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entrepreneurship theory process practice

Questions and Answers of Entrepreneurship Theory Process Practice

5 Gathering feedback – What did the pilot achieve? Does the idea work or not?Who will provide feedback and how?
4 Developing an onboarding plan – who shall be part of the pilot? Who are the benefciaries and key stakeholders? How can they be convinced to join the pilot?
3 Gathering the necessary resources for the pilot – is the pilot a one-person job, or does it require putting together a small team? What are the minimum resources needed for the pilot to deliver
2 Setting up the length for the pilot – for how long should the pilot run to reach its conclusions? After how much time will it become too expensive or useless to keep investing in a pilot?
1 Establishing the goal and designing the pilot – what is the key learning objective to reach through the pilot (e.g. test benefciaries’ reactions, understand what it takes to build a product or
3 The idea is feasible given the context.
2 The idea addresses an existing gap in the solutions’ landscape or leverages existing solutions that have proven to work well to expand the benefciaries reached.
1 The idea addresses the root causes of a social or environmental issue or plants the seeds for future self-sustained change.
5 How can the project be sustained fnancially?
4 Is it possible to get support from needed stakeholders?
3 How is this idea different or better from what is already happening or has been tried?
2 If it is, why does this issue exist?
1 Is the idea really addressing a social/environmental issue?
Learn techniques and tools to spot market gaps
Build mind maps individually and collectively
Appreciate the need to learn about best practice and existing solutions in order to maximise the chances of success
Understand the importance of knowing a problem before devising a solution
4 What did you learn from analysing the system?
3 What did you fnd most diffcult in analysing the system?
2 Are there some key feedback loops they are not tackling? If so, why do you think that is the case and what would you suggest?
1 Is there anything else that CI or the social entrepreneurial organisation you chose could be doing to affect the system?
4 Are the issues connected to microfnance providers something that you expect several social entrepreneurial organisations to grapple with? Why or why not?
3 What does the development of microfnance suggest about potential challenges and limitations of social entrepreneurial organisations and, in particular, social enterprises?
2 What role can other stakeholders in microfnance ecosystems play to support the generation of positive impact and the solution of existing challenges?
1 What can microfnance providers do to make sure they maximise their impact and/or minimise the risk of generating drawbacks?
If you look back at the past decade, in your own country, what were the greatest changes that took place and provoked a permanent alteration of a system? What or who triggered them?
Can you think of an example of a systems leader? Why do you consider them a systems leader?
What are the main characteristics of a systems leader?
When and how can systems thinking be applied in a social entrepreneurial organisation?
What are the benefts and limitations of systemic approaches (systems thinking and systems leadership)?
What are systems change, systems thinking, and systems leadership?
What could stakeholders of social entrepreneurship ecosystems do to help social entrepreneurial organisations overcome their main challenges?
What are the main challenges faced by social entrepreneurial organisations?
What are the main critiques against social entrepreneurship, and do you agree with them? Why or why not?
Are there achievements that were not mentioned that you believe can be claimed by social entrepreneurship?
What do you think are the main achievements of social entrepreneurship?Do you agree with those listed in the chapter or are you sceptical about them?
Learn the basics of systems change and of related concepts – systems analysis, systems thinking, and systems leadership – and why they matter for social entrepreneurship.
Become aware of the challenges that many social entrepreneurial organisations face.
Recognise that social entrepreneurship has shown some important limitations.
Appreciate what social entrepreneurship achieved in the past 30 years.
6 How would you evaluate your success in achieving your goals?
5 If you were the CEO of the SEC, what would you do to ensure the survival of your organisation while also fulflling your mission of creating an ecosystem supportive of social enterprises in the
4 Do you think the SEC should include other stakeholders in its membership?If so, who and how?
3 How could the SEC address the concerns of its members?
2 What activities could the SEC put in place to maintain and strengthen its relationships with the government, parliament, and other public authorities?
1 Is there a way of meeting both goals at the same time or are they incompatible in the presence of limited resources?
3 What is missing and what could be improved
2 Whether or not it is supportive of social entrepreneurship and, if it is, what form(s)of social entrepreneurship it supports the most
1 Its stage of development (mature, developing, emerging)
Based on what you know about your country, what level of development of social entrepreneurship ecosystems would you expect there? Does reality match your expectations or not?
If contexts characterised by institutional voids make it harder for social entrepreneurship ecosystems to develop, will social entrepreneurship ever be able to properly support economic development?
