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Change lives. Change organizations. Change the world.
A new Facebook app helps incoming freshmen connect—but within the closed community of their college.
Nuru International identifies proven poverty-reduction programs and aims to take them to scale.
The Peer Water Exchange manages diverse solutions and resources to fight the global water crisis.
In trying to improve American public schools, educators, policymakers, and philanthropists are overselling the role of the highly skilled individual teacher and undervaluing the benefits that come from teacher collaborations.
Streamlining balky government permit processes or convoluted global supply chains are just some of the challenges in the "Valley of Death" faced by fledgling clean energy firms, government officials were told during a Stanford forum.
Arab nations rocked by popular uprisings in recent months face complex, precarious, and often divergent paths toward establishing democracy, says Stanford democracy expert Larry Diamond.
Public education that prepares a workforce for tomorrow's needs is the cause that most challenges her, said Penny Pritzker, JD/MBA '84, the 2011 recipient of the business school's Arbuckle Award.
A program using cell phones to get anti-malaria drugs to the rural spots that need them most is one program that has helped lower deaths from malaria in Africa Silvio Gabriel, an executive with Novartis Pharma, told a Stanford Graduate School of Business audience.
Used shipping containers become health care clinics in the developing world.
Most nonprofits use social media like Facebook and Twitter as an ancillary part of what they do. A few organizations, however, are using these tools to fundamentally change the way they work and increase their social impact.
A huge leap in the exportation of Argentinean wines can be attributed to new public-private institutions that encourage partnerships between government agencies and local industry.
What it takes to make change in the U.S. State Department.
Most poor people start businesses because they have no other choice, not because they have a burning desire to become entrepreneurs. For these “necessity entrepreneurs,” microfranchising—that is, replicating someone else’s small business model—poses fewer risks and offers greater benefits than does creating a new business from scratch.
A new study says arts education should be expanded.
The union of Maui Youth & Family Services, Aloha House, and Malama Family Recovery Center.
Tips for helping nonprofits do better at recruiting Millennials and Baby Boomers.
Should the focus be on more fulfilling work—or higher salaries?
Millennial generation reps will create five technology projects that will reduce the influence of wealth and special interest groups in policymaking.
What happens when the nation's largest fast-food chain and a leading environmental advocacy group partner to reduce food packaging waste? Sharing the lessons learned from the groundbreaking success story of an NGO-business model that began 20 years ago and led way for other cross-sector partnerships in sustainability, Environmental Defense Fund's Gwen Ruta and McDonald's Bob Langert, with host Jerry Michalski, kick off The Future of Green open call series.
The crumbling water and sanitation infrastructure of many countries is a major threat to the sustainable provision of these essential services. In this audio interview, part of a Stanford Center for Social Innovation series on water around the world, ITT Corporation's Colin Sabol talks with Stanford MBA student Ashish Jhina about water infrastructure challenges facing different parts of the world and the urgent need for investment to improve the performance of ageing or inadequate water and wastewater systems.
Businesses are increasingly focusing on reducing their water footprint as a source of strategic advantage and as a demonstration of good corporate citizenship. In this audio interview, part of a Stanford Center for Social Innovation series on water around the world, Pepsico's Dan Bena talks with Stanford MBA student Ashish Jhina about his company's efforts to reduce water use in its bottling plants and its partnerships to promote sustainable water use in agriculture and to provide improved access to clean drinking water.
Professor Sutton discusses a challenge that determines every organization’s success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint.
Hau Lee explains how value chain innovations can help entrepreneurs in developing economies grow their businesses, and what multinational corporations can learn from them.
An interview with Professor John Roberts about his study results on the efficacy of working from home.
The Stanford Graduate School of Business View from the Top Series hosted former Vice President Al Gore where he spoke to over 600 students on leadership, solutions for the climate crisis, and sustainable capitalism.
California, the ninth largest economy in the world, recently launched a new carbon cap-and-trade system to reduce greenhouse gas emissions to 1990 levels by 2020. Mary Nichols, chair of the California Air Resources Board, leads this program that could provide a model to support other regional or national efforts to cut greenhouse gas emissions.
What if you could influence people to act on their best intentions? Professor Jennifer Aaker has spent most of her career researching the science of getting people to do the right thing.
Jacqueline Novogratz, MBA '91, wins the 2011 Excellence in Leadership Award from the Stanford GSB.
Commissioned by KaBOOM! and authored by Katherine Fulton and alumna Heather McLeod Grant of the Monitor Institute, this case study looks at the challenges KaBOOM! faced and lessons the organization learned while pioneering an online strategy to scale its impact. This strategy involves giving away the nonprofit model online for free to empower others to act on KaBoom's behalf.
This case provides an overview of the nonprofit organization PATH and its Safe Water Project—a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation.
