PATHWAYS AND PATHFINDERS

TO SOCIAL ENTREPRENEURSHIP
Dr. Eduardo A. Morató, Jr.
Chairman and President
 Social Entrepreneur

Social Entrepreneur

Missionary with strong Innovator

sense of social purpose
Highly oriented
towards others
rather than the self
Creates Social Impact
Creates Economic
Value
Raises Productivity

Changes Paradigms
 Enterprise Manager

Leader Manager Technical Expert

Visionary – sets goals Implements and improves Technical expertise in one
and strategic directions management functions of or more functional area
operations, marketing,
Mobilizes, organizes and finance and human Assesses, selects and
motivates people resources management operationalizes new
technologies
Design and develops Optimizes organizational
organizational structure efficiency, economy and
Designs and develops
and network of effectiveness
technical systems and
partners, allies and
Reviews systems and processes such as an
affiliates
procedures well electronic management
Design and develops
system, production and
operating, marketing and Enhances checks and inventory management
financial arrangements balances, establishes system, administrative
controls work flow, etc.
Programs and schedules
activities and tasks
 Social
Social Innovator Entrepreneur
Missionary
Social
Entrepreneur
and Enterprise
Financial
Social Manager
Returns,
Impact
Sustainability

Enterprise
Social Value Manager Enterprise Value
Creator Creator

The Social Entrepreneur and Enterprise Manager

 Very High Level of Bill and
Innovation Melinda
(Entrepreneurial) Gates
Apple, Foundation
Google,
Mondragon
3M
Significant in Spain
Innovation
Bote Bayan
Nestle Academy
Central
Ayala
Group
Ugong
Rock

Pure Pure
Profits Social
Benefits
Enterprises Inclusive Foundations Cooperatives Traditional
Traditional Fairtrade Social
with CSR Business Enterprises with Income and Associations Foundations
Enterprises Enterprises
Generating with Profit with Purely
Activities Objectives Social Goals
SM
Group
NATTCO
Some Bayan
Innovation
EDGE
Distribution SM
and Trading FOUNDATION
Very Low or No Innovation (Mainly
Companies
(Business as Usual) Scholarships)

MAPPING OF ENTERPRISE AND SOCIAL UNIVERSE

FROM PURE PROFITS TO PURE SOCIAL BENEFITS
The Making of Social Entrepreneurs and Enterprise Managers:
Pathways and Pathfinders to Social Entrepreneurship and
Enterprise Management
1. Character, Brain Preferences and
Personality of Entrepreneurs, of
Managers and of Social Missionaries

2. Competencies and skills

requirements for Social
Entrepreneurs and Enterprise
Managers

3. Formation and Evolution of Social

Entrepreneurs and Enterprise
Managers: Pathways and Pathfinders
 Whole Brain Model of Ned Hermann Perception

Thinking Intuition

A D
Logical Visual
Factual Holistic
Critical Intuitive
Technical Innovative
Analytic Conceptual
Quantitative Imaginative
Conservative Interpersonal
Structured Kinesthetic
Sequential Emotional
Organized Spiritual
Detailed Sensory
Planned Feeling
B C
Feeling
Sensing
 Brain Preferences of Managers, Entrepreneurs and
Social Missionaries
A D A D

C
B C B

Managers Entrepreneurs
A

Social Missionaries
ENNEAGRAM of Entrepreneurs and Social Missionaries

1 – Perfectionist

2 - Helper

3 – Achiever

4 – Romantic, Idealist

5 – Observer

6 – Critic, Questioner

7 – Adventurer, Epicure

8 – Asserter, Leader

9 – Peacemaker, Harmonizer
 Entrepreneur
(AIM-ME)
Top Choice – 7 – Adventurer, Epicure
Second Choice – 8 – Asserter, Leader
Third Choice – 3 - Adviser
Social Missionary
Top Choice – 2 – Helper
Second Choice – 4 – Romantic, Idealist
Third Choice – 9 - Peacemaker, Harmonizer

Enterprise Manager
(AIM-MBA)
Top Choice – 3 – Achiever
Second Choice – 8 – Asserter, Leader
Third Choice – 6 – Critic, Questioner

