Gilda
Quoting Andrea Bohnstedt <
andrea.bohnstedt@ratio-magazine.com>:
> Gilda,
> I'm a writer/analyst/professional nosy person, so I'm always interested in
> facts. But there are way more interesting stories out there than I could
> conceivably tackle, so I'm going to concentrate on the proper business and
> country risk stories, and ignore the fluffy heart-warming ones.
>
> I really think that all this well-intentioned 'social business' is
> incredibly bad PR for Kenya and Africa: because it's a cute, heartwarming
> story, it gets more popular (i.e. non-specialist) attention than a
> completely standard boardroom story, but it actually misrepresents what
> business in Kenya is.
>
>
> Edwin,
> Capacity is one thing, and I'm sure there are several dimensions to it
> (technical, number of seats, education levels etc). Perception also matters:
> I remember Nik mentioning that in the beginning, it was just really
> difficult to get on the radar screen of bigger outsourcing clients. But my
> more general point is as above: There are so many plain-vanilla business
> issues to this that I've got enough to research and write about if I want.
>
> Chris,
> I've emailed txteagle and will call Mr Eagle in the next few days to get
> some details - will let you know. That outsourcing reaches the middle class
> doesn't surprise me: If you look at the kind of qualifications and
> background you need to work in it, that's probably natural.
>
> And I think there's nothing wrong with employing middle class - or nascent
> middle class: There were some interesting stats on what middle class
> actually means in Africa (interesting column material as well:
>
http://the-star.co.ke/business/andrea-bohnstedt/24381-who-exactly-forms-the-middle-class).
>
>
> Employing middle class doesn't take anything away from anyone - it's
> employment, people pay taxes, and at least in Kenya, anyone middle class in
> employment has probably a number of family members that s/he helps looking
> after.
>
> I see the point that more employment everywhere is desperately needed. I do
> wonder, however, whether it makes sense to use a subsidised business model
> (which then isn't really a business, and its growth will depend on donations
> or 'sponsorship') is the best way of reaching these people. Maybe
> outsourcing just isn't the answer to marginalised youth unemployment?
>
> Eugene,
> YES to chocolate :)
>
> Happy day everyone,
> Andrea
>
> On 22 June 2011 09:10, <
godera@skyweb.co.ke> wrote:
>
> > Andrea,
> >
> > Maybe it would help if Samasource provided some actual facts on this,
> > rather
> > than the story....
> >
> > Gilda
> > Quoting Andrea Bohnstedt <
andrea.bohnstedt@ratio-magazine.com>:
> >
> > > How did Samasource help BPOs get started? I don't remember Nik Nesbitt
> > from
> > > KenCall, for example, talking about Samasource (but maybe I wasn't
> paying
> > > enough attention).
> > >
> > > I do remember Nik Nesbitt and a number of others talking about
> perception
> > > issues: that Kenya is not seen as a BPO market internationally, it's not
> > on
> > > anyone's radar screen, the operations are still too small to carry
> weight
> > > etc. I very much doubt that an NGO-type outfit like Samasource, with
> > people
> > > in refugee camps, does much to create a perception of Kenya as a punchy,
> > > professional, grown-up BPO player.
> > >
> > > On 21 June 2011 16:57, Muchiri Nyaggah <
muchiri@semacraft.com> wrote:
> > >
> > > > Not quite aid, leans more towards trade (or traid). Players like
> > > Samasource
> > > > have helped BPOs here get started.
> > > >
> > > >
> > > > Kind regards,
> > > >
> > > >
> > > >
> > > > *Muchiri* Nyaggah
> > > >
> > > > Principal Partner
> > > >
> > > > @muchiri
> > > >
> > > > +254 722 506400
> > > >
> > > > Semacraft.com
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > >
> > > > On Tue, Jun 21, 2011 at 4:34 PM, Agosta Liko <
agostal@gmail.com>
> > wrote:
> > > >
> > > >> First, they called is Social Entrepreneurship, Then impact Investing
> > > >> ....now its Impact Sourcing .......
