Babson College's mission is to educate entrepreneurial leaders who create economic and social value. Its curriculum focuses on developing entrepreneurial thinking and action through its core courses and co-curricular activities totaling 168 hours per week. Key aspects of the curriculum include integrating social, environmental, economic responsibility and sustainability principles; taking a simultaneous rather than sequential approach; and requiring students to measure triple bottom line results in their coursework. The Foundations of Management and Entrepreneurship course was refocused on entrepreneurial leadership, cognitive ambidexterity, and social and self-awareness. Off-shore electives provide experiences in unfamiliar contexts to enhance entrepreneurial leadership skills.

1. Babson College
Mission: Babson College educates
leaders who create great economic
and social value—everywhere.
A journey, 2009-present
Presented at University of Colorado, Boulder, CSR Curriculum Think
Tank, July 2012, by Jan Bell

2. Entrepreneurial Leaders
• Leaders who create value for themselves, their
organizations, and the wider society.
• Leaders who rely on a different way of
thinking--ETA .
tm
2

3. Entrepreneurial Leadership :
Three Principles that Guide Action
ETAtm COGNITIVE AMBIDEXTERITY
Creation & Prediction Logics
•Action-Based •Analysis-based
•Small •Analysis minimizes
experimentation, small risk
wins
•Works best in known
•Works best in unknown environments where
environments where no data is available
data is available
SEERS Self and Social Awareness
•Social, environmental, economic
responsibility & sustainability •Who am I? Passion, skills and interests
•Simultaneous not sequential approach •Who do I know? Social networks
•Measuring, evaluating and improving •Where am I? Context:
3 Cultural, political, historical view
•Adopt multiple stakeholder perspective

4. Focus: The entire student experience
14 + 154
Hours/Week Hours/Week
Curriculum Co-Curricula
= 168 Hours to KNOW, DO, BE

5. Babson Curriculum—Knowing & Doing
• UG core
• SEERs taught in core FYS, OB
• First year liberal arts social justice themed
• FME & second year core practice SEERs
• Senior strategy choice—Solving Big Problems
• Over 40 electives in UG on SEERs issues
• Grad Core—SEERS in first two MODS and in First SLE
• Concentration in Environmental Sustainability at Babson
• Sustainability certificate program with Olin and
Wellesley Colleges
TopSprouts
Earthworm Soil Company
exchange store
Green rocket pitch, green
• Incubating green businesses

6. UG FME: Knowing and Doing
• FME: Foundations of Management Education
– A yearlong immersion course in which student teams
invent, develop, launch, manage, and liquidate a
business.
• Refocused on entrepreneurial leadership (F2012)
– Cognitive ambidexterity:
• Build business in a circular model of exploration and action
– SEERS:
• From philanthropy to shared value creation & students
required to measure triple bottom line results. NO
MARGIN, NO MISSION
– SSA:
• Connecting self and contextual understanding to building a
sustainable business
6

7. New Design of FOUNDATIONS OF MANAGEMENT & ENTREPRENEURSHIP (FME)
Developing Entrepreneurial Leaders the Babson Way
FALL SEMESTER SPRING SEMESTER
PREDICTION
“concrete”
LAUNCH & GROW
(23-25, 1-23) Legacy
Presentations
Launch
Customers
Of New
Entrepreneurial
PURSUE Leaders
(12-22)
Requires movement between
Launch
Thought & Action®
creation & prediction
Entrepreneurial
Plan (25)
Markets
Working In a
Feasibility
Context
EXPLORE Presentation (22)
(1-11)
Rocket
Pitch (11) FME LEARNING OBJECTIVES
Opportunity 1. Experience the nature of business as an
integrated enterprise.
2. Practice entrepreneurial thought and action.
Growth of 3. Identify, develop and assess entrepreneurial
Opportunity Working With opportunities that create social and
CREATION
economic value.
“abstract”
and Through
Growth of 4. Explore the self, teams and organizations in
Others
relation to entrepreneurial leadership.
Individual &
Understanding 5. Analyze local and global context as it relates
Team
Self to entrepreneurial opportunities.
TIME & COMPETENCY DEVELOPMENT
= likely need for iteration
©2012 Babson College

8. Knowing & Doing: Off-shore elective in Ghana:
– Course Design
• Co-taught by liberal arts &
management faculty
• Formal learning pre-, post-, and
during trip
– Being an entrepreneurial leader
• SSA: Encounter an unfamiliar social “Seeing is believing…”
& economic context
• SEERS: Economic
rationality, marketing
success, financial management are
cultural contingent
• Cognitive Ambidexterity: Working
in situations without data
8

9. MBA: Corporate Social Relevance
Leading for Social Value:
Inside the C-Suite
MOB 7548 B61
Fall Semester
2011

10. 168 Hours— Doing & Being
 Honor Code & Judicial Board
 The Green Tower, The Philanthropy Tower &
The One Tower
 Net Impact graduate organization
 Board Fellows Program--MBAs
 Eco Reps program—students select & lead a
sustainability project on campus
 Student groups dedicated to a sustainable way
of life
 Accelerator & Incubator for social projects
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11. Babson College—Doing & Being
• Member UN PRME & Ashoka change maker campus
• STARS Charter Participant (Self Reporting for Colleges)
• American college and University President’s Climate Initiative (stringent
GHG goal set by Babson to reduce GHG 25% 2011-2015)
• Babson Global democratizes entrepreneurial education.
• Partner with Goldman Sachs in 10,000 small business project
• Babson Idea Generation (BIG) for HS students solutions to social problems
• Lewis Initiative to create economic and social value
• From Day One—businesses doing well by doing good
• Social Innovation Laboratory (funded by Toyota) food
solutions, affordable design to generate income & meet daily human
needs, micro supply chain (partner with MIT) helps survivors of human
trafficking.
• Incubator & accelerator for social projects (Green Rocket Pitch)