For most of us, the word ‘franchise’ conjures up notions of American fast food chains like McDonalds, KFC and Subway. In the corporate world, franchising is an accepted and proven method for replication and growth. McDonalds, for instance, boasts over 35,000 franchise restaurants worldwide and plans to open nearly 1,600 new restaurants next year. But does the recipe for dishing out hamburgers in new geographies need to be excluded to commercial enterprises? Or, could the same principles for franchising burger businesses be applied to scaling social impact? This summer, I ventured to Cape Town, South Africa to find out.
I am spending 8 weeks in Ascuncion, Paraguay, working on a start-up called Elevate Academy. The goal of the company is to elevate the world by bringing business and leadership training to micro-entrepreneurs across the developing world.
According to new research from Stanford Graduate School of Business, awe makes people feel as though they have more available time. A sense of more time, the study shows, translates to a greater willingness to volunteer for a charity.
Hello from Arusha, Tanzania! This summer I am interning with a solar company called Off Grid Electric. They do pay as you go solar electric systems on homes and small shops in Tanzania.
Ken Saxon, MBA ’88 and the Founder of Leading From Within, an organization dedicated to the self-renewal of leaders in the social sector, says, “When it comes to motivation on the job, people who choose to work in the social sector start out with a clear advantage. They benefit from a natural energy source —passion and a sense of mission about their work.“ But how do social sector leaders sustain their motivation, commitment, and passion over the long haul?
The Center for Social Innovation is proud to announce the selection of the next class of Stanford Management Internship Fund (SMIF) Fellows who will hit the ground working for social enterprises, nonprofits and government agencies from the Bay Area to Bhutan!
This quarter we look at whether people are more naturally self-interested or cooperative, and what role self-reflection has is in pushing people in one direction or another. In a recent study published in Nature, investigators find that cooperative impulses are natural and automatic because they are developed in daily life where cooperation is typically advantageous. However, reflection can undermine these impulses.
New research by my colleague Professor Hau Lee and his team at the Stanford Value Chain Innovation Initiative shows that despite popular belief, responsible supply chain practices are associated with lower operating costs and improved overall performance. Surprising? Companies that reap the most benefits share three counter-intuitive best practices.
Choosing a social enterprise board is like starting a family. Unlike the unpredictability of life, you can control most variables, including the developmental stage of the child, how well you get along with the in-laws, and the financial situation you step into. As experienced board members from the Stanford community gathered for CSI’s Nonprofit Board Governance Institute last month, we asked a number of them to share their advice for choosing a first time board. I have summarized their collective wisdom and guidance.
Unlike 10 years ago, I’ve noticed a bias against setting up as a nonprofit among many of our budding social entrepreneurs. But we all know of powerhouse nonprofit organizations that do amazing work. Is nonprofit passé or overlooked? I decided to bring the expertise and experience of members of our community, both faculty and alumni, to bear on that question.