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Brazil’s social entrepreneurs are making the most of safer favela conditions
On a five-week journey exploring all five regions of Brazil, social enterprise specialist Richard Brownsdon investigates what opportunities are available for social entrepreneurs in the fifth largest country in the world.
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- Uncategorized
- Region
- Latin America
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Enter India’s amazing world of frugal innovation
In 2001 a huge earthquake shook the state of Gujarat in India.2,000 people were killed, 400,000 lost their homes, and countless more lost their businesses in the devastation.One young entrepreneur, Mansukhbhai Prajapati, lost everything, but found an innovative way to get back on his feet.
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- Uncategorized
- Region
- South Asia
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PepsiCo will support 200,000 Arab social innovators
PespsiCo will provide practical and educational support to social entrepreneurs across the Arab world.
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- Uncategorized
- Region
- North Africa & Near East
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Kenyan pay-as-you-go solar company wins global green energy award
Azuri Technologies – a company that gives Kenyan households pay-as-you-go access to solar power, is the winner of the 2013 Ashden Award, the world’s leading green energy prize.
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- Energy
- Region
- Sub-Saharan Africa
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Ronnie Screwvala puts profit first in social impact ventures
Ronnie Screwvala, the managing director of Walt Disney India, logs in 70 hours a week for the entertainment company and yet devotes 10-15 hours to philanthropy and social impact businesses. "Whatever one makes from the business, 10-15% should always go back to society," he says.
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- Impact Assessment
- Region
- South Asia
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Communicate and stay on target: a recipe for ensuring social impact
As businesses turn social, how do they guarantee social impact?
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- Impact Assessment
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Telling a very happy story: enterprise from Brazil’s point of view
Social enterprise is becoming a part of the norm in Brazil, a valid option for starting or growing a business.
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- Uncategorized
- Region
- Latin America
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If You’re Out to Change the World, How Do You Know When to Move On?
A certain phrase has gained currency in my world lately: the notion that a social enterprise must have an "exit strategy." Social enterprises, of course, are organizations designed primarily to yield social versus financial value. But here the community is borrowing a term from traditional venture capitalists, who know that a big part of maximizing returns is having a plan for when and how to end one's involvement in a venture and invest resources elsewhere.
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