Seth Godin reminds us of the best time for a venture to start. And I remind you that anything worth doing is usually difficult and there is no shortage of people who will tell you it can’t be done. Think about it.
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by hannula on 19. Dec, 2006 in Uncategorized
Seth Godin reminds us of the best time for a venture to start. And I remind you that anything worth doing is usually difficult and there is no shortage of people who will tell you it can’t be done. Think about it.
Related posts:
Todd Hannula was a self-confessed “corporate boob”, before moving to Yorkshire and making things happen. He is a co-founder and CEO of Leeds-based social entrepreneurial development and consultancy firm Camberwell that makes places and spaces work; including their own social business ventures for entrepreneurs and a game-changing aspirational place.
Chrissie Slater grew up on a small Scottish island. With a history of private sector business development both for the corporate sector and for her own business, she was selected as one of Yorkshire’s Woman Business Ambassadors in 2007 - and joined Camberwell the same year.
Chris Hill has worked in the field of enterprise and regeneration for twenty years and is Camberwell's co-founder and business development director. His specialist areas include development trusts and associated property development, business planning and enterprise work with housing associations.
TEDx 2009: the places to be...
Social Enterprise Business is currently being led by 45 person boards of coalitions and 1,720 quangos. Is this a real movement-a new way to do business- or is it simply a place to park some government funding? When the Times and RBS give out social entrepreneur awards to CEOs running charities…we have surely lost [...]
What a week it has been. Social entrepreneurs are still the negative (white) space in an Escher symmetry drawing.
We saw an investment project go to an investment panel, returning to the panel actually, having achieved all that was asked of it and a bit more for good measure – including reducing the costs by 35%.
We [...]
In terms of a strategy for organisational culture there are two obvious elements to get right; people and structure. It is important to recruit people who buy into the culture and have a structure that encourages the right atmosphere.
For a rapidly growing company getting only one of these right is not enough. When a company [...]
In terms of a strategy for organisational culture there are two obvious elements to get right; people and structure. It is important to recruit people who buy into the culture and have a structure that encourages the right atmosphere.
For a rapidly growing company getting only one of these right is not enough. When a company [...]
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