Abstract
Results show that it is challenging for SEOs to commit to sustainability by contributing to the eradication of extreme poverty through the transformation of their business models and governance practices while becoming financially independent in spite of their fragmented sectors. The key priorities, opportunities, challenges, and implications for SEOs to address these challenges, are structured according to three pathways.
Firstly, SEOs use new and revised policies, well managed operations, and flexible legal structures as enabling governance structures that are built on trust, thereby stimulating creativity and innovation. By so doing, the capacity of the state is increased and the spirit of ‘ubuntu’ – which means I am because we are – is supported.
Secondly, to be self-supporting and/or profitable, SEOs use a wider variety of available financial instruments in innovative finance while collaborating synergistically within the entrepreneurial ecosystem. This practice includes the mastering and application of business skills to recover costs for operations, using technology to gain access to markets to become financially independent.
Thirdly, SEOs create, deliver, and capture value through social business models that allow for innovative design, improving products and services, reflecting the increased triple bottom line, and strengthening partnerships. Spillovers are generated in socio-environmental enabling communities, thereby reconstructing fragmented SEO sectors over time.
In order for SEOs to keep their priorities set on creating value for the extreme poor and the planet, to exploit opportunities and overcome challenges according to these three pathways, a business transformation proposition is proposed, referred to as the SEEC Enterprise Framework.
The SEEC Enterprise applies the SEEC Enterprise Framework to disrupt the waiting time that the unemployed have in finding work. The building blocks that the SEEC Enterprise Framework proposes in building capacity to align, scale, and excel, are the SEEC Enterprise -Logframe, – Value Chain and – Business Model. Stakeholders collaborate synergistically, generating spillovers, thereby allowing for severely fragmented components of especially the middle and base tiers of alternative financial instruments and enabling governance structures to be reconstructed over time. The top tier of SBMI, being the least affected, lends itself to be well resourced from the main source, global knowledge, to reflect an increased triple bottom line and strengthened partnerships. Global knowledge contributes to added pressure towards achieving the sustainable eradication of extreme poverty, enabling SBMI to spill over to other tiers. This would enable SEEC Enterprises to create a pool of knowledge in a synergistic manner, enabling a regenerative process.
