1. PRME/GIM Webinar Agenda 5 May 2011
Presenters:
Sahba Sobhani, Program Manager GIM, UNDP: Presenting UNDP - GIM  and its relevance/implications for the future work of the WG
Al Rosenbloom: presenting results and implications of the 3-round survey on priorities and modalities for the future work of the WG
Milenko Gudic: presenting objectives and format of the WG Workshop in Bled in July (also in the context of the deliverables for the Global Forum 2012 in Rio and the 2013 Summit in Bled)

2. The Growing Inclusive Markets (GIM) Initiative

3. A new perspective on private sector contribution to development
benefits
Inclusive business
models / inclusive
markets
CSR / Social
investment
Risk
Philanthropy
Business
benefits

4. Premise: Opportunities exist to build bridges between business and the poor
The poor harbour a potential for consumption, production, innovation and entrepreneurial activity that is largely untapped
2.6 billion people live on less than US$ 2 per day; 1 billion lack access to clean water; 2.6 billion lack adequate sanitation; 1.6 billion lack access to electricity; 5.4 billion have no access to internet
Inclusive business models include the poor on the demand side as clients and customers, and on the supply side as employees, producers and business owners in the value chain
Sectors: energy, water & sanitation, agriculture, health, financial services, ICT, handicraft, education, housing, tourism
Types of organizations: MNCs, large companies (public/private), MSMEs, cooperatives, NGOs, social business
Inclusive business models create a win-win scenario between business and the poor
Benefits for business: generating profits, creating innovation, developing new markets, strengthening supply chains
Benefits for the poor: meeting basic needs, increasing productivity and incomes, empowering communities

5. 2.6 billion people live on less than US$ 2 per day
The poor harbour a potential for consumption, production, innovation and entrepreneurial activity that is largely untapped
Poverty is best understood as a lack of opportunity to lead a life one values.
2.6 billion people live on less than US$ 2 per day
Billions of people lack access to essential goods and services:
No clean water: 1 billion
No adequate sanitation: 2.6 billion
No electricity: 1.6 billion
No internet: 5.4 billion
The extreme prevalence of poverty in today’s world calls us urgently to action.
Poverty is best understood as a lack of opportunity to lead a life one values.
The indicators for poverty are many, but all show that far too many people remain poor.
Of the world’s 6.4 billion people, about 2.6 billion live on less than $2 a day.
Billions of people lack access to essential goods and services.
More than a billion lack clean water, 2.6 billion lack adequate sanitation, 1.6 billion lack electricity and 5.4 billion lack access to the Internet.

6. Inclusive Business Models Potential for Scale and Replication
Inclusive business models include the poor on the demand side as clients and customers, and on the supply side as employees, producers and business owners
Inclusive Business Models
Human Development Impact
Commercial Viability
Environmental Impact
Potential for Scale and Replication
Innovation
Does the business improve poor people's access to basic goods and services such as education, health, housing, water and sanitation, etc.
Does the business reach excluded and disadvantaged populations (e.g., women, youth, disabled, ethnic minorities)?
Does the business contribute to environmental sustainability (e.g. by saving resources, reducing carbon emissions, conserving biodiversity, maintaining ecosystem services)?
(Should at least have no major negative environmental impacts)
Has the business already achieved scale (either by expanding regionally, or reaching deeper into poor populations, or extending its activities)? If not, does the business have the potential to grow?
Has the business model been replicated by others in the same region/sector?
Is the business profitable? (In case of a start-up: is there a business plan to achieve profitability over time?)
Does the business employ new solutions? Is it based on an innovative product, process or business model? Is it based on new ideas that can excite and inspire others?

