Transcript A New Generation of Leaders: The Social Entrepreneur

A New Generation of Leaders:
The Social Entrepreneur
Fulbright Lecture Series
November 19, 2010
Dayle M. Smith, PhD
Professor of Management
University of San Francisco
Fulbright Visiting Professor of Management,
Hong Kong Baptist University and the HAC
2010-2011
Overview
Introduction
 Fad or Paradigm Shift
 New Generational Values
 A Model for Social Entrepreneurship and
Leadership Development
 Role of Education in Developing the
Social Entrepreneurial Leaders
 Implications and Discussion
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Challenge: Access to Clean
Water
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1.2 billion people are
drinking unsafe water
Problem: transport
(retrieval to
consumption)
Seeding innovation in
the water sector
Acumen Fund, IDEO
w/backing from Gates
Foundation
Micro Finance
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The Kadoorie Story in Hong Kong
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Grameen in India (http://www.grameen.com/)
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KIVA in the US & Worldwide
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Social Entrepreneurship
Defined
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A social entrepreneur is someone who recognizes a
social problem and uses entrepreneurial principles
to organize, create, and manage a venture to make
social change….rather than bringing a concept to
market to address a consumer problem, social
entrepreneurs attempt to bring a concept to
market to address a public problem.
(Alex Nicholls, Oxford University’s Skoll Centre)
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Social entrepreneurship takes many forms,
but at it’s core is characterized by a leaders’
sense of social consciousness and a desire
to make a positive impact on society
…adapted from an ancient Chinese proverb
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Philanthropy/Charity
“Give a man a fish and you feed him for a day…”
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The NGO/Government Model
“…teach a man to fish and you feed him for a lifetime”
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Social Entrepreneurship
“Provide him access to capital to create a sustainable
fishing business at a fair rate of return and change
the world”
Challenges
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Understanding of Complex Problems
(poverty, access to clean water, healthcare, environmental
pollution,sustainability in all its forms)
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Taking a A Different Approach to Business
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Collaborative effort
Triple Bottom Line Thinking
Leadership Reframed
Why a “new” generation of
Leaders?
What do our students
care about?
What inspires this
generation?
…the anecdotal
evidence
A New Generation of Business Leaders
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“socially aware, globally engaged…”
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--Professor Dave Gershon
National Institute for Pharmaco-Economics and
Healthcare Policy Social Venture Incubator
IBM Global Student Study 2010
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Three most important ‘external’ forces
over the next three years
Globalization
 Environment
 Sustainability
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Source: IBM Global Student Study 2010, IBM Global CEO Study 2010
Representative Comments
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“I’ll consider economic performance and societal/environmental performance
as two parts of the same process of wealth creation. We need to rethink what
wealth means” (student, France)
“Resources are depleting heavily. Govenrments will now take things into their
hands and keep their resources in their country so they will last longer.”
(student, India)
“Natural resources..are becoming more scarce….there will be a need for
collaboration among nations to find solutions to these problems, which means
that organizations will be more interconnected.” (student, USA)
“Global thinking is a must for leaders, but it must be associated with a focus on
sustainability and integrity, otherwise businesses will be short-lived.” (student,
Japan)
Less than 4 in 10 students believe their education
has prepared them well to address the new
realities of a shared planet
Insights from the IBM Study
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To meet future challenges….
Rethink Business Value
 Create Stronger Global Connections
 Inspire Creative Leadership
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Source: IBM Global Student Study 2010, IBM Global CEO Study 2010
The Role of Education
Consider these ideas about
Education…
• “In an engaged institution, an ideal education lies between
the two poles of experience and purpose, thought and
action, self-realization and social responsibility. An
education is meaningful when it liberates the spirit and
feeds the soul and at the same time, prepares us to make
good decisions, contribute to public life, and live as
responsible citizens of our democracy.
To foster a society in which learning has consequences, our
colleges and universities must direct themselves to
bringing public purposes and private benefits together.”
(--Ramaley, J.A. (2005). Scholarship for the public good: living in Pasteur’s quadrant.
In A.J. Kezar, T.C. Chambers, & J.C. Burkhardt (Eds). Higher education for the Public Good. (p 180).
San Francisco: Jossey Bass.)
Scholarship of Engagement
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“At one level, the scholarship of engagement means connecting to our most
pressing social,civic and ethical problems. Campuses should be viewed by both
students and professors not as isolated islands but as staging grounds for action….
but at a deeper level…what’s also needed is is not just more program, but a larger
purpose, a larger sense of mission….
…the scholarship of engagement also means creating a special climate in which the
academic and civic cultures communicate more continuously and more creatively
with each other, helping to enlarge what anthropologist Clifford Geertz describes as
--the universe of human discourse and enriching the quality of life for all of us.”
