Q1) Reflect on each of the stages of Business Impact and Planning for Social Enterprise

The Market and Impact Opportunities

 We saw a big chance for effect on Assamese educated unemployment. There was a clear
social issue that needed to be addressed when the data revealed that a significant portion of
young, educated people were unemployed.
 Assam presents a significant market opportunity due to its vast population and need for
employment services and skill development, as indicated by our research.

Finding Customers:

 In order to ascertain the particular requirements and difficulties faced by the target
demographic in Assam, we performed surveys and interviews throughout the customer
discovery stage.
 We found that there was a great need for career options and skill development, particularly
in sectors like hospitality and agriculture.
 We were able to better adapt our programmes to the community's actual requirements
thanks to this phase.

Theory of Alteration:

 We were able to map out how the actions of our organisation will result in beneficial results
by developing a theory of change. We determined our programmes' inputs, outputs, and
results.
 We saw that we could decrease poverty, boost employment, and promote economic growth
by offering practical skills.
 The objectives and plans of our organisation were guided by this idea of change.

Organising for Size:

 We created a thorough plan for growing our impact and reaching a wider audience during
the planning for scale phase.
 We have set goals for the quantity of people we will train, the number of institutions and
colleges we will collaborate with, and the sources of income.

Q2) How did the method help you to "SOLVE" for your problem statement?

The strategy known as "Business Impact and Planning for Social Enterprise" offered a methodical way
to tackle the issue of educated unemployment in Assam. It aided in our "SOLVE" in the subsequent
ways:

S: By carefully examining the data and comprehending the difficulties encountered by the intended
audience, we were able to identify the problem statement. We were able to precisely characterise
the issue thanks to this approach.

O: By investigating the effects and commercial prospects in Assam, we were able to build our social
enterprise. We might match the opportunities found with our goals.

L: One of the most important stages in enabling us to hear the community's needs and concerns was
customer discovery. This guided our strategy and made sure that our solutions matched the real
issues that the Assamese people were dealing with.
V: The theory of change offered a reasoned framework for picturing how our efforts might result in
favourable results. It assisted us in making sense of the cause-and-effect connections between our
endeavours.

E: Ensuring the sustainability and expansion of our social enterprise required careful planning during
the scale phase. We created revenue streams, outlined specific goals, and created plans to increase
our influence.

In conclusion, the process enabled us to address the issue methodically, guaranteeing that our
answers were well-researched, suited to the needs of the community, and potentially scalable and
long-lasting.

Q3) What do you think are the limitations of the method?

The Business Impact and Planning for Social Enterprise approach has many drawbacks despite its
value:

1. Complexity: The process can be laborious and complicated, particularly for smaller
organisations. It may be difficult for organisations or small enterprises to follow every step by
step.
2. Data Dependency: To determine effect and market potential, the method mostly depends on
data analysis. Accurate and current statistics might be difficult to come by, particularly in
some areas or for socioeconomic issues.
3. Resource-intensive: The method's implementation necessitates having access to resources,
such as trained personnel, equipment, and funding. Smaller businesses could find it difficult
to meet the resource requirements.
4. Assumption-Based: Creating a theory of change necessitates speculating on the causal
connections. The entire plan can be faulty if these presumptions are false.
5. Rigidity: The approach is linear in nature and may not be appropriate for all social
enterprises. Certain organisations could need a more adaptable and flexible approach.

Q4) Design Thinking (DT) is the other framework that you have used for “SOLVING”. Do you
think DT would have been a better framework for SoCH? If yes, why? If no, why not?

In terms of creativity and problem-solving, Design Thinking (DT) is unquestionably a useful approach.
On the other hand, I think the Social Innovation Challenge (SoCH) framework is more appropriate for
our goals in the context of our challenge. This is the reason:

1. Contextual Relevance: SoCH is designed to tackle the intricate and varied problems
associated with unemployment in Assam, especially for young people with education. It
considers the socioeconomic and demographic characteristics of the area. Although Design
Thinking is a flexible approach to issue solving, it does not automatically take into account
the complexities of Assam's labour market.
2. Local Expertise: Assamese universities, government agencies, and business leaders
collaborate with SoCH to leverage local expertise. This is essential to comprehending and
successfully resolving the unemployment issue. Though adaptable, Design Thinking could not
place as much emphasis on the value of localised discoveries.
3. Systemic Approach: Considering several variables, including government regulations,
industrial demands, and education, SoCH advocates for a systemic approach to the problem.
It concentrates on both the demand side (fostering entrepreneurship and generating
employment possibilities) and the supply side (offering training for skill development).
 Although Design Thinking can also adopt a comprehensive perspective, SoCH offers a
methodical approach that specifically addresses issues related to employment.
4. Sustainability and Scalability: SoCH has a thorough plan for growing its programmes, which
includes ensuring financial stability through a variety of funding sources. This strategy
guarantees the project's long-term effects. Although Design Thinking has the potential to
produce creative solutions, it might not always offer a plan for growth and sustainability.
5. Quantifiable Impact: SoCH establishes precise numerical goals for the quantity of training
facilities, schools, and job openings. To facilitate thorough monitoring and assessment, it also
includes a revenue model and expense structure. These measurable components are
essential for gauging the project's success, and SoCH gives them a lot of weight.

To summarise, whilst Design Thinking provides a valuable framework for resolving problems and
fostering creativity, SoCH provides a more customised and methodical approach to tackling the
unique obstacles associated with educated unemployment in Assam. Better aligned with our
objective, SoCH incorporates collaborations, local expertise, and a comprehensive plan for systemic
change.