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Report launchThursday 7th February 2013, 8-10am
Social Enterprise In Pakistan: Unlocking Innovation Through Enterprise Incubation
The format for this morning is:
08:00 - Registration and breakfast.
08:30 - Welcome from Dylan Matthews, Senior Associate, Allen & Overy.
08:35 - Introduction, Priya Shah, Lead Author of Report.
08:45 - Responses from Panellists: - Dr Iman Bibars: Regional Director of Ashoka Arab World, co-founder and chair of Association for the Development and Enhancement of Women. - Huma Fakhar: President at MAP Services Group and Partner at the Gulf Food Fund. - Ali Akbar: Pakistan Country Director at Hashoo Foundation and former Head of Programme Management at Big Lottery Fund.
09:20 - Panel discussion and Q&A moderated by Priya Shah, Lead Author of Report.
09:55 - Closing remarks from Tommy Hutchison, Founder and CEO, i-genius.
10:00 - Networking and refreshments.
#socent @PratikEPG
Our speakers for this morning are:
Priya Shah
Lead author of this report;
Consultant at EPG; Programme
Manager at Asia House; and lead
author of Frontier Markets:
Pakistan.
Huma Fakhar
Founder and Managing Partner of
MAP Trading and Investment UK,
providing marketing, trading and
investment services globally;
Managing Partner of Gulf Food
Fund; and Chairperson of the Brains
Trust, the Evian Group’s political
economy think-tank in Switzerland.
Dr Iman Bibars
Founder and Regional Director for
Ashoka Arab World; Leadership
Group Member and Global Diaspora
Leader at Ashoka; co-founder and
chair of ADEW, a CSO providing
credit and legal aid for
impoverished women; Peace Fellow
at Georgetown University; Parvin
Fellow at Princeton University;
author.
Tommy Hutchison
Founder and CEO of i-genius;
Visiting Fellow at Liverpool Hope
University; and Advisor to Hunan
University. Previously Tommy
worked in the City as an aerospace
analyst before becoming Political
Advisor to NatWest and then
Director of the Industry Forum.
Ali Akbar
Social development practitioner;
Pakistan Country Director for
Hashoo Foundation; has established
country programme office in
Pakistan for Voluntary Service
Overseas, helped establish
Strengthening Participatory
Organization; managed programme
portfolios of over 500 million pound
for Big Lottery Fund.
#socent @PratikEPG
EPG Economic and Strategy Consulting, 78 Pall Mall, London, SW1Y 5ES
www.economicpolicygroup.com
Priya Shah
Thursday, 7 February 2013
SOCIAL ENTREPRENEURSHIP IN PAKISTANUnlocking innovation through enterprise incubation
The Scope for Social Enterprise in Pakistan
Landscape:
• In Pakistan, 66% of the population of 187 million lives at the base of the pyramid, under US$2 a day.
• Low-income communities lack adequate access to healthcare, education, water, energy, and housing.
• Similar to most developing countries, the government and the private sector have not been entirely able to fill the gap for the provision of goods & services – this is where social enterprises come in.
Opportunity:
• A wealth of natural resources is untapped across the energy, agribusiness and mining sectors.
• Two-thirds of the population is under 30 years old; there is a need for stronger vocational training and empowerment of able workforce.
• Technology & innovation can be used to boost local enterprises.
• A number of foundations and social intermediaries are already active in this space.Page 5
The Report: Why Business Schools?
• Business schools represent a highly skilled segment of the education sector. They can be the launching pads for social innovators with the right inputs. There are 99 higher institutions offering business education in Pakistan.
• Prestigious universities (LUMS, IBA) can leverage global networks to build incubator hubs in Pakistan.
• The provision of management, innovation and skills training is vital for the next generation of entrepreneurial businesses.
• Alumni networks through business schools can continue to mentor young entrepreneurs through fellow and accelerator programs.
• Case studies from other markets, such as India, can be used to assess replication in Pakistan (e.g. IIMA incubator hub in India).
Page 6
The Report: Key Findings
• Pakistan has a thriving entrepreneurial culture that can be harnessed effectively by business schools.
• Fellows system and mentorship networks are key to capacity building and providing post-investment management assistance.
• Grassroots activities now need to translate to the policy level (Social Innovation Coalition).
Page 7
Insights & Recommendations
The Incubator Model
Page 8
Government Support
Research and Development
Funding
InfrastructureTechnical (initial
expertise for business, sales, marketing etc.)
Organisational (management inputs plus
relational support for human resources
development )
Inf rastructure (providing initial capital, land,
equipment)Private investors
Goverment grants and donations
International publications Research grants
Faculty-Student ratio (indicator of quality
assurance)
Campus area, computers, Bloomberg and Reuters terminals,
Library
Incubation centre for business start-ups: provide initial seed
funding
Self generating funds (regular, executive
courses, vocational etc courses)
Business Education
Source: EPG
Insights & Recommendations
A Value Chain Analysis
Page 9
0
1
2
3
4
5
6
Faculty Development
Program
Students Development
Program
Faculty Renumeration and
Awards
Faculty Education and Exposure
International Faculty
Development Program
International Students
Development Program
Industry Linkages Research Environement
Scale
(1 is
Bad,
5 is
Exce
llent
)
LUMS IBA SZABIST Bahria NUST
0
1
2
3
4
5
6
Faculty Development
Program
Students Development
Program
Faculty Renumeration and
Awards
Faculty Education and Exposure
International Faculty
Development Program
International Students
Development Program
Industry Linkages Research Environement
Scale
(1 is
Bad,
5 is E
xcell
ent)
Harvard MIT CUNY Stanford Yale
Source: EPG
Insights & Recommendations
Social Innovation Coalition
• Stakeholder Dialogue: Various players involved in knowledge transfer around social entrepreneurship; unit maintained through a secretariat.
• Social Investment Fund: Financial
intermediary groups responsible for investment
allocation, sector due diligence
and risk diversification.
• Innovation Lab: Research unit where
technological advances are utilised in
social enterprise scaling.
• Cross-border Entrepreneurialism: Social
innovation models, implemented in other
emerging economies, are replicated in
Pakistan. Page 10
Social Innovation Coalition
Stakeholder Dialogue
Social Investment
Fund
Cross-border entre-
preneurialism
Innovation Lab
Conclusions
Key Takeaways:
• Public and private investors can play an instrumental role in shaping the ecosystem and unlocking the full potential of Pakistan’s social entrepreneurs.
• Raising both investor confidence and entrepreneurial confidence is critical to this process – role of education, mentorship and training programmes.
Calls to Action:
• Interlink various institutions and players to create dynamic shifts and implement long-lasting policies to foster social innovation.
• Empower entrepreneurs to deliver hybrid financial and social return on investment.
Page 11
THANK YOU
Priya Shah, Consultant, Economic Policy Group