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Social Entrepreneurship and
Sustainability in the MBA Program:
Design, Curriculum and Pedagogy
Agenda
Laying the foundation for learning social
entrepreneurship
Designing a framework for social entrepreneurship
education
Creating a curriculum of change for our classrooms
Sustaining the future through innovation
Social Enterprise
Provides business solutions –
Social/environmental & economic benefit
“Multiplies” impact and investment
Delivers sustainable, system wide impact
What is a Social Entrepreneur?
Relentless in mobilizing Local, Regional and Global Linkages
Measures success based on total value returns
+
+
The Global Rise
of
Social
Entrepreneurship
International
Wealth Disparity
CSR
Movement
Tech & Shared Global
Moral Responsibility
Market,
Institutional &
State Failures
Social Enterprise – It Matters Because…
New Models of Opportunities and Innovation
(Blended Value Approach)
New Models of Sustainability and Development
New Models of Scale and IMPACT
…..New Opportunities for Teaching and Learning
Merging Two Perspectives - Impact
13
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 Bu
sin
ess
p
ers
pecti
ve
Infrastructure
Innovation Itself
Products and Services
Jobs
Skills and Training
Procurement
Taxes
Corporate Governance
Environmental Management
Business
activity
Direct
impacts
Indirect
impacts
Resources
Dissecting a Social Enterprise
Dimension Project Impact OneWorld Health Benetech
Response to Mkt
Failure/Innovation
Manufacturing low-cost,
high-quality medical supplies
to treat and prevent
blindness and deafness in
the developing world
Develop new medicines for
infectious diseases that killed
millions of people in the
poorest parts of the world
Created technology-based
projects that ranged from
reading machines for the
blind to innovative software
to protect information in the
human rights field
Financial Sustainability Donations + operations
(pricing) + autonomy
Donations + charging middle
class
Earned income from
previous (Capital cow) +
donations later
Pricing Differential pricing, subsidize
poorest segments
Yet to implement differential
pricing (belief)
Pricing based on
affordability of target
audience
Dissecting a Social Enterprise Dimension Project Impact OneWorld Health Benetech
Cost Structure “Forensic cost accounting”; define price affordable to target audience and negotiate production/distribution costs to make price attainable
$800-900m – typical; costs driven down by targeting drugs in late stage development, single indication in single geography, shortest path to
approval, clinicals in developing countries, volunteer scientists
Negotiated deep discounts with suppliers, developed own dealer network with overlapping economic interests, licensed technology and manufactured own
components
Impact on Market Created new class of lower-price producers in India, proving that lower-income
markets could be profitably served thru high-volume (scale)/low margin solutions
Pharma industry – a noble path to re-engage global health, served countries and
market areas that western pharma abandoned
Welcomed competition if impacted target audience (bring down price,
accessibility); leave market once new competitor could serve
Social Entrepreneurship Education Opportunities
Innovation
Impact
Scale
Social Business, Entrepreneurship – “Meta-
Profession”
Cross-University Initiatives
Public Policy, Law, Medicine, Arts, Engineering, etc.
Flexibility in Customizing Own Educational Track
and Career
Cross – Fertilization of Ideas – Driving awareness of
immediate and most pressing problems
Content
Leading sustainable enterprises, social venture fund practicum, global
poverty alleviation, Ecoleadership, Energy and the environment
Depth
Immersion, experiential-based, problem – based, effectuation
Reach
Nexus of the increasing overlap between the public, private, and
voluntary sectors
Government, NGOs, Corporate, SE and practitioners
Resources (Resource Strategy)
Activities (Operating Model)
Outputs Short and Long Term Outcomes
Impact
In order to accomplish our set of activities, we will need the following:
In order to address our problem, we will accomplish the following activities
We expect that once accomplished these activities will produce the following evidence or service delivery
We expect that if accomplished, these activities will lead to the following changes in 1-3 then 4-6 years
We expect if accomplished these activities will lead to the following changes in 7-10 years
Faculty Students Alumni Mentors Partnerships
Develop curricula and co-curricula initiatives and programs • Curriculum •Pedagogy •Internships •Experiential learning •Problem-based learning •Connecting theory and practice
Aspiring Social Entrepreneurs and
Innovators
Launch and Intrapreneurship
Activities
Social Enterprise/Orgs Impact – e.g., poverty alleviation, economic
and social stability, etc.
Social Entrepreneurship Support
Websites
www.ashoka.org, www.changemakers.net
www.skollfoundation.org/socialedge
www.se-alliance.org
www.echoinggreen.org
www.aspeninstitute.org
Conferences
NYU Stern Social Entrepreneurship Conference
Skoll World Forum on Social Entrepreneurship
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