Social entrepreneurs as catalysts for building entrepreneurship

In the last post we identified the need to have entrepreneurs become the leaders in building an entrepreneurial society.  We also acknowledged that these entrepreneurs would have to choose to take a leadership role and that is not always easy to encourage.  But there may be a sub-segment of the entrepreneurial community that would be predisposed to leadership and that is social entrepreneurs.

Social entrepreneurship is a rapidly emerging segment and will eventually evolve to the point where the social prefix will no longer be necessary.  But social entrepreneurs do bring a unique approach and that is one of being substantially driven by passion.  They also have to overcome many obstacles not experienced by traditional entrepreneurs since they tend to work with difficult problems.  Finally, they have been forced to support each other since they fall into a gap between traditional not-for-profit and traditional private enterprise.

It might also be possible that regions with low levels of entrepreneurship have more social issues to deal with compared to thriving entrepreneurial communities.  We should consider starting to build an entrepreneurial community with social enterprises led by social entrepreneurs.

Social entrepreneurs will also rely on the same support networks that traditional entrepreneurs require.  As the entrepreneurial community builds the support networks will become stronger.  These entrepreneurs will also serve as role models and mentors for traditional entrepreneurs.

Finally, if we look at a major objective of an entrepreneurial society it is to resolve the challenges we face through multiple entrepreneurial ventures.  Since that is what social ventures are about we could find ourselves better off by having them take the lead.

Published by Vince Bulbrook

Vince has spent over twenty five years working with entrepreneurs providing financial and strategic advice. Much of this advice has centered on business model design and product development. Issues such as determining how to invest product development resources, pricing options, features, distribution and client requests all come in to play. For much of the past fifteen years Vince has operated a business providing CFO and strategy services to small businesses. In this period he spent three years in the product development group of a software company that had a $26-million development budget. Along with overseeing the development of a product he also worked with senior management and the other product teams to determine how to manage the product portfolio. He has advised clients in software, entertainment, digital media, publishing, retail and distribution on product pricing, feature selection, distribution strategy. Prior to founding the advisory business Vince worked with Price Waterhouse and Ernst and Young. Vince graduated from the Ivey School of Business with an HBA and is a Chartered Accountant.

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