by Natasha Singh-Ally
Much can be said for being first or early to market. The success of my entire career has been premised on early adoption on my part, and I wobble with anticipation at what will transpire when I shift from conspicuous capitalism. I recognize that it is not enough to be philanthropic but to integrate and be a constructive participant adding social value.
Although the classic business models are no longer serving wider society and growth is unequally skewed to exponentially increase the fortunate, I have not come to terms with the mechanics of constructing a social enterprise. My curiosity is escalating as I step into the fray of conscious capital, figuring out how best to bring to bear my purpose driven business initiatives to the South African industry. One that, of course, has not found its way as a commercially successful venture. I suspect it may be prudent to start with cases which have been tried but fall short of the expected outcomes.
My personal first mover advantage was textbook MBA thinking, not to mention common sense and fairly easy to conjure. For the purpose of illustration, I led a complex ERP ICT system installation in 1999 as a project manager and it happened to be only the second notable implementation the country had seen. I then went on to re-use that advantage to promote those scarce skill in the public sector, thin with BEE candidates before the turn of the millennium. My latest venture was to enter the first of its kind public-private partnership for student accommodation, this as a female shareholder a decade ago. Let it be known that it is much easier when one has to step into green fields and make an impression, and it can hardly be called competition. Today with the playing field crowded, young charismatic talent everywhere and technology awash, it is much harder to edge in with novelty and gain a lead, leave alone prominence.
I surmise many things about how I gained a foothold and leapt ahead. A cursory revelation of how I achieved this confirms the value of multiple degrees, skills from a slew of short courses, contacts, guts, energy, instinct and timing. A cache of deeply significant attributes and conditions conspiring to connect me to circumstance. The usual requisite of scarce skills, knowledge of opportunities and quick study applies for such chances to flourish into business reality. The undeniable entry point was the invitation into a close circle, and several attempts to piece together bankable propositions others would latch onto, all the while building relationships with business partners and potential clients. It remains to be seen if any of this will change when becoming a social entrepreneur.
Many admired lionesses confidently and authentically feature on the spectrum of businesses promoting sustainability. Contemporary enterprises who are not greenwashing, offer services respectful of and meaningful to social stakeholders. How will I convert to a women-led, purpose driven business that convincingly creates a presence and makes a social impact?
In transitioning it seems counterintuitive to set aside all I know from my commercial past, but in the quest to remain relevant and forge distinctive but sustainable ways to serve, what will I discover. Watch this monthly series on my conversion to social entrepreneurship.
Natasha Singh-Ally is a consummate thought leader, transformation specialist and founder of her change management consultancy. Natasha excelled in business as an executive and director of a property development company. Versed in psychology and change management, she also holds certificates in law, social justice and is a Master in Business Administration (Finance). She is currently attuned to designing strategic solutions to promote social entrepreneurship and development practice.