One tendency of bootstrapped social businesses is to rely too much on passion of the founders and select few volunteers, than the experience relevant to the product/service and the domain where the organization chooses to operate. Like any successful business, the difference comes from the right people – folks with relevant and really significant experience in the domain. They carry lot wealth of knowledge and would have experienced typical cycles and characteristics of the business/technical domain. Combining their expertise in the field with the purpose of social impact will help in building a business model that is more likely to succeed from the start than other experiments waiting for some accidents for a nice flight.

For instance, a renewable energy product/service company will have to deal with a vacuum effect of either a big non-serviceable first order or a trickle of unsustainable random business; or a product /concept that is great on paper but fails to take-off for next ten years due to technology maturity or hits a roadblock due to a government subsidy policy…. Recruiting right talent for key positions from the renewable or energy generation/supply/distribution industry, chief technology officer with decades of experience in the energy management and/or a domain expert in energy business will help this social enterprise greatly.

SWOT based capability building is one mechanism to identify and fill key positions with right talent from the industry. If not done already, go for it and refresh your business model…