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For most businesses, success is measured in dollar terms. But for the increasing number of social entrepreneurs, success is about issues that are altogether more important, such as lives saved, ecosystems rescued and societies changed for the better.
When OzGreen founder Sue Lennox takes a moment to look back, she sees her path has passed through countries such as Papua New Guinea, Pakistan, India and East Timor as well as Australia. It’s a trail that has led her through corporations, school classrooms, political offices and into homes. Most importantly, every step of the way she has helped to revolutionise people’s thinking about the environment while coming closer to achieving the momentous goal that she and husband Colin set so many years ago – to change the world.
OzGreen is a provider of environmental awareness and education programs that aim to empower people with knowledge about global sustainability. The courses are run within corporations, schools, social groups and homes, and have been put in place around the globe. The philosophy, Sue says, is similar to helping the hungry by teaching them to fish rather than by making them rely on donations of food.
Although it’s a not-for-profit organisation, the story of OzGreen is one that should offer lessons to owners and managers of any business. Back in 1990, Sue and Colin were devastated when they witnessed the level of pollution in the Ganges. Both were teachers who had initiated award-winning environmental education campaigns within their school, but the trip to India convinced them to sell everything they owned – including their home – to set up OzGreen. Fifteen years later, the company is still growing and employs 10 staff.
Like owners of most SMEs, Sue and Colin have had to learn business lessons on the fly, but they have also shown a level of ingenuity and passion not often seen in the for-profit sector.
“I started with a philosophy that if you’ve been a teacher and a parent, you can do anything,” says Sue. “Developing a business is about keeping a whole lot of balls in the air at once and being able to focus on a lot of things. Then it’s just a matter of saying, ‘Here is the vision – what do we need to do to get there and who’s going to do it?’.
“If I don’t have the necessary skills, then I find people who do. It’s all happening as it has been planned. We have three top priorities – scale, succession and sustainable funding. We plan for them and we work out the necessary steps to make them a reality.”
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