Acknowledgments
IntroductionThe Most Successful Business on Earth
1The ten paradoxes of social enterprise
2Doing good versus doing wellBALANCING IMPACT AND PROFIT
3Form versus functionCHOOSING THE RIGHT STRUCTURE
4Planning versus practiceWORKING WITH DISCIPLINE
9Metrics versus instinctMEASURING SUCCESS
10Growth versus focusEXPANDING SENSIBLY
11Sweat equity versus blood equityCARING FOR YOURSELF
Epilogue
Contacts
Notes
Index
About Social Venture Network

5Debits versus creditsCREATING FINANCIAL HEALTH
6Dogooders versus good doersHIRING THE BEST PEOPLE
7Perception versus realityMARKETING ON HIGHER GROUND
8Value versus wasteLEANING THE ENTERPRISE
About the Authors
Other Titles in the Social Venture Network Series
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