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Social Entrepreneurship Seminar 1
They think about maximizing social impact over profits. How Do Social Entrepreneurs Think Differently? In summary, social entrepreneurs think differently than traditional entrepreneurs in the following key ways: - They prioritize social/environmental mission over profits. Impact is the bottom line. - They see markets primarily as a means to scale impact, not maximize income/returns. Price and value are determined based on benefiting stakeholders, not maximizing profits. - Success is measured by social/environmental outcomes like lives improved, not just financial returns. Metrics track multiple bottom lines of people, planet and profits. - Stakeholders include those benefiting from as well as investing in the venture
Social Entrepreneurship Seminar 1
- 1. THE SOCIAL ENTREPRENEURSHIP SEMINAR How To Change the World & Join the Fastest Growing Movement in Human History
- 2. THE SOCIAL ENTREPRENEURSHIP SEMINAR How To Change the World & Join the Fastest Growing Movement in Human History
- 3. Goal-Setting for theDay • Walk-in with ______ ___________ • Leave with ________ ___________ • Set your outcome now: “today, I ________ _________” • Within 1 month, you will have accomplished _______ ________
- 4.
- 5. INTRODUCTIONS AND WHY YOU ARE HERE Questions?
- 6.
- 7. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be?
- 8. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals?
- 9. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals? 3. Which kind of innovative opportunities addressing sustainability are available to me?
- 10. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals? 3. Which kind of innovative opportunities addressing sustainability are available to me? 4. Is it really possible to “do well” and “do good”? If so, how?
- 11. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals? 3. Which kind of innovative opportunities addressing sustainability are available to me? 4. Is it really possible to “do well” and “do good”? If so, how? 5. How do I fund my passion? How do I monetize my initiative?
- 12. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals? 3. Which kind of innovative opportunities addressing sustainability are available to me? 4. Is it really possible to “do well” and “do good”? If so, how? 5. How do I fund my passion? How do I monetize my initiative? 6. What are the resources that can support my vision?
- 13. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals? 3. Which kind of innovative opportunities addressing sustainability are available to me? 4. Is it really possible to “do well” and “do good”? If so, how? 5. How do I fund my passion? How do I monetize my initiative? 6. What are the resources that can support my vision? 7. How do I find and connect with organizations related to my career goals?
- 14. Workshop Questions 1. Howcan I become a changemaker? Am I a social entrepreneur? Can I be? 2. How do I create a personal mission statement to give clarity to my career goals? 3. Which kind of innovative opportunities addressing sustainability are available to me? 4. Is it really possible to “do well” and “do good”? If so, how? 5. How do I fund my passion? How do I monetize my initiative? 6. What are the resources that can support my vision? 7. How do I find and connect with organizations related to my career goals? 8. What is the importance of personal contacts to fulfilling my career goals? How about mentors?
- 15.
- 16. The Global Movement: Driving Forces
- 17. The Global Movement: Driving Forces “We are seeing a ‘revolution in the organization of human society.’ When the history of these times are written, no other change will compete with it in terms of importance...”
- 18. The Global Movement: Driving Forces “We are seeing a ‘revolution in the organization of human society.’ When the history of these times are written, no other change will compete with it in terms of importance...” You
- 19.
- 20. The Great ConsciousnessShift “History talks mostly of political revolutions...But occasionally something different happens, a collective awakening to new possibilities that changes everything... how people see the world, what they value, how society defines progress...and how institutions operate.The Renaissance was such a shift, as was the Industrial Revolution. So, too, is what is starting to happen around the world today.” -Peter Senge, MIT, Author of The Necessary Revolution
- 21.
- 23. “We ruin kidsbe pressuring them...asking them all the time, ‘What do you want to do when you grow up?’ or ‘What’s your major?’ they get to the false impression that they’re supposed to know and have THE answer. They feel bad for not knowing. Nobody knows. Not in college. It does nothing but stress them out.” -Po Bronson, What Should I Do With My Life?
- 24. The Metaphor ofthe Imaginelle Cell
- 25. The Metaphor ofthe Imaginelle Cell From ordinary...
- 26. The Metaphor ofthe Imaginelle Cell From ordinary... ...to extraordinary
- 27. The Metaphor ofthe Imaginelle Cell From ordinary... ...to extraordinary
- 28.