This case provides an overview of the nonprofit organization PATH and its Safe Water Project—a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. One of the team’s primary objectives was to investigate sales and distribution challenges in this space. By conducting a portfolio of field-based pilots, the team hoped to test different models for improving customer access to these safe water products in an effort to identify scalable, sustainable, and replicable solutions. Although specific results varied across the pilots, which spanned India, Vietnam, Cambodia, and Kenya, they collectively gave rise to series of important sales and distribution insights.
This case provides an overview of the nonprofit organization PATH and its Safe Water Project. One of the key objectives of this effort was to explore how the private sector could help make HWTS products more affordable. By conducting a portfolio of field-based pilots in collaboration with commercial partners, the PATH team sought to better understand the effect of different pricing, consumer financing, and subsidy models on demand within low-income population in developing countries.
This case provides an overview of the nonprofit organization PATH and its Safe Water Project—a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income populations.
Arrillaga created Silicon Valley Social Venture ("SV2") in partnership with Community Foundation Silicon Valley (“CFSV”), a nationally recognized public foundation that had experience working with individual donors and had established credibility within the philanthropic field. Arrillaga formed SV2 as a donor-advised fund to ensure that CFSV staff would help guide SV2 partners leverage their expertise and funding to select high-performing community organizations, thus generating the greatest social impact.
Before opening its first store in India in 1996, McDonald’s spent six years building its supply chain. During that time, the company worked to successfully source as many ingredients as possible from India. However, French fries (“MacFries”) were a particularly tough product to source locally—and importing fries was undesirable for both cost and availability reasons. This case describes McDonald’s India and McCain India’s efforts to optimize the MacFry supply chain by increasing local supply in a fast-growing emerging market using agronomy, farmer relationship development and value chain innovation.
The case discusses Nike’s sustainability and labor practices from 1998 to 2013, focusing on the successful steps Nike took up and down the supply chain and in its headquarters to make its products and processes more environmentally friendly, and the challenges and complexities it was still facing in its efforts to improve labor conditions.
In late 2006, the PATH Safe Water Project received a $17 million grant form the global development unit of the Bill and Melinda Gates Foundation. Its purpose was to evaluate how market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage (HWTS) products among the world's poor. One key factor to consider in constructing its pilot studies was the affordability of HWTS products. This case study describes PATH's efforts to use consumer financing as a mechanism for making HWTS produce and supplies more accessible to its target market.
To help address the issue of unplanned pregnancy and maternal mortality in the developing world, researches at the University of Georgetown's Institute for Reproductive Health (IRH) recognized the need for a intuitive, natural contraception method that could meet the needs of families that chose not to use medical or surgical alternatives. IRH developed the Standard Days Method (SDM), a family planning system, and CycleBeads. Despite some reservations related to traditional values, IRH seized the opportunity to roll out sDM and CycleBeads in Mali, West Africa. Unfortunately, the initial launch did not go well and had trouble establishing effective delivery and support for the product. This case looks at how IRH adapted its approach to facilitate more effective implementation of CycleBeads across Mali.
d.light design is a for-profit social enterprise whose purpose is to create new freedoms for customers without access to reliable power so they can enjoy a brighter future. When members of d.light moved to India to set up distribution of their product, the team quickly discovered would not be as easy as they hoped. They discovered it would be difficult to convince consumers to invest in a d.light product as the market was saturated with low-quality, solar-based lighting products. Distribution posed another challenge. This mini-case study evaluates the strategy d.light adopted to differentiate the company and establish its products as credible and trustworthy to earn the acceptance of consumers and distributors.
Ashoka was a professional organization that identified and invested in leading social entrepreneurs globally. The organization faced challenges as it updated its mission to “make things happen in a bigger way.”
The Canary Fund supports the development of methods for early cancer detection. This first case describes the choice to sponsor a high-profile racing event to raise funding and awareness.
In the mid-2000s, drug eluting stents had been shown to significantly reduce restenosis rates and promised to be one of the most dynamic and complex segments of the medical device industry: explosive growth, product recalls, and intellectual property litigation, but also inter-industry collaboration.
David Dodson started the septic company Green River Environmental after mixed results in his previous entrepreneurial ventures. This case tracks three difficult mangerial situations Dodson faced during his tenure as CEO and chairman of the company.
Minnesota Public Radio had evolved from a small public radio station to a network of 38 stations, mainly through social purpose capitalism. The founder came under criticism after creating for-profit ventures to support and build the enterprise.
A foundation's assets for supporting the process of social value creation should be viewed as part of the organization's overall investment strategy. This paper introduces the concept of the Unified Investment Strategy, an approach to achieving maximum social impact.
Stanford economists Daniel Kessler and Mark McClellan examine why hospital competition, often thought to be bad, has led to greater efficacy and efficiency in the hospital industry. They examine how costs and benefits are spread among quality quartiles in the industry, noting discrepancies in price and service for those who receive service from low-quartile hospitals, calling to question issues of equality in hospital services.
