Once a big idea emerges (like Cloud Computing), people tend to copy and emulate it. A big idea blossoms and spreads outward like a huge octopus. A starting venture needs a clearly definable mission with a cadre of knowledgable people who can spread out in the field and recruit customers and other key employees. The author encourages the reader to recruit top minds or human capital and build a big tent. Hire builders and fixers and not organizational destroyers. The most important aspect of hiring is screening for people who can identify with the mission enthusiastically. In addition, a modicum of organizational quiescence is critical with a minimum of sum zero conflict. Some conflict is always necessary in order to thrash out contrasting views to identify the optimal strategic direction, achievable benchmarks, implementation methodology and goal incongruencies of strategic constituencies involved in this whole process.
The challenge is to do the following:
- Set Reasonable Expectations
- Evaluate and lastly to Reward
Grass roots networks are a popular way to make an organization known. The classic modes of operation are public speaking, organizing public workshops, the internet and phone banks to contact potential clients to grow the business and encourage outreach into the community .
The federal government is another good resource as are state governments. In 2009, a full 49% of the federal budget went to contractors and grantees. Other resources are private capital and entrepreneurial knowhow.
Overall, The Social Entrepreneur's Handbook provides an easy-to-follow roadmap which outlines the formulation and implementation of non-profit sector projects of varying complexity. The book will be sought by non-profit sector operators, eleemosynary institutions, academicians, journalists, government contractors and a wide spectrum of the general public .