5
Bridging the Inclusive Business Talent Gap
How entrepreneurs, funders, educators and academics are investing in developing IB talent

GRAPHIC SUMMARY

A visual summary of the key challenges entrepreneurs need to consider when it comes to bridging the talent gap in inclusive business. Learn more about these aspects by reading this fifth edition of the newly developed online magazine on inclusive business! The illustration was developed by Christopher Malapitan, a visual practitioner and trainer based in Brussels. Through the use of visual storytelling methods he empowers individuals and organizations to “see” what they mean.

editorial

UNIQUE BLEND OF SKILLS ARE NEEDED TO GROW — AND SCALE — THE INCLUSIVE BUSINESS SECTOR

Chair of the CLUED-iN Editorial Committee, Caroline Ashley, sets the stage for this issue of the online magazine by offering her perspective on the type of talent that must be developed to grow and scale the inclusive business sector.

Caroline Ashley

Table of contents

graphic summary

GRAPHIC SUMMARY

A visual summary of the key challenges entrepreneurs need to consider when it comes to bridging the talent gap in inclusive business.

editorial

UNIQUE BLEND OF SKILLS ARE NEEDED TO GROW — AND SCALE — THE INCLUSIVE BUSINESS SECTOR

Chair of the CLUED-iN Editorial Committee, Caroline Ashley, sets the stage for this issue of the online magazine by offering her perspective on the type of talent that must be developed to grow and scale the inclusive business sector.

Caroline Ashley

featured story

In the wake of system-wide underinvestment in the talent gap, IB funders and practitioners are nonetheless innovating solutions

As Caroline Ashley explains in her Editorial, we do not yet understand the size and scope of the talent gap facing the inclusive business (IB) world. We do know that to stem the tide of global climate change, environmental degradation, and mass inequality, the IB sector needs to both grow and scale. With entrepreneurs and funders citing talent challenges—in terms of recruitment, training, and development—at every level of organizational growth, we ought to be investing in solving this problem.

Dana Gulley

Entrepreneurs and funders must address talent challenges to successfully scale

The CASE at Duke’s Erin Worsham and Mercy Corps Venture’s Amanda West preview talent insights from world’s leading social enterprises ahead of the Scaling Pathways report, which will be released in May 2019.

Talent challenges can inhibit growth, but solutions are possible

Talented managers are critical for small and growing businesses (SGBs), which are key actors in driving inclusive growth. However, finding and developing these managers can be especially difficult in emerging markets. Learn how the Argidius-ANDE Talent Challenge has led to real solutions.

Freely accessible online courses can help changemakers fill their skill gaps

+Acumen is keenly aware of the hard and soft skills that changemakers need to build and scale successful social enterprises. Through online courses focused on human-centred business, systems thinking, and unit economics, for example, thousands of entrepreneurs worldwide are filling their skill gaps.

Entrepreneurship training is broken. Now what?

Classroom-based training has proven limited in its impact on entrepreneurs, leading African Management Initiative to partner with researchers at MIT to develop a practice-based approach that is showing early signs of being effective in helping businesses to not only survive but thrive.

Enterprises need tools and frameworks to support talent development in base of the pyramid markets

Ted London recognises the need to focus on talent development to scale inclusive business models in base of the pyramid (BoP) markets. According to Ted, enterprises should focus on developing talent with humility, the skills needed for co-creation with the BoP and the capacity to productively engage with the development community.

A systematic approach is needed to overcome the talent gap

Essilor has been in the vision care industry since the industry’s inception. As the company focuses its attention on inclusive business models to serve the underserved, Hans shares his team’s lessons learned for recruitment and talent development at the base of the pyramid.

Diverse boardrooms mean diverse executive teams: Matching female talent with boards in Africa to address the gap

Marcia Ashong and her team have set out to overcome the systemic challenge of leadership ladders that look like pyramids for women across Africa—while women are represented well at the bottom, there are too few in leadership positions at the top.

LGT Venture Philanthropy tackled its portfolio’s talent gap with impact fellowhip programme

After identifying that their high-impact portfolio companies were all struggling to find the right talent, LGT Venture Philanthropy developed a fellowship programme to help bridge the gap. Moser suggests that entrepreneurs who are struggling with this same challenge should find investors and partners who can provide support.

Innovating for global responsibility

Sommer and Hart are focussed on transforming management education to develop the next generation of globally responsible leaders—which requires first asking fundamentally different questions and second taking courageous, bold action.

In Your Words

Entrepreneurs working in African countries offer a snapshot into what drives them to use business to solve problems in local communities.