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Change lives. Change organizations. Change the world.
"Live by your own personal compass and speak honestly and openly. If you do that, you'll be fine." That was the simple advice offered by Herb Allison at this year's Graduate School of Business commencement ceremony on June 11.
GlobalGiving’s storytelling project turns anecdotes into useful data.
In the United States today, two-thirds of African American college undergrads are women, and they are going on to excel in business, particularly in entrepreneurship, says visiting scholar Katherine Phillips.
Jane Chen, MBA '08, is co-founder and CEO of Embrace, a nonprofit company dedicated to creating low-cost portable incubators to save the lives of low birthweight babies in developing countries. The Embrace infant warmer was launched in India in the spring of 2011 she told the annual Women in Management banquet at the Stanford Graduate School of Business.
As Japan shifts from disaster relief to rebuilding, GSB alumni see opportunities for change and renewal.
When Paul Auerbach arrived in Haiti, after the January 2010 earthquake, he faced a sea of death and misery the likes of which he'd never seen. A member of Stanford Emergency Medicine's rapid response team under the auspices of International Medical Corps, Auerbach, Sloan '89, eventually assumed the role of lead physician coordinating the medical and logistical efforts of teams from around the globe.
What Do Your Jeans and Your Car Have in Common?
Did you know that making a pair of Levi 501 jeans, from cotton seed to finished garment, uses 54 showers' worth of water and produces the same amount of greenhouse gas as driving your car 78 miles? Neither did Levi Strauss & Co. - until they conducted an environmental impact assessment on their goods speakers told the fourth annual Socially and Environmentally Responsible Supply Chains Conference.
His career has taken Jonathan Reckford, MBA '89, from corporate leadership to his current post as chief executive officer with global nonprofit Habitat for Humanity. His success, he says, comes from following his faith and his heart.
Woodrow Myers, MBA '82, who has shaped attitudes toward some of the world's most perplexing health issues, urged MBA students to use their skills to meet today's hardest challenges. He was honored with the 2010 Black Business Students Association's outstanding alumni award.
More than 30 years after the darkest chapter in its history, Cambodia remains a damaged and fragile society, Youk Chhang, an expert on the Cambodian genocide and the man leading the Documentation Center of Cambodia told an audience at the Stanford Graduate School of Business.
Against all odds, the Afghan Institute of Learning educates women and girls in a war-torn society
In the time it takes to update your Facebook page, you could be making the world a slightly better place
Designing social enterprises that can succeed on a national scale
When it comes to job interviews, presentation tactics—appearance, gestures, postures, flattery, and self-promotion—go farther than you think
Computer access costing less than $70 a person.
Collaboration among nonprofits could save money.
The grassroots personality of new philanthropy.
Figuring out what data is most useful for effective philanthropy is a massive challenge.
Closing achievement gaps in public education is one of the most important civil rights issues of the century. In this panel discussion at the NewSchools Summit 2010 conference, education experts consider how activists and entrepreneurs may draw on lessons from the civil rights movement to address this critical social justice concern.
Impact investing: is it actually investing? Or is it venture philanthropy by another name?
Stanford GSB alum ('08) founded Nuru International to maximize local leadership to drive sustainable change.
A panel on the the importance of mainstreaming and investing in green chemistry for the future of energy and the environment.
Jane Chen (MBA '08) shares her journey to success in tackling one of the world's pressing issues -- low birth rates of premature babies around the world.
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.
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.
The Center for Blended Value is a think tank that promotes the concept of “blended value” investments. The founder wondered how to overcome the challenges associated with encouraging more foundations to adopt a value-mixing strategy of financial asset management.
Nongovernmental organizations have become an increasingly important intermediary for international development. This note explains how NGOs have evolved, and the role they played in the early 1990s in bringing development to poor nations.
Innermotion dance company presents performances based on themes related to incest and childhood sexual abuse. This video explores how the founder must reexamine her focus and priorities when faced with the loss of a major grant.
Genzyme Tissue Repair had just received favorable phase I clinical trial results. Should the company go ahead with studies that would involve subjects in the placebo group having to undergo surgery but not receive the experimental transplants?
In 1999, Geron Corporation was at the center of the debate about human embryo research. The case details the controversy surrounding Geron’s stem cell research and the role the Ethics Advisory Board played in shaping the company's response.
How can a certain kind of behavior actually contributes to inequalities? Specifically, do children’s social-class backgrounds affect when and how they seek help in the classroom, thereby teasing out children’s own role in educational stratification? We consider how teachers may use such information to correct these dynamics, and thus contribute to more equal access for all children at school.
Seasonal influenza leads to >200,000 hospitalizations and >8,000 deaths in the United States each year. The influenza vaccine is widely available at low cost and reduces mortality, morbidity, and healthcare costs. Nevertheless, many of those for whom vaccination is indicated fail to comply with CDC recommendations for vaccination. If low compliance is the result of careful calculations by individuals weighing the costs and beneﬁts of vaccination, it may be difﬁcult and expensive for policymakers and organizational leaders to increase vaccination rates. However, if low compliance is the result of forgetfulness or procrastination, low-cost interventions that use psychological tools may be effective at increasing vaccination rates and improving public health.
Evidence suggests that the medication lists of patients are often incomplete and could negatively affect patient outcomes. By predicting drugs the patient could be taking, collaborative ﬁltering can be a valuable tool for reconciling medication lists.
Workers who earn just below the Social Security tax threshold receive a larger tax preference for health insurance than workers who earn just above it.
Health care providers may vertically integrate not only to facilitate coordination of care, but also for strategic reasons that may not be in patients’ best interests.
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.
Scientific models suggest that major Pacific ecosystems will move hundreds of miles by 2100 as a result of climate change. The results of this research could help officials manage the potentially significant impacts – on sea creatures and humans – of marine habitat shifts.
U.S. schools are badly lagging in web connectivity; not because they aren’t connected, but because their pipes are too small.
There are all manner of approaches to 'green investing,' and the folks at Carbon Lighthouse — recipients of an $80,000 Social Innovation Fellowship from the Center for Social Innovation at the Graduate School of Business — manage to combine two of them under the same roof.
James Gutierrez, MBA '05, discusses how he built Progreso Financiero, where he gets his best ideas, and the best advice he's ever received.
Stanford Pulitzer Prize winning historian Jack Rakove believes the founding fathers would agree that it’s time to change the 225-year-old Electoral College.