1. Designing Social Enterprises Per Krull Ph.d.-student Aarhus University Denmark SERNOC Helsinki April 25, 2012

2. Agenda My Ph.d.-project The cases Results Contributions and implications

3. My Ph.d.-project Aarhus School of Business The Kaospilots (www.kaospilot.dk)www.kaospilot.dk RQ: What characterizes design of social enterprises? Strategy: Overall qualitative Case study research Unit of analysis: models and methodes Qualitative semi-structured interviews

4. My Ph.d.-project Litterature review: MODELS: Historical and international perspectives Organisational forms, hybrids, archetypes Businessmodels Strategy METHODES: Value creation Innovation, creative destruction Social innovation Entrepreneurship Social entrepreneurship Design Thinking Network and social capital Systems Theory

5. Analysis of the 16 cases in relation to the nine EMES-criteries

6. PER KRULL (2012) Definition on social enterprise -nine criteria

7. Spectrum for focus (economic to social)

8. Kondakis (Nike Kondakis) Baisikeli (v/ Henrik Smedegaard Mortensen) Kontutto (Fanny Posselt) 100% til børnene (Signe Møller) Kadaver (v/ Anders Møller Toft) Lust (Sabina Elstam-Johns) Agentur V (Jakob Valdemar) We have a Dream (Anne Kjær Richert) Mongo Park Bureau (Trine Valentin Munch) Planb (v/ Kasper Arentoft) Shoe The Bear (Thomas Frederiksen) 370° (v/ Rolf Arne Leer) Nuummioq (Mikisoq H. Lynge) CSR+ (Sarah Gregersen) Gunbak Knowledge (Ouafa Rian) ChangePilot (Lemmy Jensen)

9. Tekst Kadaver/ Anders Kondakis/Nike We have a dream/Anne Baisikeli/Henrik 100% til børnene/Signe Kontutto/Fanny

12. CASE 2 BAISIKELI Cykelindustri i Afrika 400.000 cykler Cykelambulancer Kbh: Bike tours Leasing af cykler

14. Mukhtars fødselsdag Flash mob 3,7 mill Bedre bustur http://www.youtube.com/watch?v=xgOyTNtsWyY

17. Results 26 parameters Rated 1-5

18. 10 Results Happyness before growth Execution of social value creation, sound business and sustainable development Blue Ocean strategy Designing new business models Action learning, ‘just do it’, co-creation, community building and participatory design Creation view and effectuation logic realization of a desired future

19. 10 Results Handling complexity by: proces management (facili- tated leadership), designmethode and systemic thinking Navigate like designers (wicked problems, tests, prototypes, T-shape thinking, multidisciplinarity, usedriven design, appreciative feedback and exploitation/exploration Prominent networkers (bridging, bunding, brokers and social kapital) Creation of ‘many winners’

20. SOCIALE IVÆRKSÆTTERE Passion Forretningsprincipper Ændrer på det bestående Bæredygtige forandringer Six Business Models: The uniqueness Who are the customers? How do you earn money? How is the value delivered

21. Contributions and Implications Connectivity between Social enterprises and: (a) Social innovation (b) T-shape-thinking, faciliterende ledelse, procesledelse, systemtænkning, designmetode, netværksmetode og participatory design. Create communities Co-create The needed leadership They do business without a business-education

22. Designing Social Enterprises Per Krull Ph.d.-student Aarhus University Denmark SERNOC Helsinki April 25, 2012 Thank you