Likewise, Walls and Lynch help readers grapple with a different set of expectations from employees, investors, customers, and the community. Exploring the many paradoxes that can hamstring social enterprises, the authors explain how starting and running a social enterprise requires leaders to adopt an entirely different mindset and often a wholly different perspective on the day-to-day choices they're forced to make. How can you be as efficient as any of your for-profit or nonprofit competitors while at the same time staying true to your social purpose?In this groundbreaking guide, social entrepreneurs Kevin Lynch and Julius Walls draw on their own extensive experiences and those of twenty other social enterprise leaders to focus on the fundamental blocking and tackling tactics that make the difference between success and failure. But if you want to run one successfully, you have to manage a tricky balancing act. Social enterprises put their change mission first – what they sell or what service they provide is a means to accomplishing a larger goal, rather than an end in itself.Their front-and-center commitment to doing good makes social enterprises immensely attractive. Business has the power to change the world, but some businesses embrace that opportunity more aggressively than others do.
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