Impact Investors at Toniic aim to create an ecosystem for impact investing that mirrors the Silicon Valley way of doing deals. They know relationships are the key to keeping money moving.
Sambazon’s commitment to social entrepreneurship creates a fair market for farmers in the Amazon
DRIVING SOCIAL CHANGE: How to Solve the World’s Toughest Problems by Paul C. Light
Social network and professional network combined: a low-income neighborhood works together to meet the needs of the community in an environmentally responsible way.
Social intrapreneurs—change agents already working deep within business—are the answer for business’s woes.
A student trip to Kenya introduced a Stanford Business School professor to a successful Nairobi bank and led to a case study that links MBA students to the African continent.
Narayana Murthy and Sudha Murty, two of India’s best known executives, share their experiences in leadership and management with current MBA students during a visit to campus as the first Denning Distinguished Fellows in Global Business and the Economy.
Venture capitalist John Doerr doesn’t believe the world’s population will change its wasteful ways in time to stop global warming, he told an overflow audience at the Stanford Graduate School of Business. But, ever the optimist, he urged MBA students to make it a priority.
Patagonia Inc. founder and owner Yvon Chouinard offered his Stanford audience a slew of counterintuitive business practices that have helped make his apparel company a success.
Former Vice President Al Gore kicked off the 2005 Net Impact conference at the Stanford Graduate School of Business, the largest annual gathering in the world for MBA students and young professionals focused on corporate social responsibility, social entrepreneurship, international development, and environmental management.
BUILDING SOCIAL BUSINESS: The New Kind of Capitalism that Serves Humanity’s Most Pressing Needs by Muhammad Yunus
Nonprofits are so busy building schools, vaccinating infants, or providing medical relief that often, they simply don’t have the time for solid social media efforts. Chris Hughes, Facebook’s cofounder, has created a solution for that: a platform called Jumo.
Social innovators are usually motivated by their personal values, yet they don’t always act on them, because they are afraid it might lead to conflict. Even when they do act, it often ends badly. To remedy this, social innovators can learn how to articulate their values consistently and act on them in a way that is likely to lead to good outcomes.
Riders for Health had won international acclaim for its novel approach to maintaining health transport vehicles in sub-Saharan Africa. Yet the organization was having trouble scaling its services at its first site: Gambia. Here is how the organization won both government support and private funding for its latest innovation.
How texting became young donors’ preferred way to make charitable donations.
SVN conference focuses on economic justice.
SSIR publisher Perla Ni bids a fond adieu.
Challenging the business school approach to doing good.
Social problems are being addressed not only through the traditional nonprofit sector but also with emerging social enterprise structures such as for-profits that focus on the triple bottom line and hybrid models that blend market and nonmarket approaches. Kriss Deiglmeier, executive director of the Center for Social Innovation, moderates a panel of social enterprise leaders who discuss the unique aspects of their respective organization's legal structure, and share perspectives in establishing and maintaining enterprises dedicated to advancing social impact.
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Do you identify as an activist, a social entrepreneur, or both? What do they have in common? In this audio lecture sponsored by the Stanford Center for Social Innovation, Hayagreeva Rao, explores how the joined hands of activists, or "market rebels," shape markets, and how this promotes or blocks innovation. Rao's lessons are applicable to leaders in the nonprofit and for-profit spheres, marketers, and activists who harness collective action for institutional and social change.
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In turbulent times like ours, we need “hard-edged hope,” says Jacqueline Novogratz, the much-celebrated founder of the Acumen Fund. Affirming that the world is indeed a better place now than it was 40 years ago, she traces her own journey from a childhood witnessing racial inequities all around her in Detroit to a career leading the field of social impact investing. Novogratz rallies the community of Stanford business graduates to be part of the new generation of innovative problem solvers.
Jane Chen, MBA '08, has a vision of a place “babies no longer die from being cold, where people no longer die from preventable causes. And where every person has the ability to choose [his or her] own fate.”
What if games were used to solve real-world problems?
How can we design for the ripple effect so that small acts of goodness trigger big ones?
Missions of social impact and profit do not need to be opposed, say social entrepreneurs. In fact, bringing the two together in a double bottom line can create dynamic new opportunities.
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.
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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.
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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.
