|Chapter 4: Identifying Appropriate Organizational Models
The concepts introduced in this chapter of the continuum along which projects may be located are intended to give a mental framework for thinking about how to organize the work ahead. In some cases, one might decide that a static version of a model is the objective. In those cases, one would design a program that tries to create a permanent social enterprise model. If the local community were not yet ready to move directly to that objective, one might design a program that started out at the “social” end of the continuum and gradually moved toward being a social enterprise. In a different situation, one might conclude that the challenge was to design an intervention in which the shared access evolved naturally toward a commercial model, but had a social component that could become institutionally embedded in the concerns of the private sector. There is no “correct” model and no obvious path; the participants in each situation will have to assess their own circumstances and craft a plan that fits their conditions. In Chapter 9, the ideas and tools presented in these chapters will be presented as an integrated sequence, including techniques for business and financial planning that can help you decide what the community can afford.
In Chapter 3 we talked about the need to understand local realities. Part of the local reality is level of maturity of the market for various telecommunications and related services. This chapter has taken a more detailed look at “markets” through an analysis of the two-gap model, and helped to make connections between “market zones” and organizational models. In developing a typology of zones, it is important to think in terms of markets for different services and the capacity of specific geographic areas and communities to generate sufficient demand for telecenter services.