Social Entrepreneurial Intelligence: Difference between revisions
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4 on Execution - | 4 on Execution - | ||
core identity | core identity formation, alignment, | ||
*Focus | |||
*Right people on the bus | |||
*execution with alacrity | |||
*Prove that model of social change has impact | |||
*Build on socially-driven business | |||
*Serve Clientelle | |||
*Focused and Execution with alacrity - ideas, organization | *Focused and Execution with alacrity - ideas, organization | ||
*Ability to have a plan | *Ability to have a plan | ||
| Line 16: | Line 21: | ||
*Asset-based thinking - opportunity-based thinking, as opposed to problem | *Asset-based thinking - opportunity-based thinking, as opposed to problem | ||
*Resource magnet - garnering human capital, media, and cash | *Resource magnet - garnering human capital, media, and cash | ||
*Obligation to a cause - | *Obligation to a cause | ||
* | |||
=Issues to Address= | |||
*We are BHAG and an Unreasonable Enterprise - | |||
*Work hours | |||
*Small, agile core team vs. bureauracy | |||
*Clarity on what Critical Path is | |||
*Clarity on quantitative goals of prototyping | |||
*Role of team in supporting the organization's vision | |||
*Publish Early and Often | |||
*Transparency | |||
Latest revision as of 20:16, 26 September 2013
http://99u.com/videos/5823/cheryl-dorsey-social-entrepreneurial-intelligence
- Passion - sustains you in obstacles
Social Entrepreneurial Intelligence
4 on Execution -
core identity formation, alignment,
- Focus
- Right people on the bus
- execution with alacrity
- Prove that model of social change has impact
- Build on socially-driven business
- Serve Clientelle
- Focused and Execution with alacrity - ideas, organization
- Ability to have a plan
- Pressure-testing ideas/processs
- Solution-Oriented - progress to solutions, not idea generation
- Asset-based thinking - opportunity-based thinking, as opposed to problem
- Resource magnet - garnering human capital, media, and cash
- Obligation to a cause
Issues to Address
- We are BHAG and an Unreasonable Enterprise -
- Work hours
- Small, agile core team vs. bureauracy
- Clarity on what Critical Path is
- Clarity on quantitative goals of prototyping
- Role of team in supporting the organization's vision
- Publish Early and Often
- Transparency