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How can we design for the ripple effect so that small acts of goodness trigger big ones?
Social problems are being addressed not only through the traditional nonprofit sector but also with emerging social enterprise structures such as for-profits that focus on the triple bottom line and hybrid models that blend market and nonmarket approaches. Kriss Deiglmeier, executive director of the Center for Social Innovation, moderates a panel of social enterprise leaders who discuss the unique aspects of their respective organization's legal structure, and share perspectives in establishing and maintaining enterprises dedicated to advancing social impact.
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Allied Equity Partners provided equity-related financing to minority-owned businesses. The principals knew they had to rethink their strategy to raise capital of $80 million for its third and largest fund.
In 2005, Robin Hood was the largest private poverty-fighting organization in New York City, and its venture philanthropy model had inspired various foundations nationwide. The management team hoped to have an even greater impact by improving the application of best practices and metrics.
Greg Widmyer is contemplating the financial structure of a new for-profit company that provides after-school educational programs. He seeks funding for this venture, which he hopes to establish as a scalable and sustainable organization.
Jack Sheaffer had a unique wastewater treatment system that produced no organic sludge, no odor, and was cheaper than conventional systems. He wanted a business plan that would insulate him from marketplace shocks and found it with the BOOM program of build, own, operate, and maintain.
In December 2000, New Schools Venture Fund was debating the role it should play in helping a for-profit investee, LearnNow, attract new capital. Should New Schools, a public charity seeking to improve K-12 education, be investing in for-profit ventures?
In December 2000, New Schools Venture Fund was debating whether, as a public charity seeking to improve K-12 education, it should be investing in for-profit ventures. Part B of the case provides an update on how New Schools Venture Fund is approaching these questions.
Mark Alsentzer, an investor in Earth Care, took over leadership of the business when it got into trouble in 1996. He focused on a two-pronged strategy to invest in research to speed up the manufacturing process to turn plastic into lumber, and to increase product recognition.
Practitioners and academics at a 2004 Stanford University conference discussed the field of venture philanthropy. The overview includes topics such as capacity building, relationships between grantors and grantees, and performance measurement.
The chief investment officer of Acumen Fund, an international venture philanthropy fund, is reviewing the performance of a portfolio organization. Against the backdrop of Acumen’s own evolution, he is trying to determine how much additional support to provide an organization that has faced similar challenges.
In response to the closure of California state psychiatric hospitals, Rubicon Programs was established in 1973 to provide social services for recently deinstitutionalized individuals. In this videocase, the program’s top managers deliberate about their corporate strategy.
Silicon Valley entrepreneur Ken Westrick became a partner in TerraMai, a company that reclaims discarded wood and sells it to consumers. In 2003, the partners embark on an ambitious growth plan.
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.
This seminal paper defines the term social entrepreneurship and helps shape, what was in 1998, the nascent field of social entrepreneurship.
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 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 explores the challenges and opportunities related to social entrepreneurship. Students study nonprofit, for-profit, and hybrid organizational forms, and examine issues from a variety of perspectives, including that of entrepreneur, CEO, funder, and board member.
Students apply engineering and business skills to design product prototypes, distribution systems, and business plans for entrepreneurial ventures in developing countries. The aim is to address challenges faced by the world's poor.
This course is designed to help students understand and manage human systems, exercise leadership, and work effectively with other people, specifically within the context of culturally diverse groups and organizations. The underlying premise is that diversity can present unique challenges and opportunities.
Jessica Flannery created Kiva to connect lenders to small entrepreneurs without access to financial resources. Her goal? To alleviate poverty.
Jake Harriman starts seed projects in extremely stressed areas of the world. He works to help people lift themselves out of poverty in five years.
Daniel Grossman's Wild Planet creates toys that parents love as much as kids. His aim is to inspire learning and inventiveness.
Bruce McNamer empowers entrepreneurs in rural areas around the world to become self-sufficient. He finds helping people to help themselves a noble calling.
The moral legitimacy of a new market can come as much from how you sell something as from exactly what you’re selling.
In August 2010 the US government closed ShoreBank, one of the country’s leading social enterprises. Why did ShoreBank fail? And what lessons can be learned from its 37-year record of innovation?
A new study finds that nonprofits are not becoming more commercialized.
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