Mission, Inc.
Kevin Lynch更新时间：2019-01-03 11:12:30
最新章节：Other Titles in the Social Venture Network SeriesCover
Copyright
Letter from the Editor of the Social Venture Network Series
Preface
Kevin Lynch’s Story
Julius Walls Jr.’s Story
Acknowledgments
From Both of Us
From Kevin Lynch
From Julius Walls
Introduction The Most Successful Business on Earth
The Power of Business
Business for the Common Good
The Practitioners
1 The ten paradoxes of social enterprise
■ PRACTITIONER’S TIP You must get better to get bigger to do more.
■ THE PRACTITIONER’S FORMULA Do all the right things a traditional business does avoid the social enterprise traps and grab the points of leverage that are available only to you.
What’s on Your Mind?
Take Every Word of This with a Grain of Salt
■ PRACTITIONER’S TIP Survive long enough to get lucky.
■ PRACTITIONER’S TIP Be prepared to operate at the rate of rapidly accelerating change that every business is faced with—squared!
Putting Yourself out of Business
2 Doing good versus doing well BALANCING IMPACT AND PROFIT
■ UNLOCKING THE FIRST PARADOX On balance Mission Versus Margin is not an either-or.
Guiding Principles
■ PRACTITIONER’S TIP Create a set of guiding principles.
Practicalities Beyond Principles
■ PRACTITIONER’S TIP Most daily decisions aren’t made in perfect mission-margin balance. They will tip in one direction.
Mission Leverage
■ PRACTITIONER’S TIP Leverage mission and margin to gain a key competitive advantage.
3 Form versus function CHOOSING THE RIGHT STRUCTURE
■ UNLOCKING THE SECOND PARADOX If the common good is your function then your choice of form is merely a strategy.
Why Form Matters
Form Function and Finance
■ PRACTITIONER’S TIP All things being equal (and they usually are not!) choose the form that finances growth.
The Final Implication of Form
■ PRACTITIONER’S TIP Whether an enterprise is for-profit or nonprofit in form “not profitable” is never an option.
4 Planning versus practice WORKING WITH DISCIPLINE
■ UNLOCKING THE THIRD PARADOX Plan well. Adjust better.
Planning Well
Executive Summary
Background
Products or Services
Operations
Market
Strategy
Management
Financial Information
Summary
Adjusting Better
■ PRACTITIONER’S TIP Have a big vision and small plans; coordinate; inform; learn; depart don’t drift; and roll.
Have a Big Vision and Small Plans
Coordinate
Inform
Learn
Depart Don’t Drift
Roll
■ PRACTITIONER’S TIP Do the next right thing.
5 Debits versus credits CREATING FINANCIAL HEALTH
■ UNLOCKING THE FOURTH PARADOX Continuously develop your financial literacy.
Counting Money
■ PRACTITIONER’S TIP Debits and credits define cause and effect.
The Money Model
■ PRACTITIONER’S TIP Ask yourself What are my three key dynamics?
Having Money ≠ Making Money
■ PRACTITIONER’S TIP Learn the simple tricks of cash management.
Making Money ≠ Making Sales
■ PRACTITIONER’S TIP Develop cost accounting practices that include the cost of the mission.
Spending Money
■ PRACTITIONER’S TIP Have a frugal mind-set not a poverty mind-set.
Talking About Money
■ PRACTITIONER’S TIP The enterprise must demonstrate an institutional grasp of money.
Watching the Money
■ PRACTITIONER’S TIP Use a weekly dashboard of key numbers.
■ THE PRACTITIONER’S CASH-ON-HAND CALCULATION Starting cash + expected collections - expected payments = Ending cash
Getting Good at Money
6 Do-gooders versus good doers HIRING THE BEST PEOPLE
■ UNLOCKING THE FIFTH PARADOX You can—and must!—win the battle for great people.
■ PRACTITIONER’S TIP Hire people who will push back!
Table Stakes
■ PRACTITIONER’S TIP Respect the value exchange at the heart of the employer-employee relationship.
■ PRACTITIONER’S TIP The value exchange must be fair consistent and competitive. But it needn’t top the market.
You Can Find Them
■ PRACTITIONER’S TIP The time is right to attract great people to social enterprise.
What a Deal You Have for Them
Aspiration
■ PRACTITIONER’S TIP Support aspiration by getting out of the way.
Say
■ PRACTITIONER’S TIP Create intentional forums in which say can be said.