- 29. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful
- 30. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations
- 31. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations ❖ Aware of and realistic about the challenges and more knowledgeable in our world view
- 32. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations ❖ Aware of and realistic about the challenges and more knowledgeable in our world view ❖ Believe in technology and our ability to innovate out of the mess we are inheriting
- 33. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations ❖ Aware of and realistic about the challenges and more knowledgeable in our world view ❖ Believe in technology and our ability to innovate out of the mess we are inheriting ❖ Embrace plenitude, while rejecting disparity
- 34. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations ❖ Aware of and realistic about the challenges and more knowledgeable in our world view ❖ Believe in technology and our ability to innovate out of the mess we are inheriting ❖ Embrace plenitude, while rejecting disparity ❖ Exhausted with punditry and bickering, energized by post- partisan, post-ideological, and post-political values
- 35. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations ❖ Aware of and realistic about the challenges and more knowledgeable in our world view ❖ Believe in technology and our ability to innovate out of the mess we are inheriting ❖ Embrace plenitude, while rejecting disparity ❖ Exhausted with punditry and bickering, energized by post- partisan, post-ideological, and post-political values ❖ Accept the urgency of problems: “Youth Are the Present!"
- 36. The Next-Gen Movement ❖Optimistic, not pessimistic or vengeful ❖ Tolerant, diverse and more mature than predecessor generations ❖ Aware of and realistic about the challenges and more knowledgeable in our world view ❖ Believe in technology and our ability to innovate out of the mess we are inheriting ❖ Embrace plenitude, while rejecting disparity ❖ Exhausted with punditry and bickering, energized by post- partisan, post-ideological, and post-political values ❖ Accept the urgency of problems: “Youth Are the Present!" ❖ WE BELIEVE IN THE GREATER GOOD AND ARE DEDICATING OURSELVES TO ACHIEVING IT !!!
- 37. “After today's presentation,I chose to stick my foot in the door of opportunity... I will do whatever it takes to begin my journey to becoming a social entrepreneur, even if it means not letting someone like you forget my name. At the age of sixteen, I get a lot of people who think my ideas, dreams, goals, and hopes are purely naive. I will build schools, orphanages, and apply any and all of my skills in whatever way possible, as well as acquire some new ones. My interests involve mostly children, but my passion is in helping people in general.You started your career at a young age, and took off to Greece for apparently no reason, so I'm sure that you have experienced this issue as well. I am in need of your help. Everyone tells me that the chances of me making a difference in this way are slim, one in a million. Mr. Hopkins, not only am I one in a million, but I am one in 6,810,100,000 (latest Wikipedia estimate), and what I want is to view the world in a way that makes more sense. I want to know what CULTURE is. I want not only to know, but experience it, and most importantly be a part of it. Please help me. There is so much that I don't know, and it is all out there waiting for me to discover.” - Student, Flathead High School
- 39. What is asocial entrepreneur?
- 40. What is asocial entrepreneur? n. society’s change agent, a pioneer of innovations that benefit humanity
- 41. What is asocial entrepreneur? n. society’s change agent, a pioneer of innovations that benefit humanity entrepreneurs with a social or environmental mission
- 42. What is asocial entrepreneur? n. society’s change agent, a pioneer of innovations that benefit humanity entrepreneurs with a social or environmental mission Central purpose = mission-related impact (not wealth creation, wealth is a means to and end)
- 43.
- 44. Where We’re Going PAST EMPHASIS RESULT = DESTRUCTIVE ECONOMY
- 45. Where We’re Going PAST EMPHASIS RESULT = DESTRUCTIVE ECONOMY The industrial age Left-brain logic Linear thinking Status quo Accounting models Decisions based on past experience Organizational hierarchy Authoritative leadership Teaching organizations Relentless growth Short-term profits Reactive corporate responsibility Minimizing environmental damage Reducing social injustices Limited self-interest
- 46. Where We’re Going PAST EMPHASIS FUTURE EMPHASIS RESULT = DESTRUCTIVE ECONOMY RESULT = CONSTRUCTIVE ECONOMY The industrial age Left-brain logic Linear thinking Status quo Accounting models Decisions based on past experience Organizational hierarchy Authoritative leadership Teaching organizations Relentless growth Short-term profits Reactive corporate responsibility Minimizing environmental damage Reducing social injustices Limited self-interest
- 47. Where We’re Going PAST EMPHASIS FUTURE EMPHASIS RESULT = DESTRUCTIVE ECONOMY RESULT = CONSTRUCTIVE ECONOMY The industrial age The conceptual age Left-brain logic Right brain creativity Linear thinking Systems thinking Status quo A liberated frame of mind Accounting models Nature models Decisions based on past experience Decisions based on future potential Organizational hierarchy Organizational fluidity Authoritative leadership Adaptive leadership Teaching organizations Learning organizations Relentless growth Organic growth Short-term profits Long-term prosperity Reactive corporate responsibility Proactive corporate responsibility Minimizing environmental damage Minimizing environmental repair Reducing social injustices Strengthening communities Limited self-interest Higher purpose
- 48. Waves of Innovationby Generation Source: Hunter Lovins, Natural Capital Solutions
- 49. Waves of Innovationby Generation Source: Hunter Lovins, Natural Capital Solutions
- 50. Waves of Innovationby Generation The Great Blending Source: Hunter Lovins, Natural Capital Solutions
- 51. Waves of Innovationby Generation The Great Blending Source: Hunter Lovins, Natural Capital Solutions
- 52. Waves of Innovationby Generation The Great Blending Source: Hunter Lovins, Natural Capital Solutions
- 53. Entrepreneur vs. SocialEntrepreneur Entrepreneur = French, someone who “undertakes” a project or activity “Venturesome individuals who stimulate economic progress by finding new and better ways of doing things.” Jean-Baptiste Say (19th c. France): “the entrepreneurs shifts economic resources out of an area of lower and into an area of higher productivity and greater yield.”