7. Including the Poor Creates Opportunities for Business
Business benefits
Evidence
Smart Communications was the most profitable of the 5,000 largest corporations in the Philippi-nes in 2003, with a net income of about $288 m.
Fingerprint-enabled ATMs developed for illiterate banking customers in India are being introduced in the US.
The 4 billion people who live on less than $8 a day have a combined purchasing power of $5 trillion.
Through training employees, Denmor Garment Manufacturers could a occupy a niche in high-quality, highly flexible production chains.
SABMiller sources sorghum for its Eagle Lager from about 8,000 small-scale farmers in Uganda and 2,500 in Zambia,
Generating profits
Creating innovation
Developing new markets
Business with the poor can be profitable, sometimes even more profitable than business with the rich. Smart Communications in the Philippines, a mobile phone banking company enabling overseas remittances and other services, became that country’s leading telecommunications provider with a business model based on the mission ‘to make mobile phones as affordable and accessible to as many Filipinos as possible.’ Of Smart’s revenues, 99% came from prepaid cards in In 2003, with a net income of about $288 million, Smart was the year’s most profitable of the 5,000 largest corporations in the Philippines.
Generating profits and financial self-sustainability.
Driving innovation. The motive for doing business with the poor is not always immediate profitability. Sometimes it is longer-term growth and competitiveness. That is particularly true for large firms, including foreign multinationals, for which doing business with the poor can foster innovation—a must for companies to compete and grow.
For large firms entering the unfamiliar markets of the poor—and sometimes engaging local actors—can spur innovation in two ways. First, to increase affordability and fit poor people’s preferences and needs, firms must develop new combinations of price and performance. Second, the deep and pervasive constraints that firms meet when doing business with the poor—from transportation difficulties to an inability to enforce contracts—require inventive responses. The products, services and business models that result can be successfully transferred to developed markets, attracting consumers there. For example, fingerprint-enabled automated teller machines developed for illiterate banking customers in India are being introduced in the United States, where they increase security and convenience. Large companies that do not compete for low-income customers risk ‘innovation blowback’ if they ignore how innovations can move from the markets of the poor into higher-income markets.
Developing new markets. Pioneering work on the ‘bottom of the pyramid,’ by C.K. Prahalad and others, has shown that the poor can be a significant market for certain goods and services in many countries. 4 billion people, roughly two-thirds of the world’s population, live on less than $8 a day. Although their incomes are small, many small incomes together equal a large sum: about $5 trillion, nearly the gross national income of Japan, the world’s second largest economy.
Expanding into poor markets allows firms to capture market share in a growing economy. And it allows them to build brand recognition and loyalty with a growing customer base. Engaging poor markets can also provide a ‘license to operate’ from the local community or the country at large, and engaging with local stakeholders can contribute to the long-term political and economic stability of the business environment.
Some inclusive business models serve longer-term strategic interests in generating demand and building new markets. TsinghuaTongfang, a Chinese computer company expanding the rural computer market, is developing software and hardware solutions for 900 million Chinese farmers, offering targeted benefits such as information on weather and productive yield methods for farmers.
Enlarging the labour pool.
Manufacturing companies are moving or outsourcing production to take advantage of lower labour costs in poor countries. China and other Asian countries have become the assembly lines of the world. With training, moreover, poor people can deliver high-quality products. Denmor Garment Manufacturers in Guyana employs mostly women from poor backgrounds. Thoroughly training them led the company to a niche in high-quality, highly flexible production chains. Industries such as food, fashion and tourism can also draw on the cultural skills of the poor as employees, developing products with unique value propositions for higher-income consumers—both in home markets and through export channels abroad. And for businesses targeting poor consumers it can be smart to employ poor people as sales, maintenance or collection personnel—allowing the businesses to leverage their local knowledge and connections.
Strengthening supply chains.
Many firms now buy significant shares of their inputs of both goods and services from other firms. Incorporating the poor into business value chains as agricultural producers or as goods and services suppliers widens the scope for firms in developing countries to reduce costs and improve flexibility through local procurement. And that scope widens as local businesses upgrade to more specialized or higher-skill activities, such as component production or business services.
With most of the world’s poor working in agriculture, businesses are exploring how to reduce the cost and increase the quality, diversity and consistency of agricultural product supplies by working with small-scale farmers. Such businesses range from global giants to large national firms and to smaller local enterprises. The South African multinational SABMiller sources sorghum for its Eagle Lager from about 8,000 small-scale farmers in Uganda and 2,500 in Zambia, working through cooperatives, commodities brokers and nongovernmental organizations to transfer agricultural knowledge and business skills.
Working with farmers in developing countries can also offer unique advantages, such as biodiversity, with rare, high-quality products awaiting discovery. The Brazilian cosmetic company Natura built its high-end product line, Ekos, around natural ingredients used by traditional communities. And some consumers are willing to pay more to support producers in developing countries. Though still small, the fair trade sector is growing quickly. Its total retail value was estimated at €1.6 billion in 2006—up 42% from 2005.
Expanding the labour pool
Strengthening supply chains