(Boyer, 1990. Scholarship Reconsidered: Priorities of the Professoriate. Princeton, NJ: Carnegie Foundation)
What’s Needed?
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“…Collaborative, action-oriented, realworld problem-solving was by far the best
strategy to advance knowledge and
learning.”
(---reflecting on W. R. Harper’s beliefs about higher education in
Benson, et. al. (2005): “Integrating a commitment to
the public good into the institutional fabric.”
Developing Social
Entrepreneurs
Teaching Business Valuation from a
“Triple Bottom Line” perspective:
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3 Ps + 1
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People
Planet
Profit
AND……..Partnerships
A Model for Social Entrepreneurs
Source: Alex Nichols, Oxford University,
Skoll Centre
Leadership Qualities (LPI)
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Leadership Practices
Challenge the Process
 Inspire Shared Vision
 Model the Way
 Enable Others to Act
 Encourage the Heart
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Source: Kouses & Posner, The Leadership Challenge
Leadership from a
Global Perspective: GELI
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Visioning
Empowering
Energizing
Designing and Aligning
Rewarding and
Feedback
Team Building
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Outside Orientation
Global Mindset
Tenacity
Emotional Intelligence
Life Balance
Resilience to Stress
Source: DeVries, Global Executive Leadership Inventory
Where Can These Behaviors
Be Developed?
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Education
Experience
Practice
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All focused on
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People
Planet
Profit
Partnership
Leveraging Education
Experiential Learning: Service Learning
and Internships
 An approach to Mission, Purpose and
Making Education Relevant
 A Strategy for Community Engagement
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Internships and Service Learning
What is Service Learning?
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SL and Social Entrepreneurial Internships provide for experiential learning
that engages students in course-relevant, community-focused
service/experience that connects the academic discipline to community action
and social change
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SL is intentional in meeting the needs of a community partner, as defined by
that partner and, engaging the student in well-articulated service and/or
internship experiences
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SL and the well-developed internships is built on a reciprocity principle where
students learn from their community partners
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SL and Internships from a “social change” perspective enables students to
take action and reflect; whereby action informs reflection and reflection
encourages further action--developing leadership knowledge, skills, abilities
(KSAs) needed by Social Entrepreneurs
Building Strategic Alliances
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Faculty-Community Partner (FC)
Faculty-Student (F-S)
Community Partner-Student
(CP-S)
Student-Student (S-S)
Source: Smith, D.
Managing Expectations in
Service Learning, 2010
Developing Social Entrepreneurial Leaders:
Strategic Alliances
Business
e.g. VC
S-P
The
Developing
Leader (S)
Global Partners
S-P, S-S,
Mentor
(F-S)
The Mentor: University
S-S, S-F, S-P
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Service Learning
Internships
Global Partners
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S-S, S-P, F-P
Skoll Foundation
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Vision: live in a
sustainable world of
peace and prosperity.
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Mission: drives largescale change by
investing in, connecting,
and celebrating social
entrepreneurs and other
innovators dedicated to
solving the world’s most
pressing problems.
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Example: Funding
Root Capital and the
Starbucks connection
http://www.skollfoundation.org/nyti
mes-fixes-filling-the-gap-betweenfarm-an
d-fair-trade/#more-3679
The HUB: “a platform for
innovation
“We need new models that blend social and
environmental value with economic viability.
The system is broken. Together we can build a
better alternative. When faced with a task of this
magnitude, why not assemble great talent into a
common space? Together, we generate new
ideas for change. Then we combine tools and
resources to transform our ideas into action. We
work collaboratively, sharing best practices to
inspire and grow. We build and scale together,
forming a values-driven, high-performing
system that works toward a better world.”
Business: The VC Community
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I
Good Capital
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investment firm that increases the flow of capital to
innovative ventures creating market-based solutions
to inequality and poverty….invests in the most promising
social enterprises and give them the tools and guidance
they need to succeed. In addition,Good Capital actively
leads the development of the emerging social capital market.
…shares a deep commitment to the creation of a new,
informed, and passionate world of investing that
strategically moves more capital to good.
The Experiential Learning Model
Applied to Strategic Alliances in Social Ventures
Alliance Relationship
Testing implications
of concepts in new
situations
Experiential
Learning
Cycle
Formation of abstract
Concepts and
Generalizations cultivates
Creativity & Innovation
Observations and
Reflections
Implications and
Discussion
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Identifying opportunities for innovation that
address social concerns
Enabling a generation to gain experience with
social enterprises
Reframing how we define stakeholder interest
and what it takes to maximize shareholder
value
Incremental Change versus Game-Changing-Need this be an either/or proposition?
Questions?