5) Description of initiative: Our initiative addresses all needs of evolving entrepreneurs, which include but not limited to training, mentorship, incubation, market survey, social impact study, self-help group support, schools for servant leadership, social responsibility standardization framework, service-credit models & logistics support and technology.

i) Students in India do not learn how to write micro-finance business plans, business plans, entrepreneurship plans, and social entrepreneurship plans in classes. We recommend above skills for all Tenth Class, Intermediate, Graduate and Masters level students respectively.

ii) Computerized competition management model provides useful mentorship support for all. Logic of evaluation process is captured into computerized expert system. Certification courses are offered for evaluators, who make pair-wise comparison of relative skills using the expert system. Software ensures anonymity of evaluators and innovators. Paid trainings and service fee for evaluation ensure reliable service. Better entries bubble up through sampling technique and statistical analysis. Mentorship report lists the skills recommended by the evaluators, training programs providing the skill, and leads to institutions and professional mentors with necessary expertise.

iii) Evolving entrepreneurs can serve roles related to training and evaluation in order to earn training vouchers, which can be redeemed for minimal incubation support that includes food, shelter, basic communication, and transportation services. Peace is promoted through reconciliation, service credit, reliable training, mentorship, and appraisals. Primary beneficiaries include small business, social organizations, academic institutions, and self-help groups. Target groups include students, non-resident Indians, women, farmers, and underprivileged sections seeking empowerment through project management, entrepreneurship skills, and service credits.

6) Description of innovation: i) In existing models of incubation support for entrepreneurs, the capacity of incubation is not proportionate to the demand. Individuals who do not have necessary skills of participation have no opportunity to learn. Participation in competition does not result in assessment of skills to be improved. Service credit is not available. Computerized competition management model is an innovation addressing above issues.

ii) Entrepreneurs offer services through self-help groups. Service recipients benefit from reliable, flexible and scalable service. Entrepreneurs also schedule their timings so that their immediate career needs do not compromise long-term entrepreneurial dreams. Group skills, project management and leadership skills are improved through the activities of self-help groups.

iii) Market Surveys and Social Impact Studies can be modeled into Experiential Learning Projects of schools and colleges. Improved professionalism and objectivity inspire improved credibility of investors. Quality of research and social relevance of education improves.

iv) Schools of servant leadership conduct work-time study and ergonomics analysis of different servant professions, and standardize Social Responsibility Units in terms of quantity, time, effort, risk, etc. They also maintain facilities necessary for various services, offer certifications, and links to certified professionals.

v) Social responsibility standardization framework recognizes being a child, parent, spouse, student, grandparent, mentor, and social consultant as valid servant professions. Tasks and Effort in such roles is quantified, stakeholders are identified, satisfaction surveys are conducted periodically and relationship insurance model is formalized. Social Responsibility Units are granted based on effort, which empowers the middle- class and unorganized sector with necessary training and the luxury of reliable delegation of work.

7) Delivery model: Global Techno-Social Venture provides logistics, project management, and project risk assessment support for all members. Service Menu provides list of about 10,000 social services, organized into about 100 Servant Professions, empowering the guest with flexibility of service and wide choice. Based on the demand, services and professions are either divided or merged.

Servants execute Techno-Membership Agreements with self- help groups, which serve as Legal Entities. Service recipients execute Techno-Service Agreements with Legal Entities, which entitle them to service requests according to their service-credit plans. Social audit empowers a trained consultant to reconcile the actual work performed, and determine corresponding Social Responsibility Units. Stakeholder satisfaction surveys also include servant needs like minimal wages, training needs, vacations, leave, loans and insurance.

School of Servant Leadership revises Service Menu, Service-Credit plans, and expectations from each Service periodically through exhaustive market surveys. Stakeholders' expectations from different grades of service and corresponding Social Responsibility Units are standardized and revised periodically using principles of Industrial Engineering like work-time studies.

Schools of Servant Leadership open branches in India and USA. Service-credit plans promote dignity of labor and cross-cultural appreciation. Self-help groups of professionals could offer service-credit plans across the borders. Social Responsibility Units model for exchange students and middle-class tourists would be formalized. Workshops will be conducted for the media professionals. Free awareness programs will be conducted in various schools and colleges. Student volunteers learn and explain the model to several citizen groups through kiosks.

Consultation services would be provided for several national and international organizations interested in service-credit models.

8) Key operational partnerships: The Philosophical Society of Perspective Independence (PSPI), and School of Management Studies (SMS) of Jawaharlal Nehru Technological University champion the initiative jointly.

PSPI is a non-profit organization facilitating cross-validation of contemporary trends in project management and social entrepreneurship, and primitive implementations of service credit models from cultural wisdom of societies worldwide to develop state of the art implementations of service credit models.

Founder of PSPI, Mr. Balarama K. Varanasi, PMP is mentoring students of SMS participating in entrepreneurship competitions, and to conduct pilot studies. PSPI will be developed into a global standards setting organization for techno-social entrepreneurship.

