Last week, we profiled Part 1 of a conversation between Princess Alexander, an Innoweave Social Enterprise coach, and Dave Stam from the John Howard Society of Hamilton, Burlington & Area to discuss the implementation of their business plan, which they developed with funding support through Innoweave’s Social Enterprise module. In Part 2 of this series, we’re sharing the second set of lessons from their conversation. Click here for a recap of Part 1 of their conversation.
Lesson 5: Spend the time to develop a solid business plan
Princess: What would you say worked well, did not work as good as you expected and what would you change looking back at your journey.
Dave: We feel our business plan was solid. As mentioned earlier the transitional thinking about our target market and clientele was a breakthrough for the team. This helped us understand the competitive landscape and reposition perceived competitors from threats, to partners and clients, and most importantly allowed us to pivot our business model throughout the entire process.
Princess Alexander, an Innoweave Social Enterprise coach, recently sat down with Dave Stam, Manager of Youth Services, John Howard Society of Hamilton, Burlington & Area (JHS) to discuss how they are leveraging years of knowledge and expertise gained through community programming to develop a new model for preventing conflict and dispute resolution using the social enterprise model. In Part 1 we follow Princess and Dave’s conversation, which touches on four considerations for organizations interested in social enterprise, including leadership, best practices, strategy and governance approaches. Stay tuned to the Innoweave blog for Part 2 of Princess and Dave’s conversation!
The process of developing a social enterprise often results in highly spirited debates about prospective clients, the role of competitive forces, triple bottom line accounting, partners and funders, profits, surplus and social impact. For the John Howard Society of Hamilton, Burlington & Area (JHS), the experience was no different. In early 2014, the JHS team successfully navigated these debates and challenges to develop a social enterprise which leverages the long-standing expertise and knowledge of JHS into training programs grounded in Restorative Practices through the Center of Conflict Resolution & Prevention (CCR&P). Their conversation focused on lessons learned from JHS’s experience developing and launching a social enterprise.