- 54. Entrepreneur vs. SocialEntrepreneur 20th c. Joseph Schumpeter: “innovators who drive the creative-destructive process of capitalism.” “the function of entrepreneurs is to reform or revolutionize the pattern of production” = change agents in the economy. ... “by exploiting an invention or, more generally, an untried technological possibility for producing a new commodity or producing an old one in a new way, by opening up a new source of supply of materials or a new outlet for products, by reorganizing an industry and so on.”
- 55. Entrepreneur vs. SocialEntrepreneur Peter Drucker: “Not every new small business is entrepreneurial or represents entrepreneurship...husband and wife who open another delicatessen store or another Mexican restaurant in the American suburb...there is nothing especially innovative or change-oriented in this. The same would be true of new not-for-profit organizations. Not every new organization would be entrepreneurial...”
- 56. How Attitudes Changed Over the Past 50 years 1962: 2010:
- 57. How Attitudes Changed Over the Past 50 years 1962: “The Business of Business is Business” 2010:
- 58. How Attitudes Changed Over the Past 50 years 1962: “The Business of Business is Business” 2010:
- 59. How Attitudes Changed Over the Past 50 years 1962: “The Business of Business is Business” 2010: “Business must be part of the solution to social and environmental problems”
- 60. How Do SocialEntrepreneurs Think Differently?
- 61. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation?
- 62. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation?
- 63. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation? • Measurement and metrics of success?
- 64. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation? • Measurement and metrics of success? • Stakeholder investment?
- 65. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation? • Measurement and metrics of success? • Stakeholder investment? • Competition? Customers?
- 66. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation? • Measurement and metrics of success? • Stakeholder investment? • Competition? Customers? • Who is paying for products and services and who is benefitting?
- 67. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation? • Measurement and metrics of success? • Stakeholder investment? • Competition? Customers? • Who is paying for products and services and who is benefitting? • Managing risk?
- 68. How Do SocialEntrepreneurs Think Differently? • Role of markets? Price and value creation? • Income and capital generation? • Measurement and metrics of success? • Stakeholder investment? • Competition? Customers? • Who is paying for products and services and who is benefitting? • Managing risk? • Systems thinking?
- 69.
- 70. Characteristics of Social Entrepreneurs • They have a well-developed theory of change
- 71. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges
- 72. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges • They seek systemic solutions
- 73. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges • They seek systemic solutions • They think “out of the box”
- 74. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges • They seek systemic solutions • They think “out of the box” • They replicate and scale their model - where applicable
- 75. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges • They seek systemic solutions • They think “out of the box” • They replicate and scale their model - where applicable • They collaborate across traditional boundaries
- 76. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges • They seek systemic solutions • They think “out of the box” • They replicate and scale their model - where applicable • They collaborate across traditional boundaries • They implement, using for-profit, not-for-profit and hybrid models
- 77. Characteristics of Social Entrepreneurs • They have a well-developed theory of change • They focus on social and environmental challenges • They seek systemic solutions • They think “out of the box” • They replicate and scale their model - where applicable • They collaborate across traditional boundaries • They implement, using for-profit, not-for-profit and hybrid models • Unlike business entrepreneurs, they share their ideas
- 78. “Social entrepreneurs combinestreet pragmatism with professional skill, visionary insights with pragmatism, and ethical fiber with tactical thrust. They see opportunities where others only see empty buildings, unemployable people and unvalued resources. Radical thinking is what makes social entrepreneurs different from simply 'good people'. They make markets work for people, not the other way around, and gain strength from a wide network of alliances. They can 'boundary-ride' between the various political rhetorics and social paradigms to enthuse all sectors of society.”