8. It also Creates Opportunites for the Poor
Benefits for the Poor
Evidence
RiteMed reached more than 20 million low-income clients in 2006 with 35 generic drugs, selling them at prices 20%–75% lower than those of name brands.
Amanco sells small-scale lemon farmers drip irrigation systems that can raise annual yields from 9 tons per hectareto 25.
Huatai provides alternative sources of income for local tree farmers and significantly increases the incomes of about 6,000 rural households.
Access to loans, such as those provided by K-REP Bank, are not only sources of investment but also of self-confidence and independence.
Meeting basic needs
Increasing productivity
Increasing incomes
Meeting basic needs.Some of the case studies address basic needs, such as food, health care, water, sanitation and housing. In the Philippines, RiteMed, the newly formed generics division of pharmaceutical provider Unilab, reached more than 20 million low-income clients in 2006 with 35 generic drugs, selling them at prices 20%–75% lower than those of name brands.
Increasing productivity.Inclusive business models can increase the productivity of the poor through sales of production equipment, financial services and information and communications technology. Capacity building among employees, producers and small business owners also boosts their productivity. And improvements in the business environment, such as a better regulations and infrastructure, lift all boats. In Mexico, Amanco sells small-scale lemon farmers water-efficient drip irrigation systems that offer higher absorption and allow continuous production for 8–10 months a year. The company aims to raise farmers’ annual yields from 9 tons per hectareto 25. Through social entrepreneurs and farmer cooperatives, Amanco also builds capacity through training and facilitating access to financing.
Increasing incomes.Doing business with poor people can allow them to increase their income—both through higher productivity and through new economic opportunities as employees, suppliers, distributors and the like. With Amanco, these productivity increases are expected to nearly triple farmer incomes. In China, Huatai provides alternative sources of income for local tree farmers and significantly increases the incomes of about 6,000 rural households.
Poor people’s higher incomes can set off economic multipliers within the local community, indirectly increasing the incomes of many others. In Poland, apart from the jobs and information and communications technology services provided directly by DTC Tyczyn, the community benefited indirectly from economic spinoffs that established new businesses and boosted land values five-fold.
Empowering the poor.Doing business with poor people empowers themdemonstrably, both as individuals and as communities. By raising awareness, by providing basic education, by including groups that have been discriminated against and by conferring new hope and pride, inclusive business models can give people the confidence and strength to escape poverty using their own means. In Kenya, the loans provided by K-REP Bank, a commercial microfinance provider, are not only sources of investment or working capital, but also of self-confidence and independence.
Some inclusive business models contribute to human development in all four ways. Amanz’abantu, a water and sanitation provider, is meeting basic needs in South Africa by providing clean water and sanitation to the rural poor. Becoming healthier helps the poor become more productive. Because women no longer spend hours fetching water from the river and can instead spend their time in productive activities, they are more able to increase their income. Amanz’abantu further contributes to empowerment through its ownership structure, with historically disadvantaged companies holding a significant portion of its shares.
Empowering communities

