2. 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 Best Paper Award $5,000 US Call for Abstracts Satter Conference Nov 4-6

3. At XX University, this may be relatively easy

4. 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 Innovation New York University Stern School of Business

5. 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

6. In theory there is no difference between theory and practice. In practice there is. Anon

7. 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

8. 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!

9. 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

11. 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 CoursesAcross the Curriculum

12. 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 contribution Business perspective Infrastructure Innovation Itself Products and Services Jobs Skills and Training Procurement Taxes Corporate Governance Environmental Management Business activity Direct impacts Indirect impacts Resources

13. ▪ 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

17. New Course Offerings International Social Impact Strategies (ISIS)

18. Partnerships

19. 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

20. 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

21. 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

22. InputsActivitiesOutputsOutcomesImpact* 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

23. 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.

24. Course Structure Pre-Class Preparation Required Reading Bottom of the Pyramid 101  Relevant readings to be completed prior to course Fall SemesterProject 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 Break International Site Visit Engagement with Partner Organization  Current state diagnosis  Evaluation of strategic alternatives  Revision of project scope and deliverables, as necessary Spring SemesterProject Completion  Project debriefing/feedback  Final report/deliverables/Presentations

25. 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)

26. 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)

27.  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)

28. 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)

29. 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)