This article briefly summarizes work documenting gender inequalities in organizations, and the ways that gender theory and research have been ignored and marginalized in organizational scholarship. It then presents the idea of revisioning, and outlines several techniques for exposing hidden gendered assumptions in ostensibly gender-neutral scholarship.
This seminal paper defines the term social entrepreneurship and helps shape, what was in 1998, the nascent field of social entrepreneurship.
The paper examines micro-processes that undermine the formal power of high-ranking women in a male-dominated organization. It shows how the capacity of these women to reduce systemic causes of gender inequality is therefore more limited than it might appear.
The two-quarter Elective Course series provides lectures from a diverse group of faculty that expose students to the practical aspects of technology invention and development. The class features a presentation or discussion from one of the guest speakers or faculty. Students work in small project teams in the Biodesign prototyping lab or bench space, collaborating with the fellows of the program.
The goal of this seminar is to investigate how social technology (e.g., blogs, websites, podcasts, widgets, community groups, social network feeds) can change attitudes and behaviors in ways that cultivate social change. We study the strategies and tactics used by companies and causes that have successfully catalyzed social persuasion.
This seminar helps participants develop strategically informed action plans that are imaginative, inspiring, and workable in highly dynamic environments. Through informed debate and the writing and presentation of position papers, participants evaluate and hone their views on the seminar's critical themes.
This course focuses on the efforts of private citizens to create effective responses to social needs and innovative solutions to social problems. It equips students with frameworks and tools that will help them be more effective as a social entrepreneur.
This course surveys strategic, governance, and management issues facing a wide range of nonprofit organizations in an era of venture philanthropy and social entrepreneurship. It introduces students to core managerial issues in the nonprofit sector, such as development/fundraising, investment management, performance management and nonprofit finance.
Kate Surman, MBA '04, Administrative Director of Strategic Operations, Stanford Hospital & Clinics, discusses how she has leveraged the Public Management and Social Innovation certificate to take her career into a new direction.
A grassroots student effort led by Caroline Mullen, MBA ’12, Catha Mullen, MBA ’13, and Monica Lewis, MBA ’12, now has even more impact through a merger with Pachamama Coffee Cooperative.
Leading a Social Innovation Study Trip lands Robyn Beavers, MBA '10, in a new industry.
Jeremy Sokulsky, MBA '04, President, Environmental Incentives, discusses how he's drawing upon the tools and training he received from the GSB to help make a difference.
Vision care is something that is practically taken for granted in the United States, but that’s not the case throughout much of the world. Some 300 million around the globe suffer from correctable vision loss, leading, as Ashanthi Mathai, MBA '04, says, “to people accepting their vision impairment and adjusting their lives around it.” The result? A lower quality of life, restricted job options, and even further economic distress.
How important are science, technology, and innovation to international development? They're nothing less than critical for lifting people out of poverty, says Maura O'Neill, chief innovation officer at USAID, in this university podcast. Speaking at the USRio+2.0 Conference hosted at the Stanford Graduate School of Business, O'Neill discusses how connection technologies, in particular, can support sustainable development around the world.
In late 2006, the PATH Safe Water Project received a $17 million grant from the global development unit of the Bill and Melinda Gates Foundation. Its purpose was to evaluate how market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage (HWTS) products among the world’s poor. Several of the early Safe Water Project’s pilots involved experimenting with direct sales models for HWTS solutions. This mini-case study outlines the lessons PATH gleaned through these studies for helping its on-the-ground partners build an effective direct sales presence.
In late 2006, the PATH Safe Water Project received a $17 million grant from the global development unit of the Bill and Melinda Gates Foundation. Its purpose was to evaluate how market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage (HWTS) products among the world’s poor. One of PATH’s pilots tested a direct sales model in Kenya by making a durable safe water product — a ceramic water pot (CWP) — available through a basket of goods approach. PATH partnered vendors were enthusiastic; however consumers who generality weren't familiar with CWPs wanted to interact with the device before purchase. Vendors were unable to carry the bulky and fragile CWPs long distance. This study explores the creative solution PATH devised to address these issues.
Vestergaard Frandsen (VF) is a for-profit company that operates under a humanitarian entrepreneurship business model. The company’s leading products include PermaNet long-lasting insecticidal nets and LifeStraw water filters. VF was convinced that its LifeStraw Family product could make an immediate and significant difference in addressing the safe water needs of households in developing countries. The challenge was how to make it affordable for its target audience. While VF considered its options, CEO Mikkel Vestergaard Frandsen decided to launch an integrated campaign to help prevent the spread of malaria, diarrheal disease, and HIV in Western Kenya.Witnessing the success of the program, the Kenyan government asked VF to scale it up across the Western Province. However, identifying traditional forms of funding for point-of-use water filters at scale remained a challenge.
Adapting a sophisticated climate model, researchers show that there is plenty of wind available to supply half to several times the world's total energy needs within the next two decades.