Sadly I could not update this blog for more than a year now. Reason? I was extremely busy writing the book - 'Sustainability First'.
The book captured the 2 years long research work on telecentre sustainability, and will be published soon by telecentre.org of IDRC.
I am sure that would provide a broader and optimistic picture, how hundreds of telecentres in Brazil, Bangladesh, India and Sri Lanka, function as economically sustainable units.
Further more, the lengthy engagement of book writing, convinced me, that I must sharpen some of my entrepreneurial skills; so I am now a keen Executive MBA student at Christ Church University of Canterbury, UK.
I am learning amazing things, now. Certainaly exciting. Sarvodaya-Fusion telecentres are my test bed. (see www.fusion.lk) Blending both, MBA studies and Sustainability First research learning, I am intending to update this blog from now on.
Goal: to provide helpful guidance and tools to the Telecentre operators, to make their operations economically sustainable.
So, get the best out of it. This is nothing but charitable spirit...that I learn from Sarvodaya (www.sarvodaya.org).
16.8.07
Mission 6K - Sustainability mission of Drishtee
They regard themselves as a Profit making company with a Social mission. The mega milestones they reached just over a 7 year period, convince that they deliver the talk.
Drishtee started with just 3 kiosks in 2001. By 2007 they serves over 1650 Kiosks, all are operating in rural pockets, as franchises. The most impressive is their ability to reach financial milestones well before their intended time lines.
'Mission - 6K' was the first milestone. Drishtee recognizing the importance of their kiosks operators sustainability as the top priority, they set the target by 2006 to reach every Drishtee Kiosk to earn minimum of 6000Rs (Indian), per month. This figure was recognized as the minimum financial gain to meet the kiosk sustainability. They reached the milestone 1 year in advance.
This success channelled into Company's overall economic performances. Drishtee expected to reach the break even point by 2006, which they reached one year ahead once again.
One uniqueness in Drishtee approach is their dedication to produce telecentre centric services. The broad array includes eGovernance, Matrimonial services, online marketting of village products, banking, insurance packages, mobile topup, health services etc. etc.
This success written in the broad, dedicated approach they make to develop such products. Following is the chain of steps they meticulously follow before introducing a product:
Drishtee started with just 3 kiosks in 2001. By 2007 they serves over 1650 Kiosks, all are operating in rural pockets, as franchises. The most impressive is their ability to reach financial milestones well before their intended time lines.
'Mission - 6K' was the first milestone. Drishtee recognizing the importance of their kiosks operators sustainability as the top priority, they set the target by 2006 to reach every Drishtee Kiosk to earn minimum of 6000Rs (Indian), per month. This figure was recognized as the minimum financial gain to meet the kiosk sustainability. They reached the milestone 1 year in advance.
This success channelled into Company's overall economic performances. Drishtee expected to reach the break even point by 2006, which they reached one year ahead once again.
One uniqueness in Drishtee approach is their dedication to produce telecentre centric services. The broad array includes eGovernance, Matrimonial services, online marketting of village products, banking, insurance packages, mobile topup, health services etc. etc.
This success written in the broad, dedicated approach they make to develop such products. Following is the chain of steps they meticulously follow before introducing a product:
- Need assessment > demand assessment (how many people are going to use) > mapping of current alternative systems or existing systems > pilot testing > search for partners to expand > role out.
Why it is not happening?
Again I have witnessed the same repetition at eIndia - 2007, http://www.eindia.net.in/ telecentre forum (Aug, 2007). ..the exact repetition year after at the same hall. Only the difference was, while majority continuously question about telecentre sustainability, some smiling faces (though very few) started demonstrating their models, which are heading in the direction of sustainability.
Yet... the faces were not convinced. Why...? The question is so complex..!!!
Following are some factors, that we have found in our research as contributory factors to this complexity. (But the list is not exhaustive).
Social Reasons: (at ground level / community level)
Yet... the faces were not convinced. Why...? The question is so complex..!!!
Following are some factors, that we have found in our research as contributory factors to this complexity. (But the list is not exhaustive).
Social Reasons: (at ground level / community level)
- No economic motivation
- Social ethos
- Leadership deficiencies
Economic Reasons:
- No market
- No sufficient economic research data
- No sufficient marketable services and products
- No seed capital
- No vision
- Administrative / management deficiencies
- No entrepreneurial skills and capacity
- Institutional politics
- No conducive national policy environment
- Existing legal systems not supportive
It is expected to elaborate those reasons in upcoming months as we continue the research.
You are most welcome to add / edit / refine above list.11.7.07
Enterprising or Social-Enterprising ....which way to go?
At telecentre forum of eGov - India, 2006, the auditorium was very electric when 'sustainability' was taken to the discussion.
'We should build Sustainable telecentres..!'
'Many of the telecentres would be closed down when the donors disappear..!'
....
'Well...! Social Enterprising is the only answer to Sustainability problem..!!'
I thought every body would jump into the idea when I threw this to the audience. Instead, all the eyes went deep and dump...as if I was talking a foreign language.
Richard Fuchs was right - 'Social Enterprising' is not familiar to the majority.
But. why 'Social Enterprising'..?
'Enterprising' - prepares you for money making; only aiming to build Profits, at whatever the cost to the community or environment.
'Social Enterprising' - teachs you to make money, while being responsible to your Social and Environmental concerns.
So - a 'Socially Entrepreneurial' telecentre operator, will make profits, while serving the best interests of Community, keeping the moral / ethical fibre intact.
An 'Entrepreneurial' telecentre operator might end up - converting his / her telecentre into a cybercafe...!!
