Archive for May, 2009

Social Enterprise or Not?

Saturday, May 30th, 2009

A social investor spoke to us at out mid year meeting in Hyderabad about his investment philosophy. He said that his firm was looking for high growth companies in the social space and that the key metric of social impact would be something that would be measured by the investor. He mentioned that he did not want to burden the company with this metric.

I found this philosophy quite interesting because often the greatest social impact comes from a company that is not really thinking of social impact. Take for example the growth of the mobile phones in rural India. Saturated urban markets forced companies to go rural and rapidly a huge section of the population is now “connected”.

Does it really matter if your investment is a social enterprise offering an affordable and valuable product or service versus an enterprise that offers an affordable and valuable product or service?

Probably not.

However, there are some risks associated with unburdening a company of it’s social mission. On a day-to-day basis, the pressures of meeting revenue targets and achieving profitability (and therefore sustainability) can often force companies to pursue higher margin market opportunities that may eventually dilute the organization’s social mission.

Travels thru' India – Sweatshops & Workers

Friday, May 29th, 2009

In the past 7 months, I have had the opportunity to visit several industrial parks in the two most industrialized and entrepreneurial states in India, namely Gujarat and Maharashtra. I would like to share some of my observations with you.

Most of the industrial parks house small manufacturing units that employ anywhere from 15 to a 100 people. All sorts of plastic and mechanical components are manufactured here which eventually are sold in domestic and international markets.

There are three types of employees, adult men, adult women and teenagers. The men tend to do the work that requires more brawn, like lifting heavy parts or working near furnaces and the women and young teenagers are mostly involved in finishing operations like cleaning and packaging.

The machines used to manufacture these components are often semi-automatic, much like an automobile line. Workers are needed to load and unload product at frequent intervals. The employees are semi-skilled and for their efforts they receive approximately Rs.100 to Rs. 150 a day for men and Rs. 80 to Rs.100 for women. That’s approximately $2 to $3 per day. There are 2 shifts, each lasting 12 hours with two ten minute breaks for tea and 30 minutes for lunch. There are four off-days a month.  Some of the workers are migrants from the more impoverished states of India and often sleep in the same factories where they work.

Most of the units are covered with a layer of black grime, a combination of dust, oil and some unknown substance. Chemicals are strewn all over the place and the air in these factories feels heavy with fumes from machines.

This is not a scene from a Dickens novel, but is in fact the real status of a majority of small scale manufacturing sector in India.

I asked some of the workers how they manage to work for such long hours in these conditions. Their response is often a shy smile, a nod of the head with their fingers pointing towards their stomach. Yes, we all have to eat, an unfortunate necessity for existence.  Many of the migrant workers are happy to have a job where they can earn enough to support their families that are left in their home states.  They save assiduously and send home anywhere from Rs. 1000 ($20) to Rs. 1500 ($30) per month, critical funds that are needed to provide food and other essentials for their families.

The factory owners claim that they need to control costs in order to compete with cheap imports from China and that they cannot afford to clean up their factories or offer higher wages.

Sure, the workers could organize and demand better wages and conditions, but most of them are temporary workers and often do not have the wherewithal to launch a coordinated effort. Labor laws and workplace safety laws exist, but enforcement is a huge challenge mainly due to corruption and a shortage of labor inspectors in a country that has millions of such units.

Intellectuals are of the view that this is a part of industrial development and that every country goes through the sweatshop stage. They argue that businesses need to grow and gain profits that will enable them to pay more and maintain cleaner factories. Furthermore, a job today is much more valuable than none. I have been told that I must not apply my “first world” concepts at this point in time of India’s development.

What should we (i.e the development community) do about all this? Should we stick to our mandate of selling valuable products and services to the BoP and just ignore this? Can we try to influence governments? Can we insist that the products our social enterprises produce have to be manufactured in clean factories where labor laws are followed?

What are your thoughts?

The Hype Curve

Thursday, May 28th, 2009

hypecycle-thumb

The research firm Gartner developed the curve above, nicknamed the hype curve, to describe the lifecycle of technology product adoptions. The words at different points on the curve can be used to describe the feelings of  users as they get acquainted with the product/service.

Curiously enough, most of the stuff I do and the way I feel about them fits this basic curve (just ignore the tech words). For e.g my current thoughts on the social enterprise sector or my current job lie at some point on the curve.

Most importantly, it is a reminder that thoughts and feelings are transient by nature and that eventually equilibrium is reached, where expectations and reality are in sync.

The Lexus and the Water Pledge

Tuesday, May 26th, 2009

At a conference last week, I had the pleasure of meeting with Jeff Seabright, Coca-Cola’s Vice President for Environment and Water. He spoke about the company’s policy to reach a water neutral footprint. In other words, for every liter of water Coke extracts from aquifers, it will take action to replenish the earth’s water supply. In some areas, the company is planting trees; in other communities, it is providing drip irrigation to farmers who otherwise would use flood irrigation to water their crops.

