Sahaj

About the organisation:

SAHAJ is working to empower tribal communities in India, by providing economic opportunities and ensuring them equal status in society. They have existed for 19 years. Core business of Sahaj is to build capacity of tribal artisans. The artisans make their products from their homes. Sahaj supports them in linking them to the main stream market, locally and internationally.

The mission of the organization is to be India's leading fair trade organization, working with tribal communities. Also, to empower tribal women by providing livelihood opportunities and choices for earning and living a better life. Vision: by the year 2014 enable 6500 tribal women in western India to earn $1200 per year in home based handicraft livelihoods. Sahaj aims at building additional income of at least $500 per family per year, while these families normally have a yearly income of only $240 maximum.

Business case
Recently the organization turned into a hybrid model: The NGO "Sahaj Trust" is a non profit organisation, which is responsible for social mobilization and capacity building of the artisans. But beside the NGO, they established two companies named Danohar crafts Pvt. Ltd. and Sahaj Grassroots Producers Ltd. The Ltd's take care of the production and marketing of the products.
After this organizational change, the management of Sahaj was looking for the best internal organization model. They faced issues such as how to redefine operational systems (administrative and finance) and re-organise human resources. And also how to redefine roles and delegate responsibilities. "We needed someone from outside to interfere and who could give us a fresh perspective on the way we are organized"

Therefore Mrs. Jabeen Jambughodawala, Managing Trustee & Director of Sahaj, and Mr Ranvir, asked SharePeople for support from an expert in organisational development and especially change management.

SharePeople linked Jabeen and her team with Mrs. Joke Twigt. Joke is an independent entrepreneur in project- and interim management and with vast experience in facilitating organizational change processes in profit, non profit and government organisations.

Results

"At first it was difficult to find out where exactly I could add value to the company and to get the whole picture clear", said Joke.  "Therefore, I started to bring all their activities in a value chain, out of that we distillated three new value chains and a first draft for their three organizations. Next step was to redefine roles and responsibilities."

Together Joke, Jabeen and Ranvir defined that the main issue was how to separate operational procedures and redefine managerial responsibilities. They made an extensive organizational analysis. Based upon this, they created a clear picture of the three entities in terms of organization structure, management roles and operational responsibilities and wrote it down in a strategic plan. The final result is a strategic plan, which will be the guidelines for Sahaj in the next three years. The chairman and the Board of Trustees approved the plan.

Impact

Joke Twigt: "My professional approach was the right one. That gives me more confidence of my own knowledge and capacities in my current job."

"The managing directors (founders) and the way they implement their vision for so many years with so much patience and belief in their goal was a relief of working with. They made me be a part of that vision and that made me feel deeply connected to them and their organization."

Jabeen Jambughodawala:

"We were struggling for the process of spinning off marketing and Production from the developmental organization, as an expert she give correct inputs to understand our own strengths and threats"  

"It is wonderful opportunity to see your own company through someone other's eyes. Some time with the short distance we are not able to see the beauty of our own work.

Joke worked with total involvement and commitment to the task taken by her. She worked with us as a part of our own team, and now she is!"

Follow up

With this plan Jabeen and her team are now able to convince every stakeholder involved  of the direction SAHAJ needs to go in her wish to grow and face new challenges in the future. Joke will stay closely involved and is appointed as an "official mentor" of the organization.

Jabeen participated in the SharePeople Experience Week in June 2010. This was a great opportunity for her to exchange ideas with other social entrepreneurs from different countries. Also, she gained new insights regarding finance, marketing, organizational development. Jabeen was able to have fruitful meetings with buyers too. And as a result they will participate in Ambient fair February 2011 in Germany through CBI.

This is a start of a two-year partnership between SharePeople and Sahaj.  Both organisations will keep in touch (a.o. via the SharePeople liaison, at least every 3 months), and with the expert as well. After this Programme, an official update on the status of the organisation takes place every 12 months.

A next step in this partnership with SharePeople will be to support the organisation regarding financial management.