Mr. Sudhindhra G. Vendanthi, PMP(USA) serves as technical consultant of PSPI.

Dr. A.R. Aryasri, Director, SMS, JNTU is very supportive of social entrepreneurship.

MBA students of SMS participate in Global Social Venture Competition (GSVC), which is supervised at the Asia level by Indian School of Business (ISB), Hyderabad. Volunteers interested in above competition would be mentored to conduct surveys, and perform statistical analysis of data and develop policy recommendation.

Pilot projects are being carried with students of SMS, who are part of a joint program with Central Michigan University, USA.

Proposed model will be stabilized in successive years through student projects, with MBA students as consultants.

9) Financial model: i) SMS and PSPI plan to implement Computerized Competition Management Model for Micro-Finance, Business, Entrepreneurship, and Social Entrepreneurship Plan Competitions in near future.

ii) Students of SMS were already given the assignment of preparing Scope Management Plan and Human Resource Management Plan as per the guidelines of Project Management Body of Knowledge of Project Management Institute, USA. These documents will be revised iteratively through successive batches of students.

iii) Stabilization of assistantship and national seminar model are underway. Mentorship of Ashoka Innovators for the Public and/or prize money of US$5000 empower us conduct an international seminars in order to introduce service credit models to economists and policymakers worldwide.

          • Costs as percentage of income: NA

          • Financing: i) Some activities of the initiative are currently financed through PSPI funding, which in turn is driven by individual sponsors.

ii) SMS has sophisticated infrastructure, which can be used for joint activities, subject to availability. iii) Stabilization of annual joint events through traditional model of seminars and student competitions with industry sponsorship is the immediate agenda.

iv) Stabilization of paid training programs makes the initiative economically self- sustainable.

v)Stabilization of service-credit models useful for further promotion of the vision.

SMS and PSPI are interested in offering consultation services together in order to generate surpluses. However There are still many issues to be resolved carefully.

10) Effectiveness

          • Project outcomes: i) Our solutions support the plea of president of India for generation of large number of leaders. ii)Global Techno-Social Venture model promotes project management in Indian academia. It also provides seamless social process outsourcing support. iii) We are researching service-credit models and plan to create large scale social impact by developing techno-social entrepreneurship as a contemporary profession. iv) Mr. Balarma K. Varanasi, founder of PSPI won an award in Project Management Institute Congress 2005 for a paper titled '˜Program Management of Democratization of Knowledge through Democratization of Project Management'. v) Now we have clarity on the products and services. We plan to conduct market surveys and student projects to inspire further confidence.

          • Number of clients in past year: i) 2-hour workshops were given to 70 students of SMS in batches of ten. ii) 30-min video presentation of Techno-Social Entrepreneurship was shown at 'Synergy' inter-collegiate MBA meet organized by students of SMS. iii) Experiments are underway to develop E-Learning tools. iv) One MNC professional is trained. v)20 students of SMS were motivated to attend 'Social Responsibility Conclave' at ISB. vi) Nine students of SMS are currently being trained to develop Scope Management Plan and Human Resource Management Plan for the Project. vii) Student teams are being mentored to participate in Global Social Venture Competition supervised by ISB, and to put up exhibition stalls in Student Leadership Conference organized by Project Management Institute-Pearl City Chapter.

11) Scaling up strategy

          • Stage of the initiative: Scaling Up stage.

          • Expansion plan: i) To develop Global Techno-Social Venture as Computerized Competition Management that provides mentorship to students interested in participating in Global Social Venture Competitions supervised by ISB.

ii) To develop a scalable and replicable model of a survey, with professionals from MNCs as project coordinators and students of academic institutions as volunteers.

iii) To incubate technology of Global Techno-Social Venture at one of the Indian Institutes of Technology.

iv) To incubate 'Service credit models' at one of the premiere management institutes. iv) To influence the policymaking in favor of entrepreneurial supportive services for social organizations, academic institutes and self-help groups.

v) To facilitate international debate on Service Credit Models.

vi)To develop global leaders knowledgeable on economic potential of service-credit models.

12) Origin of the initiative: i) Perspectives are imprecise standards. Conflict of perspectives is the source of group conflict. Perspective Independence recommends cross-validation of local perspectives and global standards. ii) Secularism emphasizes the principle of separation of the State and the Church. iii) In Sanskrit, Nyaya and Dharma translate into the practices of separation of Citizen'™s Rights Regulatory Framework and Social Responsibility Standardization Framework. iv) Contemporary design principles of Information Technology recommend separation of Interface and Implementation. v) Democracy requires expertise without the bottleneck of experts. vi)International research collaborations on service-credit models could further human comprehension of principles and practices of secularism, democracy, contemporary socio-economic relevance of secular service credit models.

Contact Information:
Balarama K.  Varanasi, PMP
President and Founder
The Philosophical Society of Perspective Independence
(NGO)
India