Voice
■ PRACTITIONER’S TIP Don’t hog the fun. Give voice to all.
Ritual
■ PRACTITIONER’S TIP Visualize the common good through ritual.
A Fine Line
■ PRACTITIONER’S TIP Don’t settle for mere talent or experience. Go for multitool players.
7 Perception versus reality MARKETING ON HIGHER GROUND
■ UNLOCKING THE SIXTH PARADOX A product as good as the mission is your strongest competitive advantage.
More Than Cause Marketing
■ PRACTITIONER’S TIP Be careful about cause marketing.
Be Good
■ PRACTITIONER’S TIP Mission + mediocre product = Dissonance Mission + killer product = Magic
■ PRACTITIONER’S TIP The market will assume you can’t “perform” as well as a traditional business.
■ PRACTITIONER’S TIP All the mission in the world won’t make someone eat a lousy overpriced spaghetti sauce. You have to be good.
The Mission Advantage
■ PRACTITIONER’S TIP Cocreate with your customers.
Creating Connection
Live by Marketing Die by Marketing
■ PRACTITIONER’S TIP Avoid puffery that misrepresents your product or exploits your people.
8 Value versus waste LEANING THE ENTERPRISE
■ UNLOCKING THE SEVENTH PARADOX Eliminate waste and focus on value to achieve operational excellence and gain mission leverage.
Enter Lean
■ PRACTITIONER’S TIP Lean is one of the most socially responsible things you can do.
■ PRACTITIONER’S TIP For social enterprise anything that detracts from mission is also waste.
The Lean Tool Belt
■ PRACTITIONER’S TIP Lean is simple. But first it’s complicated.
Value-Stream Mapping
Kaizen
The Lean Social Enterprise
■ PRACTITIONER’S TIP If creating customer value conflicts with mission delivery improve mission delivery.
■ PRACTITIONER’S TIP Scale thinking requires a fierce commitment to operational excellence.
9 Metrics versus instinct MEASURING SUCCESS
■ UNLOCKING THE EIGHTH PARADOX Your business isn’t a social enterprise until you can prove it with blended social and financial metrics.
Why Bother?
■ PRACTITIONER’S TIP Measure impact to improve it.
■ PRACTITIONER’S TIP Build common-good measurements from the ground up into the front end of the enterprise.
If a Tree Falls in the Woods but There’s No One Around to Hear It
PRACTITIONER’S TIP Use measurements to inform your instincts not replace them.
Outputs to Outcomes
Build It In
■ PRACTITIONER’S TIP Measure frequently and regularly— and celebrate results!
10 Growth versus focus EXPANDING SENSIBLY
■ UNLOCKING THE NINTH PARADOX Avoid the seduction of growth for growth’s sake. Grow only for the right reasons.
Grow What?
■ PRACTITIONER’S TIP Do more of the thing you do not more things.
Mission Creep
One Basket Too Many Eggs
■ PRACTITIONER’S TIP Begin replacing the big customer the moment you land it.
What It Takes to Grow and Expand
Market Opportunity
Resources Financing and Capacity
Culture
Discipline
Leadership
11 Sweat equity versus blood equity CARING FOR YOURSELF
■ UNLOCKING THE TENTH PARADOX Accept the sweat but draw the line at your blood and your family’s tears.
The Right Stuff
Thirteen Tips for Taking Care of Yourself
■ PRACTITIONER’S TIP Constantly measure and evaluate your balance point.
■ PRACTITIONER’S TIP Set boundaries.
■ PRACTITIONER’S TIP You will have setbacks. Plan for them.
■ PRACTITIONER’S TIP Learn from mistakes.
■ PRACTITIONER’S TIP Allow others to learn from your mistakes.
■ PRACTITIONER’S TIP Stretch out. Be flexible.
■ PRACTITIONER’S TIP Care for yourself.
■ PRACTITIONER’S TIP Make sure your staff are taking care of themselves.
■ PRACTITIONER’S TIP Have a personal management philosophy.
■ PRACTITIONER’S TIP Model the culture.
■ PRACTITIONER’S TIP Seek feedback.
■ PRACTITIONER’S TIP Coevolve.
■ PRACTITIONER’S TIP Practice humility.
Epilogue
Contacts
Notes
Preface
Introduction
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Chapter 7
Chapter 8
Chapter 9
Chapter 10
Chapter 11
Index
About Social Venture Network
About the Authors
Other Titles in the Social Venture Network Series
更新时间：2019-01-03 11:12:30