2009 Conference of Social Entrepreneurs Advisory Board Gordon Bloom, Harvard University Paul Bloom,...

2009 Conference of Social Entrepreneurs

Advisory Board

Gordon Bloom, Harvard University

Paul Bloom, Duke University

Paul Light, NYU

Jeffrey Robinson, Rutgers University

Debbi Brock, Berea College

Shaker Zahra, University of Minnesota

Jason Saul, Northwestern University

Filipe Santos, INSEAD

Brett Smith, Miami University

At XX University, this may be relatively easy

Social Entrepreneurship….. Entrepreneurship that Matters!

Steps and Structure for Your Team

Jill Kickul, PhD, Director,

Stewart Satter Program in Social Entrepreneurship

Berkley Center for Entrepreneurship and InnovationNew York UniversityStern School of Business

Social Entrepreneurship – It Matters Because…

New Models of Innovation (Blended Value Approach)

New Models of Sustainability and Development

New Models of Scale and IMPACT …..New Opportunities for Teaching and

Learning and Related Research

In theory there is no difference between theory and practice.

In practice there is.

Anon

Most Entrepreneurship Curricula Will Mention…..

Emphasis on providing a strong foundation of knowledge and skills for the growing number of men and women who want to strike out and build innovative and successful organizations for themselves and their communities

Experiencing Social Entrepreneurship

With the right opportunities students can be introduced to

ways of thinking creatively and asking more of their worlds.

With the right training students can learn to understand when an idea has legs or when it needs more work and time.

With the right support students can feel confident that they have the tools to be intelligent, articulate sponsors for their own ideas in the face of resistance.

An entrepreneurial way of thinking is not genetic It can be learned……

In the CLASSROOM

…And Beyond!

Social Innovation and Impact Specialization

Focuses on the nexus of wealth creation and social impact

Goal: Provide students with the social, environmental and economic perspectives necessary to succeed in a rapidly changing, competitive world while making that world a better place

For the Classroom

Advanced Global Perspectives on Enterprise Systems

Corporate Branding and CSR Foundations of Social

Entrepreneurship Social Venture Capital

Leading Sustainable Enterprises Managing Growing Companies Social Enterprise Development Social Venture Fund Practicum Examining the Nonprofit Capital Market: The

Integrated Challenges of Performance Measurement, Scale and Sustainability

Selected Courses Across the Curriculum

Merging Two Perspectives

12

Development societal perspective

E.g. Economic Growth/GDP

Poverty Alleviation

Education

Social Stability

Public Health

Human Rights

Governance

Capacity Building

Enterprise Development

Environmental Sustainability

Broader development contributionB

usi

nes

s

per

spec

tive

Infrastructure

Innovation Itself

Products and Services

Jobs

Skills and Training

Procurement

Taxes

Corporate Governance

Environmental Management

Business activity

Direct impacts

Indirect impacts

Resources

▪ Each intervention type employs unique means to address social needs

▪ Initiatives often employ more than one type of intervention

Providing goods and services to fulfill unmet needs of constituents

Helping organizations or individuals strengthen their capabilities

Sharing information and providing motivation to assist individuals to change behavior

Description

Examples ▪ Medical research

▪ Policy research

▪ Traditional wisdom

▪ Soup kitchens

▪ Performing arts

▪ Anti-malaria bed nets

▪ Hybrid seeds

▪ Vocational training

▪ Technical assistance

▪ Seatbelt campaigns

▪ Drunk-driving awareness

▪ Handwashing

▪ Community health outreach

Discovering, developing, interpreting or sharing knowledge to solve existing or expected problems

Promoting or resisting a change in government, multi-lateral, or corporate policy

▪ Grassroots campaigns

▪ Lobbying

▪ Litigation

Establishing systems and infrastructure that facilitate social change

▪ Networking opportunities

▪ Convenings

▪ Definition of common standards

▪ IT systems

Service / product

development and delivery

Capacity enhancement

and skills development

Behavior change

programs

Knowledge development

Policy development

and implementation

Enabling systems and infrastructure development

New Course Offerings

International Social Impact Strategies (ISIS)International Social Impact Strategies (ISIS)

Partnerships

International Social Impact Strategies (ISIS)

Our Over-Arching Goals and Approach To provide a socially relevant academic experience that integrate

classroom curriculum with experiential learning in an international setting

Through case studies, lectures, and classroom dialogue augmented with fieldwork, students will learn to think strategically while developing new perspectives into economic and social value creation in the developing world

