a new generation of leaders the social entrepreneur n.
Skip this Video
Loading SlideShow in 5 Seconds..
A New Generation of Leaders: The Social Entrepreneur PowerPoint Presentation
Download Presentation
A New Generation of Leaders: The Social Entrepreneur

Loading in 2 Seconds...

play fullscreen
1 / 34

A New Generation of Leaders: The Social Entrepreneur - PowerPoint PPT Presentation

  • Uploaded on

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.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'A New Generation of Leaders: The Social Entrepreneur' - velvet

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
a new generation of leaders the social entrepreneur

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


  • 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
challenge access to clean water
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
Micro Finance
  • The Kadoorie Story in Hong Kong
  • Grameen in India (http://www.grameen.com/)
  • KIVA in the US & Worldwide
social entrepreneurship defined
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 University’s Skoll Centre)

  • Social entrepreneurship takes many forms, but at it’s 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
…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”

  • 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
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
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
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
Representative Comments
  • “I’ll 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
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
The Role of Education

Consider these ideas about


“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 andat 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 Pasteur’s 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
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 level…what’s 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)

what s needed
What’s Needed?
  • “…Collaborative, action-oriented, real-world problem-solving was by far the best strategy to advance knowledge and learning.”

(---reflecting on W. R. Harper’s beliefs about higher education in Benson, et. al. (2005): “Integrating a commitment to the public good into the institutional fabric.”

developing social entrepreneurs
Developing Social Entrepreneurs
  • Teaching Business Valuation from a

“Triple Bottom Line” perspective:

3 Ps + 1

    • People
    • Planet
    • Profit


a model for social entrepreneurs
A Model for Social Entrepreneurs

Source: Alex Nichols, Oxford University,

Skoll Centre

leadership qualities lpi
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



Designing and Aligning

Rewarding and Feedback

Team Building

Outside Orientation

Global Mindset


Emotional Intelligence

Life Balance

Resilience to Stress

Leadership from a Global Perspective: GELI

Source: DeVries, Global Executive Leadership Inventory

where can these behaviors be developed
Where Can These Behaviors Be Developed?
  • Education
  • Experience
  • Practice
    • All focused on
      • People
      • Planet
      • Profit
      • Partnership
leveraging education
Leveraging Education
  • Experiential Learning: Service Learning and Internships
  • An approach to Mission, Purpose and Making Education Relevant
  • A Strategy for Community Engagement
what is service learning
What is Service Learning?

Internships and 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
Building Strategic Alliances
  • Faculty-Community Partner (F-C)
  • 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


e.g. VC


The Developing Leader (S)

Global Partners

S-P, S-S,



the mentor university
The Mentor: University

S-S, S-F, S-P

  • Service Learning
  • Internships
global partners
Global Partners
  • S-S, S-P, F-P
skoll foundation
Vision: live in a sustainable world of peace and prosperity.

Mission: drives large-scale change by investing in, connecting, and celebrating social entrepreneurs and other innovators dedicated to solving the world’s most pressing problems.

Example: Funding Root Capital and the Starbucks connection



Skoll Foundation
the hub a platform for innovation
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
Business: The VC Community
  • Good Capital

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,

I 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




Observations and


Testing implications

of concepts in new


Formation of abstract

Concepts and

Generalizations cultivates

Creativity & Innovation

implications and discussion
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?