For Social Entrepreneurs and Enterprise Managers, it should be number 2 as

first choice, number 7 as second choice, number 3 as third choice and
number 8 as fourth choice.
 Three Sets of Skills and Competencies Needed
by the Enterprise Managers
I. People Skills II. Managerial Skills III. Technical Skills
1. Able to mobilize and 1. Able to generate and 1. Accounting for and reporting
organize groups and utilize resources well finances
individuals 2. Able to plan and 2. Financial Analysis, Forecasting
2. Able to relate to, and Insighting
program 3. Financial Packaging and Risk
empathize with
3. Able to design Mitigation
contextualize people 4. Market research using
3. Able to motivate, organizational structure
qualitative and quantitative
incentivize and empower and systems approaches
people 4. Able to assess 5. Market Analysis, Forecasting
4. Able to raise performance situations and identify and Insighting
and productivity of people problem and 6. Designing and developing the
5. Able to lead and transform Marketing Mix
opportunities 7. Technology assessment and
organizations 5. Able to determine adoption
6. Able to build a culture of 8. Production planning,
alternative courses of
excellence, harmony and Programming and scheduling
integrity action and evaluate 9. Line balancing and
7. Able to bring out the best them determination of ideal work
in people flow
10. Quality assurance and control
system
6. Able to decide on best 11. Optimization of
course of action using Productivity, Minimization
sound and valid criteria of Cost
12. Testing and evaluation of
7. Able to foresee
people using scientific
implication and approaches.
consequences of 13. Designing pay plans,
decision and provide benefits, incentives
contingency plans for 14. Training and skilling
areas of risk people
8. At middle management 15. Program and project
level, able to lead and 16. design and Development
17. Program and project
manage functional area
monitoring and evaluation
of management. At 18. Enterprise management
higher level, able to information systems
evaluate, coordinate 19. Enterprise planning and
and lead the whole programming systems
organization 20. Enterprise performance
management systems
Three Pillars of Masters in Entrepreneurship
I. Self Mastery
A. Learning to Think
1. Left Brain – Analytical,
Logical, Critical
Thinking
2. Right Brain – Creativity,
Intuition, Systems
Thinking
B. Learning to Intuit
1. Pattern Recognition
2. Rapid Analysis
3. Instant Insighting
4. Psycho-Osmosis
II. Situation Mastery III. Enterprise Mastery
A. External Environmental A. Enterprise Life Cycle
Assessment (EA) 1. Start-up, Piloting
1. Macro-Environment- 2. Commercialization
Social, Political, 3. Growth
Economic, Ecological, 4. Maturity
Technological 5. Reengineering
2. Industry Analysis B. Enterprise Life Forces
3. Sector Analysis 1. Entrepreneur
4. Area Analysis 2. Enterprise Operation
5. Market Analysis 3. Enterprise Organization
 Actual and Potential 4. Enterprise Products
 Demand and Supply and Services
 Trending and 5. Enterprise Relevant
Forecasting Environment
C. Learning to Feel 6. Micro Market Analysis
1. Understanding the Self  Consumer Profiling,
2. Managing the Self Demographics,
3. Motivating the Self Psycholographics,
4. Understanding Others Technolographics
5. Managing Others  Sales Data Mining
D. Learning to Do  Behavior, Traits and
1. Learning before Doing Characteristics
2. Learning while Doing B. Internal Environmental
3. Learning after Doing Assessment (IA)
E. Learning to 1. Evaluation of Outputs
Communicate and Outcomes –
1. Transmitting Messages- Performance/Manage-
Logos, Pathos, Ethos ment Assessment
2. Receiving Messages 2. Assessment of
Listening, Organizational
Understanding, Competencies
Clarifying 3. Assessment of
Utilization of Resources
6. Managing Four
Functions of Management
1. Market Management
 Market Research
 Market Planning
 Marketing Mix or Seven
Ps of Marketing
 Marketing Strategy
2. Operations Management
 Determination of
Customer Quality,
Delivery and Price
Expectations
 Design of Enterprise
Delivery System (Inputs,
Throughputs, Outputs
and Outcomes)
 Capacity Determination
 Operating Processes
and Work Flow
 Operating Systems and
Controls
F. Learning to Lead 4. Assessment of 3. Financial Management
1. Inspirational Management Processes  Financing
 Investing
Leadership 5. Assessment of  Negotiating and bargaining
2. Transformational Management Functions  Administering
Leadership 6. Assessment of Units,  Numbers Generation and
3. Adaptive Leadership Teams and Individuals Analysis
 Cash Management
G. Learning to Be 7. Assessment of Physical  Evaluation and Control
 Wonderment Facilities, Working 4. Human Resource Management
 World view Conditions  Recruiting
 Routing
 Wisdom 8. Assessment of  Retooling
 Way of the Spirit Organizational  Recycling
 Will to Live Arrangement ,  Receiving
Alliances, Affiliations  Rewarding
 Retaining
9. Assessment of  Re-organizing
Governance and 5. Strategic Planning and
Leadership Management
10. Assessment of Strategic  Setting Goals: Vision, Mission,
Objectives, KRAs, PIs
Fit in Vision, Strategies,  Evaluating External and
Organization and Internal Environments
People  Generating Strategic Options
 Determining Best Strategies
 Strategy Implementation
 Gina PATHWAYS TO SOCIAL
Lopez
ENTREPRENEURSHIP
Ruth
Callanta
Fr. Anton
Pascual

Alex
Buenaventura

Henry
Callao

Teo
Llena Grassroots Initiator
SOCIAL
ENTREPRENEURSHIP
 Personal Reflection,
Introspection and
Enlightenment

Personal Mission

Education and Multi Community- Relevant

Institutional Level
Expertise Based Experience and
Interventions Networking
Development Initiative Exposure

Social
Movement

Social Empathy and

Environmental Affinity

PATHFINDERS TO SOCIAL ENTREPRENEURSHIP