A New Generation of Leaders:

The Social Entrepreneur

Fulbright Lecture Series

November 19, 2010

Dayle M. Smith, PhD

Professor of Management
University of San Francisco
Fulbright Visiting Professor of Management,
Hong Kong Baptist University and the HAC
2010-2011

Overview
Introduction
Fad or Paradigm Shift
New Generational Values
A Model for Social Entrepreneurship and
Leadership Development
Role of Education in Developing the
Social Entrepreneurial Leaders
Implications and Discussion

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Challenge: Access to Clean

Water

1.2 billion people are

drinking unsafe water
Problem: transport
(retrieval to
consumption)
Seeding innovation in
the water sector
Acumen Fund, IDEO
w/backing from Gates
Foundation

Micro Finance

The Kadoorie Story in Hong Kong

Grameen in India (http://www.grameen.com/)

KIVA in the US & Worldwide

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Social Entrepreneurship
Defined

A social entrepreneur is someone who recognizes a

social problem and uses entrepreneurial principles
to organize, create, and manage a venture to make
social change.rather than bringing a concept to
market to address a consumer problem, social
entrepreneurs attempt to bring a concept to
market to address a public problem.
(Alex Nicholls, Oxford Universitys Skoll Centre)

Social entrepreneurship takes many forms,

but at its core is characterized by a leaders
sense of social consciousness and a desire
to make a positive impact on society

adapted from an ancient Chinese proverb

Philanthropy/Charity
Give a man a fish and you feed him for a day

The NGO/Government Model

teach a man to fish and you feed him for a lifetime

Social Entrepreneurship
Provide him access to capital to create a sustainable

fishing business at a fair rate of return and change

the world

Challenges

Understanding of Complex Problems

(poverty, access to clean water, healthcare, environmental
pollution,sustainability in all its forms)

Taking a A Different Approach to Business

Collaborative effort
Triple Bottom Line Thinking
Leadership Reframed

Why a new generation of

Leaders?
What do our students
care about?
What inspires this
generation?

the anecdotal
evidence

A New Generation of Business Leaders

socially aware, globally engaged

-

--Professor Dave Gershon

National Institute for Pharmaco-Economics and
Healthcare Policy Social Venture Incubator

IBM Global Student Study 2010

Three most important external forces

over the next three years
Globalization
Environment
Sustainability

Source: IBM Global Student Study 2010, IBM Global CEO Study 2010

Representative Comments

Ill consider economic performance and societal/environmental performance

as two parts of the same process of wealth creation. We need to rethink what
wealth means (student, France)
Resources are depleting heavily. Govenrments will now take things into their
hands and keep their resources in their country so they will last longer.
(student, India)
Natural resources..are becoming more scarce.there will be a need for
collaboration among nations to find solutions to these problems, which means
that organizations will be more interconnected. (student, USA)
Global thinking is a must for leaders, but it must be associated with a focus on
sustainability and integrity, otherwise businesses will be short-lived. (student,
Japan)

Less than 4 in 10 students believe their education

has prepared them well to address the new
realities of a shared planet

Insights from the IBM Study

To meet future challenges.

Rethink Business Value
Create Stronger Global Connections
Inspire Creative Leadership

Source: IBM Global Student Study 2010, IBM Global CEO Study 2010

The Role of Education

Consider these ideas about
Education

 In an engaged institution, an ideal education lies between

the two poles of experience and purpose, thought and
action, self-realization and social responsibility. An
education is meaningful when it liberates the spirit and
feeds the soul and at the same time, prepares us to make
good decisions, contribute to public life, and live as
responsible citizens of our democracy.
To foster a society in which learning has consequences, our
colleges and universities must direct themselves to
bringing public purposes and private benefits together.
(--Ramaley, J.A. (2005). Scholarship for the public good: living in Pasteurs quadrant.
In A.J. Kezar, T.C. Chambers, & J.C. Burkhardt (Eds). Higher education for the Public Good. (p 180).
San Francisco: Jossey Bass.)

Scholarship of Engagement

At one level, the scholarship of engagement means connecting to our most

pressing social,civic and ethical problems. Campuses should be viewed by both
students and professors not as isolated islands but as staging grounds for action.
but at a deeper levelwhats also needed is is not just more program, but a larger
purpose, a larger sense of mission.
the scholarship of engagement also means creating a special climate in which the
academic and civic cultures communicate more continuously and more creatively
with each other, helping to enlarge what anthropologist Clifford Geertz describes as
--the universe of human discourse and enriching the quality of life for all of us.
(Boyer, 1990. Scholarship Reconsidered: Priorities of the Professoriate. Princeton, NJ: Carnegie Foundation)

Whats Needed?