9. Core Business Contributions to the MDGs
In Colombia, Juan Valdez is offering higher, more stable incomes to over 500,000 small-scale coffee growers.
Tsinghua Tongfang (THTF) markets computers to China’s rural population that include distance education software, both for primary and middle school education and for minority language education.
In Russia over 80% of Forus Bank’s clients are women, most of them in retail businesses; in 2006 the bank helped create 4,250 direct and 19,950 indirect jobs. In Mali, where in 2000 more than 22% of infants died before their first birthday, Pésinet provides an early warning method for monitoring the health conditions of children under age five, greatly reducing the infant mortality rate.
In Cabo Delgado, Mozambique, the liquefied petroleum gas provided by VidaGas improves the sterility of medical instruments used to deliver babies, thereby improving maternal health.
In Tanzania, A to Z Textile Mills provides affordable, long-lasting insecticide-treated bed nets that prevent mosquitoes from spreading malaria, reducing deaths by 50%.
In 57 small towns across Uganda, the Association of Private Water Operators provides over 490,000 people with water and sewage services.
In the Philippines, Smart is reducing the ‘digital divide’ by providing low-cost, prepaid mobile phone airtime cards and is easing financial transactions to serve 24.2 million people.  
Inclusive business models and the Millennium Development Goals
The Millennium Development Goals, which translate the concept of human development as a multidimensional challenge into actionable objectives, give all UN agencies an overarching framework to measure progress in reducing global poverty. The Growing Inclusive Markets case studies show how inclusive business models are promoting progress towards the goals.
Millennium Development Goal 1: Eradicate extreme poverty and hunger
In Colombia, Juan Valdez is offering higher, more stable incomes to over 500,000 small-scale coffee growers. In the Philippines, where coconut farmers are among the poorest people, CocoTech involves more than 6,000 families in cocofibre net production.
Millennium Development Goal 2: Achieve universal primary education
TsinghuaTongfang (THTF) markets computers to China’s rural population that include distance education software, both for primary and middle school education and for minority language education. The minority language programme’s online video classes, recorded in quality middle schools with minority students, allow THTF’s rural customers to learn in their own language.
Millennium Development Goal 3: Promote gender equality and empower women
Financial institutions can promote gender equality and women’s empowerment by increasing access to finance—an important need for the many women microentrepreneurs in developing countries. In Russia over 80% of Forus Bank’s clients are women, most of them in retail businesses; in 2006 the bank helped create 4,250 direct and 19,950 indirect jobs.
Millennium Development Goal 4: Reduce child mortality
In Mali, where in 2000 more than 22% of infants died before their first birthday, Pésinet is making a difference in the communities where it operates by providing an early warning method for monitoring the health conditions of children under age five from low-income families. In Saint Louis, Senegal, where Pésinet started, the infant mortality rate fell by more than 90% between 2002 and 2005—from 120 per 1,000 live births to 8.
Millennium Development Goal 5: Improve maternal health
In Cabo Delgado, Mozambique, the liquefied petroleum gas provided by VidaGas improves the sterility of medical instruments used to deliver babies. Where most public clinics were once short of essential drugs, and most maternal deaths resulted from infection and haemorrhage caused by complications in pregnancy, today’s reliable fuel supply, cold chain for medicines and better distribution of medicines all improve maternal health.
Millennium Development Goal 6: Combat HIV/AIDS, malaria and other diseases
In Tanzania, A to Z Textile Mills provides affordable, long-lasting insecticide-treated bed nets that prevent mosquitoes from spreading malaria, reducing deaths by 50%.
Millennium Development Goal 7: Ensure environmental sustainability
In 57 small towns across Uganda, the Association of Private Water Operators provides over 490,000 people with water and sewage services.
Millennium Development Goal 8: Develop a global partnership for development
In the Philippines, Smart is reducing the ‘digital divide’ by providing low-cost, prepaid mobile phone airtime cards and is easing financial transactions through the option to send remittances using short messaging service (SMS) technology. With a network covering over 99% of the population, Smart’s focus on the low-income market enables it to serve 24.2 million people. 9 9