- 79. Bill Drayton, Founder, Ashoka http://www.youtube.com/watch?v=DttTSJEO47g&feature=channel
- 81. ❖ Connectivity is productivity ❖ Partnered with Grameen Bank ❖ Microloans to “phone ladies” ❖ In first 7 years, sold or rented mobile phones to 60,000+ rural villages, reaching 100 million people ❖ Subscriber network of 15 million ❖ In 2004, American investors sold their small stake in GrameenPhone to Telenor for $33 million
- 85. A low-tech fun solution supplying water to rural villages
- 86. A low-tech fun solution supplying water to rural villages
- 87. A low-tech fun solution supplying water to rural villages
- 88. A low-tech fun solution supplying water to rural villages
- 89. • $71 million inloans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 90. • $71 million inloans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 91. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 92. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 93. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 94. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 95. Peer-to-peer internet microloans • $71 million in loans in 4 years • 573,000 lenders • 239,000 entrepreneurs • Average loan $100 • Repayment rate 98%
- 98. Linking local artisansto global markets using fair trade practices
- 99. Linking local artisansto global markets using fair trade practices
- 100. Linking local artisansto global markets using fair trade practices
- 101. Linking local artisansto global markets using fair trade practices
- 104. Motorcycle maintenance for improvedhealthcare delivery
- 105. Motorcycle maintenance for improvedhealthcare delivery
- 106. Motorcycle maintenance for improvedhealthcare delivery
- 109. Using market forcesto end child labor in the rug industry
- 110. Using market forcesto end child labor in the rug industry
- 111. Using market forcesto end child labor in the rug industry
- 112. Using market forcesto end child labor in the rug industry
- 113. Using market forcesto end child labor in the rug industry
- 119. Source of Funds From Donors Hybrid From Operations Fewer Barriors Room to Read KIVA CIDA Hybrid GrameenPhone Mapendo Substantial Barriors Substantial Barriors and Fully Funded From Operations
- 120. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process
- 121. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about?
- 122. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 2. What is the need I want to address?
- 123. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 2. What is the need I 3. What skills do I have want to address? or can develop?
- 124. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 4. My Mission Statement 2. What is the need I 3. What skills do I have want to address? or can develop?
- 125. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 4. My Mission #5. Statement 2. What is the need I 3. What skills do I have want to address? or can develop?
- 126. 3 Elements ofPersonal Leadership 1. Vision - core ideology and envisioned future (vivid descriptions and 10-30 year goals) 2. Capacities - capacities enable us to respond fully to a domain of life experience: for ex., courage in response to danger, compassion in response to loss, dignity or humility in response to failure or rejection 3. Support - an external environment which welcomes the expression of your needs in order to fulfill your vision. This includes people who believe in your vision, who help you to learn from your mistakes, who encourage your acknowledgement of your needs, and who are willing to hold you accountable for your mistakes
- 127. Consequences of UndevelopedElement Vision + Capacities - Support = lack of risk- taking or innovation; individualism Vision - Capacities + Support = lack of decision-making; paralysis Capacities + Support - Vision = Lack of direction or progress; going round in circles
- 128. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process
- 129. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about?
- 130. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 2. What is the need I want to address?
- 131. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 2. What is the need I 3. What skills do I have want to address? or can develop?
- 132. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 4. My Mission Statement 2. What is the need I 3. What skills do I have want to address? or can develop?
- 133. “Doing Well” while“Doing Good” Pyramid A Career Development 5 step process 1. What am I passionate about? 4. My Mission #5. Statement 2. What is the need I 3. What skills do I have want to address? or can develop?
- 134. • http://www.youtube.com/watch?v=fcPOd9Z- qxw&feature=channel -http://www.youtube.com/watch?v=knPaKZri5EU -http://www.youtube.com/watch? v=QxoxaAZIrys&feature=related
- 135. Different Ways ofBeing a Changemaker • Volunteer • Paid employee • Donor • Adviser • Intrapreneur • Entrepreneur • Social entrepreneur
- 136. Communities of Practice • Government • Business • Civil Society • Professional expertise.... Social entrepreneurs are sectoral boundary-riders
- 137. How Do You ConnectWith A Cause?