Collaborative, action-oriented, realworld problem-solving was by far the best

strategy to advance knowledge and
learning.
(---reflecting on W. R. Harpers beliefs about higher education in
Benson, et. al. (2005): Integrating a commitment to
the public good into the institutional fabric.

Developing Social
Entrepreneurs
Teaching Business Valuation from a
Triple Bottom Line perspective:

3 Ps + 1

People
Planet
Profit

AND..Partnerships

A Model for Social Entrepreneurs

Source: Alex Nichols, Oxford University,

Skoll Centre

Leadership Qualities (LPI)

Leadership Practices
Challenge the Process
Inspire Shared Vision
Model the Way
Enable Others to Act
Encourage the Heart

Source: Kouses & Posner, The Leadership Challenge

Leadership from a
Global Perspective: GELI

Visioning
Empowering
Energizing
Designing and Aligning
Rewarding and
Feedback
Team Building

Outside Orientation
Global Mindset
Tenacity
Emotional Intelligence
Life Balance
Resilience to Stress

Source: DeVries, Global Executive Leadership Inventory

Where Can These Behaviors

Be Developed?

Education
Experience
Practice

All focused on

People
Planet
Profit
Partnership

Leveraging Education
Experiential Learning: Service Learning
and Internships
An approach to Mission, Purpose and
Making Education Relevant
A Strategy for Community Engagement

Internships and Service Learning

What is Service Learning?

SL and Social Entrepreneurial Internships provide for experiential learning

that engages students in course-relevant, community-focused
service/experience that connects the academic discipline to community action
and social change

SL is intentional in meeting the needs of a community partner, as defined by

that partner and, engaging the student in well-articulated service and/or
internship experiences

SL and the well-developed internships is built on a reciprocity principle where

students learn from their community partners

SL and Internships from a social change perspective enables students to

take action and reflect; whereby action informs reflection and reflection
encourages further action--developing leadership knowledge, skills, abilities
(KSAs) needed by Social Entrepreneurs

Building Strategic Alliances

Faculty-Community Partner (FC)

Faculty-Student (F-S)
Community Partner-Student
(CP-S)
Student-Student (S-S)

Source: Smith, D.
Managing Expectations in
Service Learning, 2010

Developing Social Entrepreneurial Leaders:

Strategic Alliances

Business
e.g. VC
S-P
The
Developing
Leader (S)

Global Partners
S-P, S-S,

Mentor
(F-S)

The Mentor: University

S-S, S-F, S-P

Service Learning
Internships

Global Partners

S-S, S-P, F-P

Skoll Foundation

Vision: live in a
sustainable world of
peace and prosperity.

Mission: drives largescale change by

investing in, connecting,
and celebrating social
entrepreneurs and other
innovators dedicated to
solving the worlds most
pressing problems.

Example: Funding
Root Capital and the
Starbucks connection

http://www.skollfoundation.org/nyti
mes-fixes-filling-the-gap-betweenfarm-an
d-fair-trade/#more-3679

The HUB: a platform for

innovation
We need new models that blend social and
environmental value with economic viability.
The system is broken. Together we can build a
better alternative. When faced with a task of this
magnitude, why not assemble great talent into a
common space? Together, we generate new
ideas for change. Then we combine tools and
resources to transform our ideas into action. We
work collaboratively, sharing best practices to
inspire and grow. We build and scale together,
forming a values-driven, high-performing
system that works toward a better world.

Business: The VC Community

Good Capital

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investment firm that increases the flow of capital to

innovative ventures creating market-based solutions
to inequality and poverty.invests in the most promising
social enterprises and give them the tools and guidance
they need to succeed. In addition,Good Capital actively
leads the development of the emerging social capital market.
shares a deep commitment to the creation of a new,
informed, and passionate world of investing that
strategically moves more capital to good.

The Experiential Learning Model

Applied to Strategic Alliances in Social Ventures

Alliance Relationship

Testing implications
of concepts in new
situations

Experiential
Learning
Cycle

Formation of abstract
Concepts and
Generalizations cultivates
Creativity & Innovation

Observations and
Reflections

Implications and
Discussion

Identifying opportunities for innovation that

address social concerns
Enabling a generation to gain experience with
social enterprises
Reframing how we define stakeholder interest
and what it takes to maximize shareholder
value
Incremental Change versus Game-Changing-Need this be an either/or proposition?
Questions?