Social Entrepreneurship and

Sustainability in the MBA Program:

Design, Curriculum and Pedagogy

Agenda

Laying the foundation for learning social

entrepreneurship

Designing a framework for social entrepreneurship

education

Creating a curriculum of change for our classrooms

Sustaining the future through innovation

Social Enterprise

Provides business solutions –

Social/environmental & economic benefit

“Multiplies” impact and investment

Delivers sustainable, system wide impact

What is a Social Entrepreneur?

Relentless in mobilizing Local, Regional and Global Linkages

Measures success based on total value returns

+

+

The Global Rise

of

Social

Entrepreneurship

International

Wealth Disparity

CSR

Movement

Tech & Shared Global

Moral Responsibility

Market,

Institutional &

State Failures

Social Enterprise – It Matters Because…

New Models of Opportunities and Innovation

(Blended Value Approach)

New Models of Sustainability and Development

New Models of Scale and IMPACT

…..New Opportunities for Teaching and Learning

Merging Two Perspectives - Impact

13

Development societal perspective

E.g. Economic Growth/GDP

Poverty Alleviation

Education

Social Stability

Public Health

Human Rights

Governance

Capacity Building

Enterprise Development

Environmental Sustainability

Broader development

contribution Bu

sin

ess

p

ers

pecti

ve

Infrastructure

Innovation Itself

Products and Services

Jobs

Skills and Training

Procurement

Taxes

Corporate Governance

Environmental Management

Business

activity

Direct

impacts

Indirect

impacts

Resources

Dissecting a Social Enterprise

Dimension Project Impact OneWorld Health Benetech

Response to Mkt

Failure/Innovation

Manufacturing low-cost,

high-quality medical supplies

to treat and prevent

blindness and deafness in

the developing world

Develop new medicines for

infectious diseases that killed

millions of people in the

poorest parts of the world

Created technology-based

projects that ranged from

reading machines for the

blind to innovative software

to protect information in the

human rights field

Financial Sustainability Donations + operations

(pricing) + autonomy

Donations + charging middle

class

Earned income from

previous (Capital cow) +

donations later

Pricing Differential pricing, subsidize

poorest segments

Yet to implement differential

pricing (belief)

Pricing based on

affordability of target

audience

Dissecting a Social Enterprise Dimension Project Impact OneWorld Health Benetech

Cost Structure “Forensic cost accounting”; define price affordable to target audience and negotiate production/distribution costs to make price attainable

$800-900m – typical; costs driven down by targeting drugs in late stage development, single indication in single geography, shortest path to

approval, clinicals in developing countries, volunteer scientists

Negotiated deep discounts with suppliers, developed own dealer network with overlapping economic interests, licensed technology and manufactured own

components

Impact on Market Created new class of lower-price producers in India, proving that lower-income

markets could be profitably served thru high-volume (scale)/low margin solutions

Pharma industry – a noble path to re-engage global health, served countries and

market areas that western pharma abandoned

Welcomed competition if impacted target audience (bring down price,

accessibility); leave market once new competitor could serve

Social Entrepreneurship Education Opportunities

Innovation

Impact

Scale

Social Business, Entrepreneurship – “Meta-

Profession”

Cross-University Initiatives

Public Policy, Law, Medicine, Arts, Engineering, etc.

Flexibility in Customizing Own Educational Track

and Career

Cross – Fertilization of Ideas – Driving awareness of

immediate and most pressing problems

Content

Leading sustainable enterprises, social venture fund practicum, global

poverty alleviation, Ecoleadership, Energy and the environment

Depth

Immersion, experiential-based, problem – based, effectuation

Reach

Nexus of the increasing overlap between the public, private, and

voluntary sectors

Government, NGOs, Corporate, SE and practitioners

Resources (Resource Strategy)

Activities (Operating Model)

Outputs Short and Long Term Outcomes

Impact

In order to accomplish our set of activities, we will need the following:

In order to address our problem, we will accomplish the following activities

We expect that once accomplished these activities will produce the following evidence or service delivery

We expect that if accomplished, these activities will lead to the following changes in 1-3 then 4-6 years

We expect if accomplished these activities will lead to the following changes in 7-10 years

Faculty Students Alumni Mentors Partnerships

Develop curricula and co-curricula initiatives and programs • Curriculum •Pedagogy •Internships •Experiential learning •Problem-based learning •Connecting theory and practice

Aspiring Social Entrepreneurs and

Innovators

Launch and Intrapreneurship

Activities

Social Enterprise/Orgs Impact – e.g., poverty alleviation, economic

and social stability, etc.

Social Entrepreneurship Support

Websites

www.ashoka.org, www.changemakers.net

www.skollfoundation.org/socialedge

www.se-alliance.org

www.echoinggreen.org

www.aspeninstitute.org

Conferences

NYU Stern Social Entrepreneurship Conference

Skoll World Forum on Social Entrepreneurship