Intro A growth plan is a social enterprise’s articulated vision and rationale for how it will grow its business in the marketplace and scale its ability to achieve its mission. In order to develop a clearly articulated, compelling, and comprehensive growth plan, you will need to address at least the following considerations: Below, we explore […]
Content Type: Deep Dive
This second article addresses steps five to seven, which happen after the top executive has decided to leave.
Succession planning begins with the end in mind. The leader’s leaving is not the end; in fact, it is also a new beginning – for the departing leader, for their successor, and most importantly, for the organization and all its people.
A report documenting how 15 ESEs best support participant workers after they have graduated from the ESE program.
This presentation provides a user-friendly summary of research conducted on different types of CRM (Customer Relationship Management) software available on the market.
The Supervisor Onboarding & Training presentation is an example of a cohesive package of training material for onboarding new supervisors at an employment social enterprise.
Social enterprises can integrate financial wellness programming, both as a business and as a workforce program, to further increase the financial capabilities of the people they employ
During my annual evaluations with my Board, I began giving transition signals, saying that I saw myself remaining in my CEO role for “no longer than five years.” Then it became “two to five years” …and then “about two years.” Until one day, I said to my Board Chair and Vice-Chair, “I would like to leave in a year.”
This resource tailors its advice and guidance to early-stage ESEs, is designed with a “newly-onboarded COO of an ESE” in mind, and incorporates an organizational change management lens on operations improvement