> > > >>
> > > >>
> > > >>
> > > >>
> > >
> >
> >
>
http://www.rockefellerfoundation.org/news/press-releases/rockefeller-foundation-foster-impact
> > > >>
> > > >> Press Releases
> > > >> ShareThis
> > > >> Rockefeller Foundation to Foster Impact Sourcing in Africa: Poverty
> > > >> Reduction through ICT Jobs
> > > >> June 17, 2011 / Press Releases
> > > >>
> > > >> *New York, NY*—A new report funded by the Rockefeller Foundation
> > > >> estimates that the field of Impact Sourcing, employing
> > socioeconomically
> > > >> disadvantaged people in Business Process Outsourcing (BPO) centers,
> is
> > > >> currently $4.5 billion and has the potential to reach $20 billion and
> > > employ
> > > >> 780,000 by 2015. The report, conducted by Monitor Group, suggests a
> > > strong
> > > >> business case for Impact Sourcing, which can provide high-quality,
> > > reliable
> > > >> services at prices that are at least competitive with traditional BPO
> > > >> centers and, in some cases, almost 40 percent lower than what
> > traditional
> > > >> providers can offer.
> > > >>
> > > >> The findings, contained in the new working paper, *Job Creation
> > through
> > > >> Building the Field of Impact
> > >
> > Sourcing<
> >
>
http://www.monitor.com/Portals/0/MonitorContent/imported/MonitorUnitedStates/Articles/PDFs/Monitor_Job_Creation_Through_Building_the_Field_of_Impact_Sourcing_6_16_11.pdf
> > >,
> > > >> *also finds significant potential for poverty alleviation because
> > Impact
> > > >> Sourcing workers can earn incomes up to 100 percent over alternative
> > > >> employment options.
> > > >>
> > > >> The working paper is part of the Rockefeller Foundation’s Poverty
> > > >> Reduction through Information and Digital Employment (PRIDE) work.
> > > Through
> > > >> PRIDE, the Rockefeller Foundation plans to support the development
> and
> > > >> testing of Impact Sourcing business models, support research on
> > > >> interventions and continue to build the network of key Impact
> Sourcing
> > > >> stakeholders to advance the field.
> > > >>
> > > >> Impact Sourcing employs individuals with limited opportunity for
> > > >> sustainable employment as principal workers in Business Process
> > > Outsourcing
> > > >> (BPO) centers to provide high-quality, information-based services to
> > > >> domestic and international public and private-sector clients.
> > > >>
> > > >> “Harnessing the global BPO trend, PRIDE exemplifies the Rockefeller
> > > >> Foundation’s commitment to promoting growth with equity, in which the
> > > poor
> > > >> and vulnerable have more access to opportunities, such as ICT
> > > employment,”
> > > >> said Dr. James Nyoro, Managing Director, Africa. “The Foundation is
> > > proud
> > > >> to partner with Monitor on this important research, which drives the
> > idea
> > > >> that employing low-income workers will provide them with sustainable
> > > income
> > > >> which can lead to positive social outcomes, ultimately helping to
> > improve
> > > >> livelihoods and build relevant skills for employment in the fast
> > growing
> > > ICT
> > > >> sector.”
> > > >>
> > > >> *Job Creation through Building the Field of Impact
> > >
> > Sourcing<
> >
>
http://www.monitor.com/Portals/0/MonitorContent/imported/MonitorUnitedStates/Articles/PDFs/Monitor_Job_Creation_Through_Building_the_Field_of_Impact_Sourcing_6_16_11.pdf
> > >
> > > >> *features case studies on current Impact Sourcing models in Africa,
> > India
> > > >> and other regions, including those of Foundation grantees like
> Digital
> > > >> Divide Data, a social enterprise with the objective of creating jobs
> > for
> > > >> poor and disadvantaged youth in Cambodia, Laos and Kenya; and
> > Samasource,
> > > an
> > > >> intermediary that markets and sells Impact Sourcing services to
> > clients
> > > >> based in the United States and United Kingdom.