- 138. How Do You Connect With A Cause? Employee Engagement Workplace Development Energy Efficiency Biodiversity Preservation Corporate Governance Product Safety Recycling and Waste Reusal Healthcare and Benefits Gender Equity Triple-Bottom Line Accounting Alliances with NGOs Poverty Alleviation Resources Management Employee Health & Safety Carbon Emissions Reduction Transformational Executive Leadership Emergency Aid Community Development and Investment Protection of Natural Resources Animal Treatment and Protection Creation of Green Jobs Philanthropy and Grantmaking Cause-Related Branding Microfinancing Supply Chain Management Human Rights and Fair Labor Education Sponsorships
- 139. CSR Implementation Dependson Your Stakeholders
- 141. Doing Well &Doing Good Pyramid A Career Development 5 step process #5.
- 142. Doing Well &Doing Good Pyramid A Career Development 5 step process Passion My Mission Statement Need Skills #5.
- 143. Doing Well &Doing Good Pyramid A Career Development 5 step process Passion My Mission Statement Need Skills Full-time Jobs Internships Part-time Service #5.
- 144. Doing Well &Doing Good Pyramid A Career Development 5 step process Passion My Mission Statement Need Skills Full-time Jobs Internships Part-time Service #5. Career Options
- 146. What challenges getin your way now? What is holding you back? What are the greatest potential future obstacles?
- 147. 3 Choices toBegin • Give money to an organization that is addressing the issue you care about • Work for an organization that interests you, as a volunteer or as a paid employee • Start your own initiative by replicating an existing initiative, or developing your own
- 148. What is theimportance of intergenerational dialogue? How can we foster greater multi-gen collaboration?
- 149.
- 150. Resources • Mentors and Peers
- 151. Resources • Mentors and Peers • Seminars
- 152. Resources • Mentors and Peers • Seminars • Personal Coaching
- 153. Resources • Mentors and Peers • Seminars • Personal Coaching • Strategic Consulting
- 154. Resources • Mentors and Peers • Seminars • Personal Coaching • Strategic Consulting • Schools and Universities
- 155. Resources • Mentors and Peers • Seminars • Personal Coaching • Strategic Consulting • Schools and Universities • Books and Magazines
- 156. Resources • Mentors and Peers • Seminars • Personal Coaching • Strategic Consulting • Schools and Universities • Books and Magazines • Blogs and interactive online
- 157. Resources • Mentors and Peers • Conferences • Seminars • Personal Coaching • Strategic Consulting • Schools and Universities • Books and Magazines • Blogs and interactive online
- 158. Resources • Mentors and Peers • Conferences • Seminars • Website Databases • Personal Coaching and Portals • Strategic Consulting • Schools and Universities • Books and Magazines • Blogs and interactive online
- 159. Resources • Mentors and Peers • Conferences • Seminars • Website Databases • Personal Coaching and Portals • Strategic Consulting • Fellowships and Awards • Schools and Universities • Books and Magazines • Blogs and interactive online
- 160. Resources • Mentors and Peers • Conferences • Seminars • Website Databases • Personal Coaching and Portals • Strategic Consulting • Fellowships and Awards • Schools and Universities • Social Media • Books and Magazines • Blogs and interactive online
- 161. Resources • Mentors and Peers • Conferences • Seminars • Website Databases • Personal Coaching and Portals • Strategic Consulting • Fellowships and Awards • Schools and Universities • Social Media • Books and Magazines • Newsletters and Listservs • Blogs and interactive online
- 162. Resources • Mentors and Peers • Conferences • Seminars • Website Databases • Personal Coaching and Portals • Strategic Consulting • Fellowships and Awards • Schools and Universities • Social Media • Books and Magazines • Newsletters and Listservs • Blogs and interactive online • Family and Friends
Editor's Notes
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- #52 WW: The term CSR was coined in the 1950s in the US, although the concepts are age old. The Co-operative Bank, Ben & Jerry's and Body Shop have made their name on CSR-style ethical principles before the term was coined. WW tells his 1984 Hong Kong story - The field of CSR has come a long way over the past 25 years!- In 1984, I was the publisher of a Boston based newspaper, called The WorldPaper, that appeared in 27 countries in 6 language editions. Our issue in APril of that year was devoted to CSR and we decided to have a conference in HK on the subject. - About 60 business leaders came, all men, about 50% Chinese and 50% U.S. companies - With very few exceptions they considered CSR as a PR issue not a central concern of business, quoting Milton Friedman, the famous Chicago based economist, that “The Biz of Biz was Biz”, and that their shareholders were the only stakeholders who counted. I told them that there were forces at work that would force them them to define their stakeholders in much broader terms. They disagreed. The world has come a long way since then, and our three part presentation this morning highlights were it has gotten to and where it is going. "MILTON FRIEDMAN, CAPITALISM AND FREEDOM 135 (1962)" Few trends could so thoroughly undermine the very foundation of our free society as the acceptance by corporate officials of a social responsibility other than to make as much money for their stockholders as possible. The Tutu knife story: Like a knife, business is neutral.
