The Business of Doing Good

Prelims [About the authors |Foreword |Preface |Acknowledgements |Abbreviations and acronyms | Key people in the history of AMK] Prologue: Seila's story Introduction: Going beyond good intentions Building a business model for good Does it work? A brief history Part I Shedding assumptions about clients Meeting needs as well as wants Ensuring access Balancing the needs of different groups Chapter 1 Insight: Don't just offer products; respond to client needs Understanding client livelihoods Designing products that respond to needs Looking ahead Chapter 2 Insight: Ask good questions; have good conversations Asking good questions Having good conversations Using data better Looking ahead Part II Translating good intentions Managing what matters The end of 'command and control' Chapter 3 Insight: Do what it says on the tin Laying the foundation for growth Stress testing the model Learning the lessons Looking ahead Chapter 4 Insight: Motivate staff to do difficult work in an excellent way Creating a learning culture Supporting the learning culture Building the right Board to deliver value Looking ahead Part III Building a business model that works Choosing the dirt road An evolving business model Chapter 5 Insight: Own the dirt road At war with conventional wisdom AMK's 'outside-in' strategy Making the maths work Maintaining a focus on poor people Looking ahead Chapter 6 Insight: Adapt to the changing landscape Balancing your offering with capacity and context The dangers of standing still Exploring the limits of the product offering The savings story: Bringing it all together Looking ahead Conclusions: Taking the road less travelled How can we do better at doing good? One organization in a big world Looking forward