We will be the main supplier of models for social
solutions, to be tested here on a smaller scale and
subsequently applied worldwide; models for social
organizations, entrepreneurship, design, architecture,
marketing, engineering, education, banking – for every
single area of our lives.
In 2013 Bulgaria can be the first country to declare social
innovation as its single top priority. I did a quick Google
search and this is what I saw: No results found for "social
innovation is our top priority” (except for the Bulgarian
version of this text).
This does not mean that we will turn into lab rats. The
goal of social innovation is just the opposite – to create
greater value for society as a whole. In this sense,
experimentation is desirable and useful.
This does not mean to continue on the same path and
just “rebrand” ourselves as social innovators. It means using
all that we have accomplished so far to change our stance.
This does not mean pothole patching the streets in the
biggest cities or directing people to the already
constructed highways. It means creating a new social
infrastructure throughout the country.
Why exactly us?
Sounds great – Bulgaria, the global leader in social
innovation. But why us in particular?
First of all, because we don`t want to be rich - at least not
in the traditional capitalist sense. It may seem paradoxical,
but the reality on the ground confirms that. Here are
three quotes from three different sources:
• “Bulgarians work to create something, not to earn money
from it.”
• “Once again I am convinced that we, Bulgarians, don`t
want to get rich. Even if we are given money we don`t
want to take it.”
• „Profit is demonized and the search for its substitutes (such
as “social” goals or “developmental” values is viewed as
completely legitimate)."
If we use Simon Anholt’s argument, we don`t need to
strive to become a rich country – we can become a smart
country in a world, which values not only economic
power but creative power as well.
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Our second advantage is that we are resourceful and
inventive – thanks to our socio-economic environment or
in spite of it. I heard a very indicative story by Sudhanshu
Rai, professor at the Copenhagen Business School. When
he was taking part in the research for the cheapest car in
the world – Tata Nano, professor Rai and his team
encountered a big problem with the car paint. While the
car itself cost $ 2,000, the cost of the paint was $400
because there are a limited number of car paint suppliers
for all car manufacturers in the world. The team could not
resolve the issue and went on a one-week vacation in a
mountain hotel to take a break and generate fresh ideas.
Their bus broke down along the way – not just anywhere
but in the middle of the biggest landfill in India. While they
were waiting for the bus to be repaired, one of the
engineers noticed a small colorful stream on the side of
the road, which combined vibrant colors from different
organic and inorganic waste coming from the landfill. The
team took samples from the stream that led them to
discover and patent a new type of good quality car paint
at the cost of $30 per car and not $400. You can find
innovative ideas wherever there are social challenges in
place – even in a landfill.
Third, we combine the advantages and problems of the
developed and the developing world (if you agree with
these rather outdated concepts) on one territory. We
have access to large markets and well-established
businesses, but we are also open to emerging new
business models and niches. We have to tackle issues such
as youth unemployment, inflexible workforce and an
ageing population, but also the lack of integration of
minorities, the outdated educational system, and the
resistance to rethink the majority of our social systems.
We cannot resolve those challenges using the traditional
methods of either of those worlds – we need to discover
new models.
Not present on the map
There is, however, one small problem – Bulgaria is
currently off the map of social innovation. We are a
country in constant social transformation, located in a
region going through the largest social transformation in
the past twenty years and part of a union, which is
probably the largest social transformation project ever
undertaken. And we are off the map.
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The European states in general are not present on the
map of social innovation, with a few exceptions –Finland
and the United Kingdom, for example, are making
concrete efforts to establish a solid foundation for social
enterprises, with the UK expressing the desire to become
a leader in the field. By 2020 the European Union plans to
become an Innovation Union, with social innovation
playing an important role in the strategy. The United States
have demonstrated an interest with the creation of the
Office of Social Innovation and Civic Participation in 2009.
However, the most dynamic markets for social innovation
remain in Asia and Africa – bursting not only with local
ideas but also with approaches that originated in American
universities and companies, which have been applied
locally. Of particular interest are the billions of people who
live on the edge of poverty, creating huge opportunities
for social innovation.
The interest of big multinational companies is also telling.
Unilever stimulates social entrepreneurship in India with
their Shakti Project by creating a network for the
distribution of goods directly to the households, managed
by underprivileged rural women. The company provides
microcredits and training, and has so far included over
45,000 women whose network covers over 100,000
towns and villages. The key issue here is not to discuss the
effectiveness of their approach in India, but instead to
focus on the difference in their approach to Bulgaria. It is
caused by the huge contrast in terms of scale, as well as by
the different perception of the two countries (according
to Unilever, we are obviously a more developed country
compared to India – here, they simply sell their products
the traditional way).
Exporting the model
In order to appear on the map of social innovation and
carve a path towards becoming a leader in the field, we
have to start by thinking of ourselves as the center of the
map. Japan consults counties all over the world on how to
build effective water systems and construction. Denmark
advises them on how to use renewable energy. Graphic
and industrial designers from the UK lead ambitious
projects throughout Southeast Asia. They have all begun
by finding solutions for their own social contexts first.
We have always identified ourselves as Europe’s
periphery. Social innovations will help us shift this stance.
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