Community-Builders, Tech-Enablers and Pivot-Preneurs: Covid-19 and Its Impact Upon Impact
Over the past ten years, we have been able to contribute to meaningful research and advisory work supporting the continent’s social enterprises; most recently, the British Council’s work on women’s empowerment and social enterprise. Right now, we see social enterprises across Sub-Saharan Africa adapting to COVID-19’s many unknowns and we’ve been talking to actors across the space to learn more about how they are responding to the new normal. In those discussions, social entrepreneurs appear to coalesce around three key themes: (a) creating community, (b) expanding digital technology usage and (c) building new business lines, and/or adopting a more comprehensive overhaul of strategies. In the below paragraphs, we cite a few examples, which we hope will give supporters of social enterprises in Africa some ideas about where and how they may engage.
A. The “Community Builders”: At a time of so much uncertainty, the impulse to reach out is evident. The social entrepreneurs who have this trait are those who believe their best strategy lies in being part of a common endeavour, to learn and to grow. For example:
· Kiara Ramklass, musician and founder of South African music company Marimba Jam, shared how she would like to be part of a network of social entrepreneurs who can mentor each other, beyond her sphere of expertise, because this period has taught her something about the need for greater financial literacy. She feels that she would benefit from starting or being part of a network “particularly around women, [to help them to] become financially independent, how to acquire assets and make investments”.
· Ashoka Sahel, which supports and nurtures entrepreneurial talent, shared how within their ecosystem of SEs, the emphasis is being placed on wellness, because social entrepreneurs need to know how to navigate in practical ways and share experiences, rather than suffer in silos. For instance, they shared how with employees now working from home, a pressure point for some entrepreneurs is how to demonstrate productivity without engaging in presenteeism.
B. The “Tech-Enablers”are thesocial entrepreneurs who are increasingly relying on digital technology to manage their workforce, connect with consumers, access resources, or share knowledge and build networks. For example:
· Tech Village Zimbabweis a collaborative space for early stage entrepreneurs to share ideas, receive support and “make mistakes before they go in front of investors” as Operations Director, Lynn Majada put it. COVID has made it difficult to do business face to face, and Lynn shared how they are now doing more online in terms of coaching, pitching and marketing. Part of their mandate is also to simply provide solutions to social issues. Currently, her target group is people who ‘who look like they’re ok’ on the face of it but who are actually struggling. Being more digitally-oriented means that Tech Village can have stronger visibility so people can reach out to them and they can therefore respond more promptly to the need.
· Marimba Jam is also working hard to leverage the opportunities that technology provides. The company promotes social harmony through music, in which it teaches young people how to play marimbas. Pre-COVID, they would go into schools to teach children and young people how to play marimbas but now, they’re using social media groups to hold online classes.
C. The “Pivot-preneurs”are the cluster of social entrepreneurs who have either introduced a new product line or service area, still in keeping with their core business, or those who have had to redesign strategies in order to make commercial sense. For example:
· Litha Flora isa South African boutique brand and business which produces indigenous African products for health and wellness. It manufactures products and sources bespoke artefacts, garments and jewellery and creates educational experiences. The changing market dynamics resulting from the COVID period has given the founder the space to authentically share her story of wanting to connect wellness with African history and indigenous solutions and this has born an idea to go more into consulting.
· Active Generation Initiative, based in Rwanda, shared how they were formerly into basket and carpet weaving, supplying consumers in the capital, Kigali and sourcing inputs from Kenya. However, since COVID, the founder has completely moved away from this because border closures have blocked access to these essential inputs. In response, Active Generation Initiative has switched the model completely. Having observed that schoolgirls who have not been able to go to school need an income, AGI gives “piglets to schoolgirls at no cost for them….to rear them”. When these piglets grow, become sows and then also give birth, their offspring will then be shared equally with AGI.
Conclusion
The three trends are all inter-linked and bear semblance to the changes afoot for mainstream businesses. COVID has forced a strategic re-think as market centres have shifted, increasingly to an online postcode. There is broad recognition that where possible going digital allows social entrepreneurs continued or even expanded access to clients and collaborators at a time when mobility is still restricted. However, inadequate technical knowhow and hardware could hamper uptake even where socially minded entrepreneurs suspect that this is the way forward.
To learn more about the work we’re doing around impact or to find out how to become part of our social enterprise ecosystem, please get in touch at: impact@songhaiadvisory.com We would love to hear from you.