Social Enterprise Incubator Series: Business Model Canvas

The Social Business Model Canvas can be a social entrepreneur’s guiding light. It helps to break down the different elements of your business and keep you heading in the direction of your vision and impact.

In our Social Enterprise Incubator Series, we follow 15 incredible social entrepreneurs who are leading the road to change with our Incubator Programme.

Get a glimpse into their challenges, developments and lightbulb moments as the cohort shares their experience over the 6 month programme! Below, Angela shares her process of navigating the social business model canvas.

 

Since the first time I was shown a Social Business Model Canvas (SBMC) it looked like a daunting task.

To be honest, I was so challenged the first time, I was thinking of all the different ways I could ignore it. But I knew eventually I had to face it. The first time I tried to complete the BMC for Mental Health: TheArts (MHTA) it was a fail, though the second time was a bit easier- after watching a couple of videos and other examples of a SBMC. I think it’s sometimes hard to put your vision or dream on just one sheet of paper, but it’s needed when you need to show others how your social enterprise works.

When I did the SBMC workshop with Hatch Incubator, I knew it would be easier and I would be able to complete it, because I was already familiar with the terminology and what each section meant. This workshop allowed me to simplify MHTA and focus on my business model. It visually allowed me to see the different parts of my business that would ensure that I have a sustainable model. The most challenging section of the SBMC for me was the Revenue Streams. I know with time I will able to cost my service according to its value with more confidence.

As a result of this workshop, MHTA is no longer just a dream in my head but it has a sustainable business model and through the BMC workshop I have been able to plan and implement different elements which will ensure MHTA has a long-lasting impact.

 

Watch this space as we share more posts by the incredible change-makers on our Incubator programme! 

Social Enterprise Incubator Series: Impact Measurement

It is so crucial for social enterprises to effectively measure and communicate their impact, and to do so, a lot of thought needs to be put into what is being evaluated and how. For this very reason, it can seem like a big beast. We worked with the entrepreneurs to try to tame it in our impact measurement workshop.

 

In our Social Enterprise Incubator Series, we follow 15 incredible social entrepreneurs who are leading the road to change with our Incubator Programme.

Get a glimpse into their challenges, developments and lightbulb moments as the cohort shares their experience over the 6 month programme!

Below, Joanna Rhodes, founder of Challenge 59, a project that aims to empower young people in psychosocial health through dance and film, shares her thoughts on the impact measurement session.

 

For many years I have held a deep sense of curiosity, as well as frustration about how we use impact measurement in the arts to evidence change, especially when working with impact for health:

  • Randomised Control Trials are looked on as the gold standard but is there room for case studies, anecdotal evidence and qualitative data? How robust can this be and with what rigour can it be carried out?
  • Short term outcomes are easier to capture than long term – Over time how do we know if a change has come about as a direct outcome of our intervention?
  • Quantititive data is considered more robust? However, I have issues with surveys for young people – what time of day did they fill it in, who did they sit next to when doing so? I have seen ‘trending’ answers go around forms – a bit like how the ‘Floss’ dance move is now trending in school playgrounds! What else happened to them that day that may have influenced their thoughts, and can questions be misinterpreted?

The Theory of Change was a really useful process. I finally realised that it was ok to just have assumptions and not already know the answers, and that the process is then about testing these!

It was good to get specific and concentrate on just one outcome (a priority) and not to get overwhelmed with the possibilities. I learnt that the rigour will be influenced by what is needed, desired and also what is practically possibly!

I have commissioned academics in evaluating Challenge 59. I am nervous about their findings and if my assumptions were right, but grateful that whatever we do find in this pilot (including the broader and unexpected outcomes) will help us to ‘pivot’ and ‘position’ ourselves for the future.

 

Watch this space as we share more posts by the incredible changemakers on our Incubator programme!