- #53 WW: The term CSR was coined in the 1950s in the US, although the concepts are age old. The Co-operative Bank, Ben & Jerry's and Body Shop have made their name on CSR-style ethical principles before the term was coined. WW tells his 1984 Hong Kong story - The field of CSR has come a long way over the past 25 years!- In 1984, I was the publisher of a Boston based newspaper, called The WorldPaper, that appeared in 27 countries in 6 language editions. Our issue in APril of that year was devoted to CSR and we decided to have a conference in HK on the subject. - About 60 business leaders came, all men, about 50% Chinese and 50% U.S. companies - With very few exceptions they considered CSR as a PR issue not a central concern of business, quoting Milton Friedman, the famous Chicago based economist, that “The Biz of Biz was Biz”, and that their shareholders were the only stakeholders who counted. I told them that there were forces at work that would force them them to define their stakeholders in much broader terms. They disagreed. The world has come a long way since then, and our three part presentation this morning highlights were it has gotten to and where it is going. "MILTON FRIEDMAN, CAPITALISM AND FREEDOM 135 (1962)" Few trends could so thoroughly undermine the very foundation of our free society as the acceptance by corporate officials of a social responsibility other than to make as much money for their stockholders as possible. The Tutu knife story: Like a knife, business is neutral.
- #54 WW: The term CSR was coined in the 1950s in the US, although the concepts are age old. The Co-operative Bank, Ben & Jerry's and Body Shop have made their name on CSR-style ethical principles before the term was coined. WW tells his 1984 Hong Kong story - The field of CSR has come a long way over the past 25 years!- In 1984, I was the publisher of a Boston based newspaper, called The WorldPaper, that appeared in 27 countries in 6 language editions. Our issue in APril of that year was devoted to CSR and we decided to have a conference in HK on the subject. - About 60 business leaders came, all men, about 50% Chinese and 50% U.S. companies - With very few exceptions they considered CSR as a PR issue not a central concern of business, quoting Milton Friedman, the famous Chicago based economist, that “The Biz of Biz was Biz”, and that their shareholders were the only stakeholders who counted. I told them that there were forces at work that would force them them to define their stakeholders in much broader terms. They disagreed. The world has come a long way since then, and our three part presentation this morning highlights were it has gotten to and where it is going. "MILTON FRIEDMAN, CAPITALISM AND FREEDOM 135 (1962)" Few trends could so thoroughly undermine the very foundation of our free society as the acceptance by corporate officials of a social responsibility other than to make as much money for their stockholders as possible. The Tutu knife story: Like a knife, business is neutral.
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- #88 WW - While grad students at Stanford Biz school, they realized that if Muhammud Yunus and Iqbal Quadir could make microloans in Bangladesh to local entrepreneurs why not use the internet to make similar loans around the world
- #89 WW - While grad students at Stanford Biz school, they realized that if Muhammud Yunus and Iqbal Quadir could make microloans in Bangladesh to local entrepreneurs why not use the internet to make similar loans around the world
- #90 WW - While grad students at Stanford Biz school, they realized that if Muhammud Yunus and Iqbal Quadir could make microloans in Bangladesh to local entrepreneurs why not use the internet to make similar loans around the world
- #91 WW - While grad students at Stanford Biz school, they realized that if Muhammud Yunus and Iqbal Quadir could make microloans in Bangladesh to local entrepreneurs why not use the internet to make similar loans around the world
- #92 WW - While grad students at Stanford Biz school, they realized that if Muhammud Yunus and Iqbal Quadir could make microloans in Bangladesh to local entrepreneurs why not use the internet to make similar loans around the world
- #93 WW - While grad students at Stanford Biz school, they realized that if Muhammud Yunus and Iqbal Quadir could make microloans in Bangladesh to local entrepreneurs why not use the internet to make similar loans around the world
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