10. Principles | Products | Objectives
- Conceived in 2006 as platform for collaboration focused on research & advocacy
- Advisory Board gathering over 25 key stakeholders including business associations, academic institutions and development agencies
Principles
Core business emphasis
Developing world focus
Human development framework, guided by the MDGs
Local agenda
Partnership and multistakeholder approach
Products
Reports (global, regional and national)
Case studies (120 published + 1,000 examples)
Knowledge network: 45 Southern academic institutions, Centers of Excellence, KM platform
Tools: Strategy Matrix, Heat Maps, Actor Framework, Training for companies and intermediaries
Objectives
Deepen the understanding of how inclusive business models and inclusive markets can contribute to sustainable human development
Enable the creation of more inclusive business models by informing individual, collective and policy action to improve market environments
Founded in 2006

11. Network of 45 academic institutions in >30 countries
- Lagos Business School, Pan-African University (Nigeria)
- Obafemi Awolowo University (Nigeria)
- Institut Africain de Management (Senegal)
- Institute of Statistical Social and Economic Research (Ghana)
- Jomo Kenyatta University of Agriculture & Technology (Kenya)
- Makerere University, Faculty of Economics and Management (Uganda)
- University of Pretoria, Gordon Institute of Business Science (South Africa)
- Witwaterstrand University, Graduate School of Business Administration (South Africa)
- Reciprocity (South Africa)
- Bangalore Institute of Management (India)
- Harvard Business School's Indian Research Center (India)
- Shanghai University (China)
- Alternative Energy Institute, WTAMU (China)
- Peterson Institute of International Economics / Center for World Trade Organization Studies (China)
- New Ventures (Indonesia)
- Hasanuddin University (Indonesia)
- Jagannath University (Bangladesh)
- Open University, Ho Chi Minh City (Vietnam)
- European Chamber of Commerce in Vietnam
- Institute of Technology (Fiji)
- School of Business Administration, Al Akhawayn University, Ifrane (Morocco)
- American University in Cairo (Egypt)
- Synovate (Egypt)
- International University of Kyrgyzstan, Bishkek (Kyrgyz Republic)
- Marmara University, Department of Economics (Turkey)
- Economy and Values Research Center (Armenia)
- Zdes i Seichas (Belarus)
- International Investment Center (Russia)
- Department of Organization & Management, Faculty of Economics & Business (Croatia)
- Kozminski Academy of Entrepreneurship and Management (Poland)
- Fundação Dom Cabral (Brazil)
- Universidad del Pacifico (Peru)
- Universidad de los Andes (Colombia)
- Escuela de Graduados en Administración y Dirección de Empresas, Tecnológico de Monterrey (Mexico)
- Tecnológico de Monterrey, Social Enterprise Knowledge Network (Mexico)
- Arthur Lock Graduate School of Business (Trinidad & Tobago)
- Richard Ivey School of Business (Canada)
- HEC Montréal (Canada)
- Nottingham University Business School (UK)
- Yale University (US)
- Ecole Supérieure des Sciences Economiques et Commerciales, Institute for Research and Negotiation in Europe (France)
- Université Québec à Chicoutimi (Canada)
- University of Tokyo (Japan)
- Hosei University (Japan)
Eastern Europe & the CIS
Sub-Saharan Africa
Latin America & the Caribbean
Asia & the Pacific
OECD
MENA

12. Empirical research approach: 120 case studies developed (1/2)
Cooperative
Employee
Non-profit 4%
MNC
Producer
Entrepreneur
MSME
Consumer
Large domestic (incl. public)
Type of inclusion
Type of company
MENA
Sub-Saharan Africa
Eastern Europe & CIS
Latin America & Caribbean
Asia & Pacific
Region

