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Home Forums Catalytic Capital Catalytic Capital Case Study Learning Session #2

  • Catalytic Capital Case Study Learning Session #2

    Posted by Yee Zhen Ang on September 29, 2023 at 8:21 pm

    Welcome to the second session of the Catalytic Capital Case Study Learning Series. This session will focus on Sustaining.

    In preparation of our upcoming learning session #2 on 11 October 4:00 pm (SGT), please access the list of pre-reads and learning materials in the next post. An email with the pre-reads, including a faculty note explaining the exciting updates and changes to the next two sessions, has been sent to all participants.

    If you do not receive the email by October 6th, please inform us.

    Do share your reflections, comments and questions here in this forum. We will share them with Harvey and it may be discussed during the ‘live’ session.

    Yee Zhen Ang replied 7 months ago 1 Member · 3 Replies
  • 3 Replies
  • Yee Zhen Ang

    October 4, 2023 at 12:03 pm

    In preparation of our upcoming learning session #2 on 11 October, 4:00 pm (SGT), please refer to the following resources:

    1. Introduction to Catalytic Capital (Sustaining)

    For a quick snapshot and overview of Sustaining in Catalytic Capital, we encourage you to read the following document before the live session. Learners are to read Page 6 to Page 16 “ The Sustaining Role of Catalytic Capital” Please note the page numbers are those indicated on the document itself and not the pdf page number tab at the top. (Estimated time to read: 35 minutes)

    (Optional) You are encouraged to read the whole document (46 pages) for additional insights on sustaining catalytic capital. (Estimated time to read: 1.5 hours)

    1. Toward the Efficient Impact Frontier

    There will be a discussion on the ‘Efficient Impact Frontier’ toolkit developed by Root Capital in the live session. Learners are to read the entire document by Michael McCreless, in partnership with the Stanford Social Innovation Review. (Estimated time to read: 30 minutes)

    1. Benchmarking Report: Profitability of Agricultural SME Lending in East Africa

    To best prepare for the live session, start by reading about the benchmarking report here by Aceli Africa in partnership with Dalberg. Please read the entire document.

    Aceli Africa (Aceli) is a market incentive facility launched in September 2020 to mobilize lending for small- and medium-enterprises (SMEs) in the agriculture sector. Access to finance for agri-SMEs is critical for unlocking their growth and impact potential, including: creating market access for smallholder farmers and employment for workers, particularly women and youth; boosting food security & nutrition in Africa; and contributing to a healthier and more climate-resilient planet. (Estimated time to read: 1.5 hours)

    1. Before We Meet

    Please share your thoughts and questions arising from the pre-reads/learning materials in this forum. We will share them with Harvey and he may address them during the ‘live’ session or after via the forum/email.

    Please note that you would need to sign up for an account with AVPN Academy and login before you can reply to posts or submit a post on the forum.

    1. Continue the discussion on Seeding on our dedicated forum

    We have created a dedicated forum for you on Session 1: Seeding to continue your discussions and thoughts about the role of seeding in catalytic capital with your fellow learners.

    Please feel free to share your thoughts, questions, resources, feedback and reflections on the forum relating to Session 1’s pre-reads and ‘live’ session. We will also share them with Harvey and he may address them in the next ‘live’ session.

  • Yee Zhen Ang

    October 11, 2023 at 5:55 pm

    Thank you all for attending today’s session! We were delighted by the engaging discussions and thoughtful sharing by everyone.

    We welcome you to continue the conversation with one another in the forums. There were some excellent discussions going on in the breakout rooms. Please find the links to the jamboards you have created below:

    For Session 2:

    Breakout 1:

    Breakout 2:

  • Yee Zhen Ang

    December 14, 2023 at 10:26 am

    Please access the video recording of Session 2 here. Instructions on how to access (e.g. password) have been sent via email to all registered learners of the session.

    Do note that the video recording is only available for viewing until 20 June 2024.

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Original Post
0 of 0 posts June 2018

Inclusive Business

Companies may choose to adopt an inclusive business model or approach that provides goods, services, and livelihoods on a commercially viable basis to people living at the base of the pyramid (BoP). Depending on the nature and size of the organisation, companies can do this by directly incorporating the BoP in their core value chain, or by piloting inclusive business initiatives through their corporate impact efforts.

Adapted from: Inclusive Business Action Network (IBAN)


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Creating Shared Value Through Inclusive Business Strategies

By CSR Asia

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This paper by CSR Asia outlines how inclusive business (IB) strategies can create shared value and walks through practical steps companies can take to develop an effective IB strategy. It makes a case for inclusive business and demonstrates how companies can leverage aspects of their value chain to create opportunities for low-income communities. You will also find a number of case studies from around the Asia region.

Corporate Foundation

Corporate foundations (or company-sponsored foundations) are philanthropic organisations that are created and financially supported by a corporation. The foundation is created as a separate legal entity from the corporation, but with close ties to the corporation. Corporate foundations tend to make grants in fields related to their corporate activities or in communities where the corporation operates, or where their employees reside.

Source: Council of Foundations

Learn more about Corporate Foundation

Corporate Social Impact Accelerator

Companies may establish Social Impact Accelerators to help enterprises looking to address a social problem over an extended period of time with a mix of financial and non-financial support, including seed funding, mentorship, training, networking and working space.

Learn more about Corporate Social Impact Accelerator

Employee Engagement

Employee engagement is any formally organised support or encouragement from companies to leverage employee time, knowledge, skills or other resources to support impact organisations. Employee engagement can vary from corporate volunteering (hands-on or skill-based, virtual or on-site volunteering) and/or corporate giving (payroll giving, employee matching) to co-investment programmes.

Source: EVPA, 2018

Learn more about Employee Engagement

Corporate Social Responsibility

Corporate social responsibility (CSR) refers to strategies that companies put into action as part of corporate governance that are designed to ensure the company’s operations are ethical and beneficial for society. These may include initiatives to support the environment, fair labour practices, philanthropy and/or sustainable business practices.

Adapted from: Corporate Finance Institute (CFI)

Learn more about Corporate Social Responsibility

Corporate Impact Fund

Corporate impact funds enable companies to make investments that are aligned with and amplified by their strategic priorities, market position and resources in order to generation measurable and mutually reinforcing social, environmental and financial returns and outcomes.

Adapted from: Stanford Social Innovation Review (SSIR), 2021

Learn more about Corporate Impact Fund