> > > >>
> > > >> “Based on more than 120 interviews across 13 countries with Impact
> > > >> Sourcing managers, providers of BPO services, outsourcing experts,
> > > >> employees, outsourcing clients, government officials, and other
> > > individuals
> > > >> linked to the Impact Sourcing space, this analysis creates a shared
> > > >> understanding of the current situation, the size of the opportunity
> > and
> > > >> action agenda necessary to build this field,” said Michael Kubzansky,
> > > Global
> > > >> Heald of the Monitor Inclusive Markets Initiative.
> > > >>
> > > >> * *
> > > >>
> > > >> *The Rockefeller Foundation*
> > > >>
> > > >> The Rockefeller Foundation’s mission to promote the well-being of
> > people
> > > >> throughout the world has remained unchanged since its founding in
> > 1913.
> > > >> Today, that mission is applied to an era of rapid globalization. Our
> > > vision
> > > >> is that this century will be one in which globalization’s benefits
> are
> > > more
> > > >> widely shared and its challenges are more easily weathered. To
> > realize
> > > this
> > > >> vision, the Foundation seeks to achieve two fundamental goals in our
> > > work.
> > > >> First, we seek to build resilience that enhances individual,
> community
> > > and
> > > >> institutional capacity to survive, adapt, and grow in the face of
> > acute
> > > >> crises and chronic stresses. Second, we seek to promote growth with
> > > equity
> > > >> in which the poor and vulnerable have more access to opportunities
> > that
> > > >> improve their lives. In order to achieve these goals, the Foundation
> > > >> constructs its work into time-bound initiatives that have defined
> > > objectives
> > > >> and strategies for impact. These initiatives address challenges that
> > lie
> > > >> either within or at the intersections of five issue areas: basic
> > survival
> > > >> safeguards, global health, environment and climate change,
> > urbanization,
> > > and
> > > >> social and economic security.
> > > >>
> > > >> * *
> > > >>
> > > >> *About Monitor Group*
> > > >>
> > > >> Monitor works with the world's leading corporations, governments and
> > > >> social sector organizations to drive growth in ways that are most
> > > important
> > > >> to them. Monitor Group offers a range of services—advisory,
> > > >> capability-building and capital services—designed to unlock the
> > > challenges
> > > >> of achieving sustainable growth. Monitor brings leading-edge ideas,
> > > >> approaches and methods to bear on clients' toughest problems and
> > biggest
> > > >> opportunities. Headquartered in Cambridge, Massachusetts, the firm
> > > employs
> > > >> more than 1,500 people in 18 countries worldwide. For more
> > information,
> > > >> visit
www.monitor.com.
> > > >>
> > > >> Monitor Inclusive Markets (MIM) catalyzes support for market-based
> > > >> solutions to social challenges. MIM does this by understanding and
> > > improving
> > > >> the business models of enterprises currently engaging people that
> live
> > at
> > > >> the bottom of the economic pyramid, particularly helping these
> > > enterprises
> > > >> reach scale and commercial viability. For more information, visit
> > > >>
www.mim.monitor.com.
> > > >>
> > > >> ###
> > > >> For media inquiries, please contact:
> > > >> Svetlana Vaisman
> > > >> <
svaisman@rockfound.org> 917-975-5318
> > > >>
> > > >> _______________________________________________
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> > > > The Kenya ICT Action Network (KICTANet) is a multi-stakeholder
> platform
> > > for
> > > > people and institutions interested and involved in ICT policy and
> > > > regulation. The network aims to act as a catalyst for reform in the
> ICT
> > > > sector in support of the national aim of ICT enabled growth and
> > > development.
> > > >
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> > >
> > > --
> > > Andrea Bohnstedt <
http://ke.linkedin.com/in/andreabohnstedt>
> > > Publisher
> > > +254 720 960 322
> > >
> > >
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> Andrea Bohnstedt <
http://ke.linkedin.com/in/andreabohnstedt>
> Publisher
> +254 720 960 322
>
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