Interactive resources for incubators and accelerators
Interactive resources for incubators and accelerators
Interactive resources for incubators and accelerators

GLIA Toolkit...

Alumni Management and Support

Once entrepreneurs have completed the program (and become ‘alumni’), intermediaries have the opportunity to continue to support the enterprises. They can keep adding value to their alumni by directly filling (or partnering and advocating to fill) existing gaps in the support ecosystem for later-stage enterprises. This continued support can help enterprises become successful as well as be an incentive for the enterprises to report back on their impact and business performance and stay engaged to support subsequent cohorts of enterprises.

  • KEY PROBLEM(S)

    Once entrepreneurs leave the program, regardless of how good the program was, they may encounter gender-related issues as they try to grow their enterprises. These can impact the growth of the enterprises directly (e.g. women-led enterprises not getting access to growth funding, growth programs or key stakeholder support). Gender-related issues can also affect business performance and the impact the venture is trying to create (e.g. a team member experiencing gender-based violence, unintended consequences of empowering women along the supply chain). These can all greatly affect alumni’s chances of growing successful enterprises. It can also be challenging for alumni to measure and report back on their impact and business performance, however, this is essential for intermediaries to be able to measure the success of their program, obtain funding and convince those in power to support enterprises they might not be supporting currently e.g. led by women and gender minorities.

  • DESIRED OUTCOME(S)

    All entrepreneurs, regardless of gender, have access to an equal platform to launch,  grow and scale their impact enterprises.

  • HOW TO MEASURE THIS

    Example measurement indicators and collection methods can be found here.

Why it matters

Addressing gender-related issues within the context of a specific program that aims to support enterprises at a particular stage of growth can be impactful, however, it cannot be done in isolation and as a one-off event. Negative power dynamics and gender bias exist in the broader ecosystem as well as in alumni’s communities and homes. Playing a supporting and advocating role in disrupting these can greatly increase the chances of our alumni succeeding.

Reflection

What is the current support available for your alumni enterprises within your ecosystem and region?

Does the latter differ for men, women or gender minority-led enterprises?

What are gender-related issues that your alumni have or are facing as they continue to grow their enterprises?

What negative power dynamics are at play?

Strategies

  • 1.

    If you offer continued support for your alumni enterprises (workshops, events, online resources, etc.) include topics that explore gender-related issues that could negatively impact the growth of their venture. E.g. Raising venture capital money as a female-led venture, considering gender-related issues as you develop your supply chain, developing a gender diverse and inclusive culture as you grow your organisation.

  • 2.

    Include gender metrics as part of your impact measurement framework to ensure that you collect gender-related data that will allow you to improve your program and support your alumni. It can also help you craft a convincing story on why it’s important to support and invest in all genders. Use varied methods (phone call, site visit, anonymous survey)  to collect the data you require to ensure that you provide your alumni with a series of safe communication options through which they can share sensitive information.

  • 3.

    Engage your alumni as recruiters, facilitators, mentors and/or supporters for future cohorts. E.g. Provide a platform for underrepresented genders to become role models within your ecosystem, and encourage a more diverse pool to start a venture.

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