Our real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to thisOur real value comes from the ‘Business DNA we apply to both poverty and environmental challenges, and share with our strategic partners. This ‘more than money’ approach is what sets us apart from traditional charitable foundations that just hand out cheques to good causes Fundamentally poverty is about a lack of cash. With cash you can access food, clothing, healthcare and education. Cash comes, for most of us including poor people, from having a job. Unfortunately job creators are largely absent from the debate about poverty. The private sector knows a great deal more than the aid industry about growth, job creation, investment and innovation. Business DNA is about taking the best from the private sector and applying it to development objectives. There are three components that make up Business DNA; thinking, disciplines and models. The genuine value-creators in business are those developing new commercial products or projects, managing supply chains and distribution networks, or implementing a regional market entry strategy. Many developing nations lack individuals trained and experienced in these disciplines. To help businesses grow and create more jobs they need training in the best models for business development. Furthermore, thinking about development challenges in a business-like way can help avoid potential pitfalls. There is an argument that aid hasn’t worked consistently well in the past due to factors essentially beyond the aid community’s control such as corruption, poor health, inequality, bad roads, etc. These obstacles are better overcome by thinking of them as “risks” to the success of your development project. Having done that an organisation can then develop a full risk assessment and subsequent plan for risk mitigation to improve the likelihood of their project being successful and sustainable. Shell Foundation uses its relationship with Shell Group to extract Business DNA and then apply it to its charitable objectives. Many of the Foundation’s staff have previously worked for Shell Group. When they join us they bring with them sharp business minds, their successful business models and their experience in a business discipline. (For more on our relationship with Shell Group, see “Connected”) The next page, Unleashing Enterprise, will explain our model for sustainable development and how market-orientated ideas and business DNA contribute to this