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Patient
Capital:
Chapter 2
Heidi Krauel
2007
Sule Amadu
2008
Kevin Martin
2009
Mustapha Abodeke
2012Naomi Inoue
2011
Bavidra Mohan
2010
Making capital work for us, not control us
Corruption
The ambition to learn at the edge
1989 2001 2013
~300
funds
Acumen
$83 M invested
100+ M lives impacted
58,000 jobs created &
supported
$365 M follow on capital
How do we match types & stages of
capital to company needs?
How do markets, philanthropy &
government work together to
bring dignity?
What are the costs of market
disruption vs. market creation?How do we measure & cultivate
what we cherish?
Chapter 1: Experimentation
Chapter 2: Leadership
Leadership is a sacred trust like priesthood in civilized, humane
religions. No one gets into it lightly or unadvisedly because it
demands qualities of mind and discipline, of body and will, far
beyond the need of the ordinary citizens.
A manifesto
Acumen: it starts by standing with the poor, listening to voices
unheard, and recognizing potential where others see despair.
It demands investing as a means, not an end, daring to go where markets
have failed and aid has fallen short. It makes capital work for us, not
control us.
It thrives on moral imagination: the humility to see the world as it is, and
the audacity to imagine the world as it could be. It's having the ambition to
learn at the edge, the wisdom to admit failure, and the courage to start
again.
It requires patience and kindness, resilience and grit: a hard-edged hope.
It's leadership that rejects complacency, breaks through
bureaucracy, challenges corruption, and does what’s right, not what’s
easy.
Acumen: it’s the radical idea of creating hope in a cynical world.
Changing the way the world tackles poverty and building a world based on
dignity.
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