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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.
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.
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.
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.
Ted Turner, who 30 years ago heralded the Information Age by founding CNN, has turned his focus to developing ways to stop global warming, encourage energy conservation, and stem population growth. He challenged MBA students to find solutions because "We've got to take better care of the planet."
THE SPIRIT LEVEL: Why Greater Equality Makes Societies Stronger by Richard Wilkinson & Kate Pickett
How funders can help grantees track their progress more effectively
The world’s first universal cash transfer program is in Namibia and provides cash with no strings attached
Improving the lives of disadvantaged populations—whether through better schools, after-school programs, or teen pregnancy prevention clinics—requires proven theories of change. The very development of a field depends on their diffusion, replication, critique, and modification. Yet some organizations refuse to articulate a theory of change and some funders think it would be intrusive to demand that they do so. The interests of all concerned are served by a developmental approach to creating and evaluating theories of change
The LEED system is the platinum standard for green building certification, and its parent organization, the United States Green Building Council (USGBC), is one of the fastest growing nonprofits in America. Here’s how the USGBC maintains its strict standards while responding to diverse members in an evolving field
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.
In the world of international development, microcredit has become an increasingly important means of poverty alleviation. In this audio interview, Stanford Center for Social Innovation correspondent Ashkon Jafari talks with Nobel Peace prize winner Muhammad Yunus about how he founded Grameen Bank to offer economic building tools for some of the poorest people in Bangladesh. Yunus shares lessons learned along the way, future directions, and what gets him up and motivated every day.
Amidst much debate and acrimony, Congress has at last passed the Affordable Care Act -- the new health law. The law makes health coverage available to those denied health insurance by private insurance companies because of a pre-existing condition. In this panel discussion at Stanford, medical and public health experts consider what's strong and weak about the new measure, and how it will change our health care system.
Can schools be turned around, and can the system change? Yes, say an experienced district and state school leader in this panel discussion during the Driving Dramatic School Improvement conference at Stanford. Navigating questions by moderator Jordan Meranus, they talk about what they are doing in Louisiana and Baltimore to radically reform schools so that more children can meet state standards and receive an excellent education.
How can you leverage the power of design thinking and psychological research with practical tools and strategies to get your social enterprise off the ground? In this university podcast, sponsored by the Stanford Center for Social Innovation, Stanford Graduate School of Business marketing professor Jennifer Aaker introduces the "dragonfly effect" model to illustrate how technology can be used to support business and social missions.
Twitter may be based in San Francisco, but it's used by folks in nearly every country in the world. In this university podcast, sponsored by the Stanford Center for Social Innovation, author Sarah Milstein shows you the ins and outs of how to use this real-time information network for your personal or business advantage. She offers tips on searching, posting, and making an impact on the world with your ideas.
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.
"People can learn from mobile phones," says Sara Chamberlain, Head of Interactive for BBC World Trust and developer. She launched BBC Janala to "raise the language skills of 25 million people in Bangladesh by 2017". She speaks with host Sheela Sethuraman about how 3 million people already started learning English with in some cases the most basic handsets. According to Chamberlain, making English accessible affordably could be "a ticket out of poverty" for the people of Bangladesh.
What if games were used to solve real-world problems?
Habitat for Humanity is an exemplary social enterprise that has helped build more than 350,000 houses for low-income people in thousands of communities worldwide. In this university podcast, Jonathan Reckford, the organization's CEO, talks about what it takes to be a great leader. He shares lessons learned from his own career, and how he put his knowledge to work in successfully guiding Habitat for Humanity since 2005.
How did an Obama administration task force turn around the auto industry?
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.
A new assessment of ocean health gives the world's oceans a score of 60 out of 100. Stanford's Larry Crowder, the science director of the Center for Ocean Solutions, explains why that isn't exactly a failing grade.
In just over 3 years RISE has become a leading provider of children's English language learning services in China, and has built a significant share of the children's English-language learning market. In this Stanford university podcast, Justin Cahill shares how his organization challenged conventions and disrupted the Chinese market to create this unique enterprise. He spoke at the Global Education Conference at Stanford.
How does a country best go about developing radical innovation in a public school system? In Sweden, they have done it through Kunskapsskolan, a creative alternative to standard public schools that charges no fees to its students. In this audio lecture, Peje Emilsson, current chair of the Stockholm Chamber of Commerce, discusses the reasons for Kunskapsskolan's success both inside and outside of Sweden.
Applying psychology to the realm of politics shows that giving voters a few strategic nudges can push far more people in the direction of polls on election day. In this university podcast, Todd Rogers, Harvard professor and founder of the political research organization Analyst Institute, shares research that shows how "get out the vote" calls can be far more effective in changing behavior when just a few subtle techniques are used. Rogers spoke at the Stanford Prosocial Briefing.
“Why do people create hierarchies when they say they don’t want them? One answer is that it makes thinking much easier,” says GSB Professor Larissa Tiedens. “We produce hierarchies to make our lives easier cognitively.”