13. Empirical research approach: 120 case studies developed (2/2)
# of cases

14. GIM Case Study Database

15. Case study example: SELCO (India)
“We set up SELCO to bust 3 myths: the poor cannot afford technology, the poor cannot maintain technology and it is not possible to run a commercial venture that fulfills a social objective.” - Dr. Harish Hande, Founder
Description
Opportunity: most of India’s rural population does not have access to electricity; 400 million depend on highly polluting and inefficient sources of energy, thus hindering productivity
Business model: make solar lighting technology accessible to the rural poor (Karnataka) through credit
Constraints:
Negative perception about solar technology
Different clients’ needs and payment capacities
Solutions:
Demonstration effects: maintained solar street lights to demonstrate viability of the technology
Customized products (e.g. head lamps for midwives and flower pickers) and payback options
Partners
Suppliers: Tata BP, Shakti Electronics, Anand Electronics
Investors: IFC, USAID, E+Co, Lemelson, Good Energies Foundation
Results
Loans: rural banks, credit cooperatives, MFIs
Social: provision of solar lighting to >110,000 rural homes and 4,000 institutions (orphanages, clinics, schools), creation of jobs (170) and income opportunities for the rural poor (entrepreneurs renting SELCO lamps to street vendors daily), savings in energy costs, improved children’s education and health.
Implementation: SEWA
Classification
Environmental: non-polluting and renewable source of energy
Inclusion: Consumer, Entrepreneur
Sector: Energy
Economic: 25 service centers, average sale price of USD 450, broke even after 7 years, now worth USD 3.4 million, won national and international awards
Type: MSME
040404MS_0307_0254_Client 15

16. Strategy Matrix – A tool to understand constraints and possible strategies
Market information
Regulatory environment
Physical infrastructure
Knowledge & skills
Access to financial products and services
Adapt products and processes
Invest in removing constraints
Leverage the strengths of the poor
Combine resources and capabilities with others
Engage in policy dialogue with government
Constraints

17. Market Heat Maps – A tool to improve market information
Percentage of households in Guatemala living on less than $2 a day with access to credit by source

18. Actor Framework – Who supports inclusive business models and how?
Policymaking institutions
Research & Advocacy institutions
Finance institutions
Institutions with complementary capabilities
Policies, infrastructure
Incentives, PPP
Awareness raising,
best practices
Expertise
Networks
Tools, knowledge hubs
Patient capital, grants
Equity, debt financing

19. Actor networks in inclusive business models
Policymaking institutions
Research and advocacy institutions
Finance institutions
Institutions with complementary capabilities
MNC
Large domestic company
SME
NPO 19

20. Global, Regional and National Reports
“Business Solutions to Poverty – How inclusive business models create opportunities for all in Emerging Europe and Central Asia” (2011)
“Creating Value for All: Strategies for Doing Business with the Poor” (2008)
“Estrategias Empresariales para la Superación de la Pobreza y la Exclusión en Colombia” (2010)
“The MDGs: Everyone’s Business” (2010)

21. Thank your for your attention
For more information:

22. Summary of the Working Group Delphi Process
PRME Working Group
Poverty as a Challenge to Management Education
PRME WG Webinar
5 May 2011

23. Delphi Process A practical management tool
That helps group members that are in dispersed locations reach consensus

24. Delphi Process Recap Round 1
To develop a list of activities and ideas from WG members that is as complete as possible.
Began with 14 topic areas 32 topics
Began with 20 “work products”  32 “ work products”

25. Delphi Process Recap Round 2
To vote for topics and work products of most interest to WG members
Resulted in both lists being divided into topics of high interest (largest number of votes) and topics of interest (fewer number of votes)
WG commitment: To retain all WG member interests  collaboration + partnerships

26. Delphi Process Recap Round 3
To determine strength of interest in the top 10 WG topics and top 9 work products
WG members were asked to allocate 20 points across each of the two groups
Responses: 21