Defining Social Impact

Our working definition of social impact

▪ A meaningful change in economic, social, cultural, environmental, and /or political conditions…

▪ …due to specific actions and behavioral changes…

▪ …by individuals, communities, and / or society as a whole

Communities Organizations

Society & Systems

Individuals Families

▪ Social impact assessment should reflect the values and priorities of the constituents involved

▪ Constituents should participate in all stages of the assessment process including identification of knowledge gaps

Inputs Activities Outputs Outcomes Impact*

Resources invested to enable activities

What the initiative does with the inputs to fulfill its objectives and produce outputs and outcomes

Direct products and immediate results of the activities

Medium term results of the initiative which affect constituents

Long-term results of achieving specific outcomes for constituents

▪ Assessing outcomes allows real-time learning that can guide improvements while an initiative is underway

▪ Outcomes provide action-oriented proxies for impact

▪ Outcomes are easier and more affordable to track than impact measures

5 steps of the impact value chain

International Social Impact Strategies (ISIS) Leverage corporations as the engines for “total community development” in rural areas. Partner with domain-driven development institutions that can share the resource costs to

improve the standard living across a variety of human indicators (domain areas would include education, agriculture, entrepreneurship, health care, renewable energy, etc.)

Measure the impact of highly focused community development programs on improvements in productivity/sustainability (in areas such as reduced cost of infrastructure, better labor productivity, lower recruitment costs, lower health care costs, etc.) over a 3-5 year time period. A positive correlation will provide a strong quantitative argument for other corporations to focus on community development strategically, as opposed to simply philanthropically.

Course StructurePre-ClassPreparationRequired Reading

Bottom of the Pyramid 101

Relevant readings to be completed prior to course

Fall Semester Project Preparation Case studies and conceptual frameworks Guest lectures by thought leaders in Social Innovation (e.g. Acumen, Bridgespan, Wagner

School and Berkley Center faculty) Project assignment, scoping, and planning Data collection and analysis

Winter BreakInternationalSite Visit

Engagementwith Partner Organization

Current state diagnosis Evaluation of strategic alternatives Revision of project scope and deliverables, as necessary

Spring Semester Project Completion Project debriefing/feedback Final report/deliverables/Presentations

Entrepreneurship (2 teams, Desphpande Center for Social Entrepreneurship)

Conceive, research, and develop the building blocks for several new micro-businesses in the area

Study supply chain of Tasty Bite and other food companies in the area to determine vendor business opportunities. Examples include vegetable preparation (e.g. cutting, sorting of spinach, eggplant), packaging, cooperative farm, all-natural pesticides, etc.

Identify potential entrepreneurs; examine managerial, operational and technical infrastructure required

Develop business plans which examine both economic and social implications Recommend capital sources and structures (e.g. micro-loans, micro-equity institutions)

• Study economics of contract farming from both a farmer perspective and a corporate buyer perspective. Develop economic model for contract farming arrangements that ensure return optimization for both parties

• Examine social and economic issues of cooperative farming. Develop cooperative farm business plan

• Analysis of innovative farming inputs - e.g. water harvesting, natural pesticide management, yield enhancement. Study productivity benefits and cost benefits for both farmer and corporate buyer (Tasty Bite has already begun work on a program with USAID/University of Wisconsin)

Agriculture (1 team; Partners are BASIX, Hyderabad, Amul, Gujarat)

Study high school curricula in neighboring villages Based on nature of companies in the region, conceptualize and develop

vocational training modules (Tasty Bite is already sponsoring a few science programs in high schools in neighboring villages)

Develop model to determine long-term impact on cost of recruitment, absenteeism and worker productivity for area factories if vocational model is scaled

Education - Vocational (1 team at Tasty Bite)

• Study rate of child school enrollment and literacy in neighboring villages.

• Recommend partnership with educational development institution (e.g. Pratham, Akanksha) to address child literacy and education. Determine partnership structure, funding, mid-day meal program, etc.

• Develop model to determine long-term impact of educational program on the community and its employers (e.g. in reduced worker absenteeism, morale, etc.)

Education - Childhood (1 team; Partners are Education for All, Delhi, Akanksha, Pune, Akshaya Patra, Bangalore)

• Conduct an industry structure analysis of rural renewable energy options for farmers, factories, and households. Examine technologies, companies, economics, regulation, social implications etc.

• Develop 5-year plan with goals and actions for reduction of carbon-based fuel usage and increased access to energy by all parties.

Energy & Environment (1 team; Partner is C-STEP, Bangalore)