What issues are social entrepreneurs and social entrepreneurial organisations likely to encounter because of the social entrepreneurship ecosystem in which they operate?
What environmental forces shape the existence and development of social entrepreneurship ecosystems?
Who are the key stakeholders present in social entrepreneurship ecosystems and what roles does each of them perform?
Why do social entrepreneurs and social entrepreneurial organisations need to be aware of the ecosystem surrounding them?
Why is it important to learn about social entrepreneurship ecosystems?
What constitutes a social entrepreneurship ecosystem?
Environmental forces – context-level and ecosystem-specifc forces (see Section 4.3).
Promoters – public authorities, individual and organisational champions, universities;
Collaborators – normally businesses and non-proft organisations but also public authorities at various levels;
Competitors – businesses and various non-proft organisations;
Resource providers – funders, suppliers, partners, intermediaries, consultants, providers of physical infrastructure such as shared offce space, etc.;
Customers and benefciaries – individuals and organisations that derive value from social entrepreneurship;
Social entrepreneurs and social entrepreneurial organisations;
Learn what characteristics distinguish emerging, developing, and mature ecosystems.
Know the key context-level and ecosystem-specifc forces that shape stakeholders’roles, interactions, and forms of social entrepreneurship.
Become aware of the different stakeholders that constitute a social entrepreneurship ecosystem and of their different, necessary roles.
Understand the importance of the ecosystem for the development and success of social entrepreneurship.
If your only way to get the necessary income to grow your venture was to accept the investment of an impact investor that asks a place in your board and a proft margin that you can only achieve by
If you are the founder of a social enterprise, should you have the right to have a pay comparable to that of a traditional entrepreneur/CEO of a comparable business and/or to keep for yourself part
Do you think that there are sectors more suitable for social entrepreneurship or that social entrepreneurship should and will thrive in any kind of sector? Why?
What determines the sectors of operation of social entrepreneurship?
What are the benefts and risks of different legal forms and their consequences in terms of other key organisational characteristics of social enterprises?
Why is it important for a social enterprise to think strategically and holistically about the integration between its key organisational characteristics?
What are the main characteristics of a social enterprise? Why does each of them matter?
Beyond motivation, personality, and skills, what do you think contributes to the success or failure of a social entrepreneur?
What are the top fve characteristics that a social entrepreneur needs to succeed? Why?
3 They want to make a political statement and demonstrate that social and environmental issues can be tackled through different/novel/more powerful approaches than existing ones.
2 They have a background (e.g. role models from family, voluntary activities, teachers, peer groups) that helped them to develop a strong sense of justice, and the desire to fght for what they
1 They have witnessed or experienced a social issue frst-hand.
Appreciate the variety of sectors in which social entrepreneurship operates and how this relates to the broader socio-economic contexts in which it exists.
Refect on which combinations of organisational characteristics of social enterprises might work best in different contexts.
Learn about the key organisational characteristics of a social enterprise.
Become familiar with the motivation, personality, and skills attributed to social entrepreneurs, and with the challenges they face.
3 Would you affrm or disconfrm that Frontier Markets differs from multinational corporations which adopted similar marketing and sales approaches and created new tailored packaging and products to
2 How could you possibly establish if the main objective of Frontier Markets is social impact or proftability, apart from talking to the founding team?
1 Would you consider Frontier Markets as a social entrepreneurial organisation? Why or why not?a If you answered yes to question 1, would you consider Frontier Markets as a social enterprise or not?b
What might be the social impact of this innovation and how would you measure it?
What are the challenges of implementing such a service?
How can this service be translated into a social entrepreneurial organisation?
Does this social/digital innovation have the potential to generate social change?
Does social entrepreneurship really perform the four roles described in this chapter? Or are they just potential roles? Can you fnd examples to support your view either way?
How can you distinguish, if at all, social enterprises from FTOs, B Corps, and sustainable businesses?
What are the advantages and disadvantages of social entrepreneurship and related organisational forms compared to traditional entrepreneurship, charities, and social movements when it comes to
What do you think are the most powerful ways to generate social change?
What are digital and frugal innovation and why are they important for social entrepreneurship?
Why do you think it is important to distinguish between social entrepreneurship and related concepts?
What is the difference between social change and social impact? And between social innovation and social entrepreneurship?
How would you defne social change, social innovation, and social impact?
They could be affordable even for the poorest households.

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