27. Topics of Interest Topic Points WG Member Interest
1. Collaborating on poverty alleviation projects in developing countries and giving students the opportunities to get involved in those projects. 93
12 members
2. Case writing and case research on poverty 60
11 members
3. Poverty and its relationship to sustainability activities/efforts 44
7 members
4. Concrete (consulting) projects done by the students for individuals, small companies, municipalities, NGOs, or any institution in developing and emerging countries related to poverty reduction 40
4 members

28. Topics of Interest Topic Points WG Member Interest
5. Poverty and its relationship to business ethics/corporate social responsibility 36
7 members
6. Faculty research 30
4 members
7. Cross discipline issues related to poverty 29
5 members
8. Corporate leadership issues as they relate to poverty 22

29. Topics of Interest Topic Points WG Member Interest
9. Poverty and its relationship to economic development activities 20
3 members
10. Issues related to the curriculum (redesigning/revising/innovating) 17
4 members

30. Work Products/WG Outcomes
Topic
Points
WG Member Interest
1. An e-education system or program that helps different disciplines teach or studying about poverty 89
10 members
2. Book(s) 71
9 members
3. Conference(s) 41
8 members
4. Partnerships between ‘rich’ and ‘poorer’ universities for mutual learning 34
6 members
5. Instructional material(s) 23
4 members

31. Work Products/WG Outcomes
Topic
Points
WG Member Interest
6. Executive education guidelines 23
5 members
7. Webinars 21
4 members
8. Case clearinghouse 17
9. Corporate training guidelines 13
3 members

32. Brief Recap: Where We Are Now
Worked through a three-stage process that first involved enlarging the domains of interest and then consolidating them
Identified common areas of interest
Know who is interested in specific topics
Sense of the various tangible products WG members are interested in

33. What We Might Want to Discuss Next
The possibility of topic champions/topic coordinators
Organizational structure
“Deliverables” in terms of immediate, mid-range and long term time frames
How to integrate the long list of remaining topics of interest into existing areas of interest
How the Growing Inclusive Markets (GIM) framework influences topics and work products

34. BLED 7-8 July, 2011

35. PRME Working Group Poverty as a Challenge to Management Education
Current Status and Future Activities
PRME WG Webinar
5 May 2011

36. Content General frame of work Current status Workshop in Bled
Time horizon
Deliverables for Global Forum and Summit

37. Original Plan of Activities
Inviting faculty to join the group – Winter 2010/Spring 2011
Creating database (profiles, interests) – Spring 2011
Communication platform /Spring 2011
WG meeting in Bled – Spring 2011
Thematic workshop – winter 2011
International conference 2012

38. Current Status Working Group established
70 members
30 countries
Database: CVs collected (partially)
3-round Delphi survey
Identification of interests
First prioritization
Concentration of interest areas and tangible products

39. Communication Platform
LinkedIn Group established
35 members
First information being shared
Electronic communication
PRME supported Webinar, 5 May
Future development
To be discussed in the Workshop in Bled

40. Workshop in Bled WG structure Future work Geographic Thematic Matrix
Deliverables
Time horizon
Possible funding

41. Time Horizon PRME Global Forum 2012 Thematic Workshop 2012
Rio de Janeiro, May 2012
Fighting poverty through management education in the context of dealing with social aspects of sustainable development
Thematic Workshop 2012
Associated to Global Forum
Rio de janeiro, or Buenos Aires
PRME Summit 2013
Bled, May 2013

42. Deliverables for Global Forum in Rio
Social aspects of sustainable development - Fighting poverty through management education: challenges, opportunities, solutions
Management education and constraints/strategy matrix
Management education solutions
PRME Working Group
Aspirations
Activities
Needs

43. Deliverables for Global Forum in Rio
Building blocks
CEEMAN Survey
PRME/CEEMAN Survey
GIM Report
WG projects and activities

44. Deliverables for Global Forum in Rio
Work methods
Global survey
WG thematic workshop
WG activities and projects

45. Welcome to Bled! PRME WG Workshop
7-8 July 2011
Growing together by learning together about and for a better world