Case Study: Nuru Energy

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Question 1
Sameer is both a social bricoleur and a social constructionist. According to Iyigun (2019), social bricoleurs focus on local-based social concerns such as the lack of healthcare services, security, or education. This type of social entrepreneur is motivated by solving social problems using opportunities and sources available in the immediate environment. Iyigun (2019) points out that social bricoleurs need to analayse and diagnose any local social issue while taking into account environmental conditions. This description of social bricoleurs perfectly fits Sameer’s action with Nuru Energy. As shown in the case, Sameer had the goal of developing a modular lighting system that would replace kerosene lamps that were dangerous and expensive (Carrick-Cagna & Santos, 2013). In this case, therefore, by solving social problems with a product that would work with the conditions of local rural areas, Sameer can be said to be a social bricoleur. As a social constructionist, Sameer collected extensive knowledge from partners to solve a social problem. As noted by Iyigun (2019), the problem by scope needs to affect regions or different nations. As described in the case, Sameer targeted African countries and India, where electricity connectivity is low.
Word Count: 191
Question 2
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The lean approach focuses more on the business model than on the business plan. As noted by Blank (2013), the lean approach favours customer feedback over intuition as well as experimentation over extensive planning. Therefore, the way Sameer developed Nuru Energy is consistent with the lean approach. The operations of Nuru Energy right from the start were characterised by experimentation and implementing new found ideas as the project proceeded.
From the case study, Nuru Energy launched its product in Rwanda, Kenya, and India while monitoring its performance to gather information and to devise ways of improving. In Rwanda, Nuru Energy experimented with the market by selecting and screening local entrepreneurs who would sell the company’s lights and at the same time charge customers for recharging the lights. In order to support its activities in the country’s rural areas, Nuru had people on the ground who would monitor the number of recharges as well as collect recharging fees. However, the process of monitoring and collecting the fees proved expensive. Nuru thus is looking for an alternative collec...