This is a thrilling initiative. First, it underscores to me that many of the world’s new standards are likely going to come from corporations who increasingly see themselves as global citizens. Of course, regulation is critical – and I am not naïve about the damage multi-national corporations can cause to the environment. But this is an important step forward, and I do believe that young people especially will hold companies to a higher standard of behavior and the smartest companies will stay ahead of this curve.

This initiative also excites me because it may provide an algorithm not only for corporations but for all of us. What would it take to influence our individual behavior so that we took the attitude that we give back to the world what we take out of it? We now have sophisticated tools to measure our carbon footprint – therefore, we know what steps could be taken to offset it. The same calculations can be done for water.

We could take this further as well, for example, around luxury consumption. What if we each created some sort of match for ourselves, whereby we would contribute to organizations fighting poverty in proportion for what we spend on luxury consumption? In other words, we would not “charge ourselves” for what we think we need in terms of the essentials (and this figure may vary widely according to overall income, of course). But we might contribute to charity at a rate connected to the very non-essential – not only to make us think about what we’re consuming but also create a different kind of redistribution that would be encouraged not by government taxation but by an individual’s own – but perhaps shared – moral code.

In the early years of Acumen Fund, one of our Partners told me that he was considering buying a Lexus when it hit him that he could, instead, buy a good (but less expensive) car, and give the difference to Acumen Fund. Years later, that gift is one of the most meaningful to me. I saw the partner recently and he told me that after seven years, he’s still driving the car and that every now and then, he smiles to himself thinking about the meaning the particular car enabled him to create. There’s something to this idea…

Young Professionals for Acumen Fund: A Call to Action

Monday, May 18th, 2009

Young Professionals for Acumen Fund just hosted an exciting reading and speaking event featuring Jacqueline Novogratz, CEO of Acumen Fund and author of the bestselling memoir The Blue Sweater. Even though I work at Acumen Fund, this was a can’t-miss opportunity not only to enjoy the company of Jacqueline but to get to know other enthusiastic young professionals. In spite of the crowd (there were upwards of 100 people), an intimacy reverberated throughout The Bubble Lounge, a fitting venue given that the room seemed to bubble over with chatter and connections.

As I looked around the room at the twenty and thirty somethings who, collectively, cover a wide spectrum of NYC professions ranging from non-profits to multinational banks and corporations, I couldn’t help but think about how Jacqueline had immersed herself in both ends of the spectrum at different junctures of her career path. Jacqueline started her career as an investment banker on Wall Street before becoming the CEO of a global nonprofit social venture fund. The Blue Sweater describes this journey and the personal discovery that we – the rich and the poor – live in an interconnected world.

Since the event, I have reflected on ways in which we young professionals are also connecting with each other while drawing from our diverse backgrounds and resources to achieve the shared mission of making social impact. A network that has impressively grown to over 500 members since its conception about a year ago, YP for Acumen Fund has the potential to harness all this talent and willingness to make positive change in the world. The recurring question of the evening was: “Now that I’m involved with YP, what can I do to help further the cause?” Here are my take-aways:

1. Fundraising - The most direct impact we can make is to support Acumen Fund’s mission by raising funds. During the event, a young professional asked Jacqueline if Acumen Fund ever planned on expanding its investments to other countries (other than its existing portfolio work in East Africa, Pakistan, and India). The answer: it’s part of the vision, but a level of committed funds is needed to do so. With 500+ members in the network, YP can set a goal of raising $50,000 (who doesn’t like goal-setting?) if everyone sets out to donate or raise $100 each. Additionally, there are many opportunities to find creative ways of fundraising (events, more book readings, auctions). If you’re ready, donate here.

2. Voice for Acumen Fund
– Jacqueline said it herself: “Being a non-profit allows us to exercise patient capital and focus on changing minds, not just lives, and to experiment.” As a growing network, YP can really make an impact at spreading the message and changing the minds of existing, unproductive assumptions on poverty and poverty alleviation. Acumen’s market-based, bottom-up approach to lifting people out of poverty is a powerful and compelling story that can and should be shared with others.

3. Power of the Acumen Fund Network – Repetition hits it home: we are a network of 500+ members, and this really means something. Whether you are looking for ways to individually connect with others who share your interests or you want to combine resources and exchange ideas to further the Acumen Fund cause, the YP network is tremendously resourceful and can be leveraged to enable these goals. I have always found it invigorating to meet others who share the common goal of working collaboratively to make social impact – big or small – and the YP continues to make this possible.