'We should build Sustainable telecentres..!'
'Many of the telecentres would be closed down when the donors disappear..!'
....
'Well...! Social Enterprising is the only answer to Sustainability problem..!!'
I thought every body would jump into the idea when I threw this to the audience. Instead, all the eyes went deep and dump...as if I was talking a foreign language.
Richard Fuchs was right - 'Social Enterprising' is not familiar to the majority.
But. why 'Social Enterprising'..?
'Enterprising' - prepares you for money making; only aiming to build Profits, at whatever the cost to the community or environment.
'Social Enterprising' - teachs you to make money, while being responsible to your Social and Environmental concerns.
So - a 'Socially Entrepreneurial' telecentre operator, will make profits, while serving the best interests of Community, keeping the moral / ethical fibre intact.
An 'Entrepreneurial' telecentre operator might end up - converting his / her telecentre into a cybercafe...!!
10.7.07
Action Research Plan - Sustainability 1st
Sustainability 1st is an Action Research, to be carried out by Visiting Fellow of telecentre.org (Dr Harsha Liyanage). Time line of the research begins from January 2007, and expected to be terminated by June, 2008. Research involves developing sound Social Enterprise case studies in the telecentre / ict4D landscape.The findings will be presented at a Special Workshop Platfrom to be orgnized by telecentre.org at upcoming Global Knowlege Conference (GK3) in December, 2007 (http://www.globalknowledge.org/).
It is expected to constantly share the research findings with the Telecentre.org community; which may include telecentre operators, network managers, NGOs, Corporate and State stctor institutions, Academia and telecentre fans.
Sustainability 1st Blog Site works as a platform to serve this purpose. And monthly Sustainability 1st Newsletter would promote more participation.
Comments of the participants to the blog site would shape up the overall research thinking.
The key goal of the Action Research is to build up the momentum and formulate strategies and directions of the Telecentre Sustainability journey.
8.7.07
Bitterness of Failure....!
During the early age of Sustainability journey, in mid 2006, Fusion (http://www.fusion.lk/) started experimenting on BPO (Business Process Outsourcing) as a new product to introduce at telecentres. The convincing factor was - had the BPO's being introduced at telecenters, it can bring dual benefits to the telecentres; a) it can be a micro-enterprise offered at telecentres to the local communities, b). telecentre operators can make substantial revenue by offering services as a middle man.
BPO being not familiar in Sri Lanka, this required a lot of experiments. To mitigate the risk Fusion partnered with a private sector partner (CSM Pvt Ltd. www.csmsrilanka.com), who had screened the BPO service providers and engaged with negotiations with them.
As a first step, Fusion had run a pilot test with 3 telecentres. Objectives of the pilot were;
to recognize the feasibility of BPO operations at telecentres,
to identify the business model.
First two months of the three month pilot generated very convincing results. With the help of CSM, Fusion could recognize the less sophisticated (low end) BPOs such as Web page translations, Excel sheet productions, Power Point productions etc. instead of more coplex BPO operations such as Call Centres, accounting systems. More importantly telecentre operators had embraced the BPO as a feasible product to serve their revenue ambition.
Yet, the third month was a nightmare. Telecentre operators suddenly realized, they were not receiving the regular responses that they used to get every morning from the BPO service provider. Fusion management learned the on-line communication lines to BPO service provider, becoming increasingly inaccessible. CSM Pvt Ltd, (the middle man company), nevertheless convinced Fusion, they are attending to the operational problems. Yet, in one morning, Fusion was shocked to learn from CSM, that the BPO Service Provider had disappeared into thin air.
Whole Sri Lanka, was too late to realize the country had been cheated by a notorious BPO operator.
It was a very painful month for the telecentre operators as well as Fusion. Only the consolation was, CSM provided assurance, that they would find another BPO service provider to continue the journey. And Fusion is still waiting with hopes.
The positive side of the experiment was, Fusion learned BPOs are feasible. Yet need to be more cautious at establishing business relations.
BPO being not familiar in Sri Lanka, this required a lot of experiments. To mitigate the risk Fusion partnered with a private sector partner (CSM Pvt Ltd. www.csmsrilanka.com), who had screened the BPO service providers and engaged with negotiations with them.
As a first step, Fusion had run a pilot test with 3 telecentres. Objectives of the pilot were;
to recognize the feasibility of BPO operations at telecentres,
to identify the business model.
First two months of the three month pilot generated very convincing results. With the help of CSM, Fusion could recognize the less sophisticated (low end) BPOs such as Web page translations, Excel sheet productions, Power Point productions etc. instead of more coplex BPO operations such as Call Centres, accounting systems. More importantly telecentre operators had embraced the BPO as a feasible product to serve their revenue ambition.
Yet, the third month was a nightmare. Telecentre operators suddenly realized, they were not receiving the regular responses that they used to get every morning from the BPO service provider. Fusion management learned the on-line communication lines to BPO service provider, becoming increasingly inaccessible. CSM Pvt Ltd, (the middle man company), nevertheless convinced Fusion, they are attending to the operational problems. Yet, in one morning, Fusion was shocked to learn from CSM, that the BPO Service Provider had disappeared into thin air.
Whole Sri Lanka, was too late to realize the country had been cheated by a notorious BPO operator.
It was a very painful month for the telecentre operators as well as Fusion. Only the consolation was, CSM provided assurance, that they would find another BPO service provider to continue the journey. And Fusion is still waiting with hopes.
The positive side of the experiment was, Fusion learned BPOs are feasible. Yet need to be more cautious at establishing business relations.
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