Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.Having identified the potential for an enterprise-based approach the Foundation then follows a process of developing that solution. The end goal is always the same: an “entity” – normally a business/for-profit social enterprise – that is largely independent of the Shell Foundation and is of sufficient size to deliver the enterprise-based solution on a large scale and in a financially viable way. The reason we want the entity to become independent or “spun-off” is so that it remains responsive to the market as a source of funds, rather than donors and aid agencies; again increasing its chances of sustainable growth through financial viability. Of course, this also means that we are able to invest our time and money in new enterprise-based solutions. We are increasingly finding that to deliver truly sustainable, replicable solutions on a global scale, we need to create new organisational entities. These tend to be innovative hybrids of the O and business worlds which will eventually run our programmes independently leaving us free to develop new solutions. Below is a diagram representing the stages of development that our programmes go through. 1. Ideas are incubated. We actively look for challenges with potential enterprise-based solutions and conduct research.2. Pilot programmes testing different approaches in different places are conducted giving us strong, first-hand insight into the market and practical constraints facing the enterprise-based solution. 3. The best pilots are expanded in scope or size to ‘prove the concept’. Here we focus on using our strong partnerships, resources and knowledge of the marketplace. Sometimes we help a partner by facilitating their “scaling up” and sometimes we help form a new organisation based on the knowledge and experience gained from our pilots. The result is the “entity” that was described above. 4. Finally, the financially viable programmes are ‘spun off’ outside of the Foundation, ideally with some form of commercial financing provided by others, so that the proven solution can be replicated on a larger scale to increase impact.