Volume 8, Number 4
One of the most difficult things for any entrepreneur to recognize is when the time has come to turn over the reins to someone else. The fall 2010 issue of Stanford Social Innovation Review features an article—“Freeing the Social Entrepreneur”—that explains why it is important for social entrepreneurs to relinquish control. The article goes on to provide a blueprint for the type of leadership team that social entrepreneurs should build, and how it is different from the team that business entrepreneurs create.
To produce good outcomes, social entrepreneurs must learn how to articulate their values consistently and act on them.
Without a healthy civil society it becomes difficult if not impossible to solve other, more readily apparent problems.
Social entrepreneurs must recognize when it is time to relinquish control and create strong leadership teams.
A new approach to measuring poverty is needed, one that accounts for multiple factors such as housing, and regional economic differences.
The website Not In Our Town is combating prejudice by broadcasting anti-hate stories and campaigns.
Chris Hughes, Facebook’s cofounder, has created a social media platform called Jumo designed specifically for nonprofits.
Philanthropedia cofounder Deyan Vitanov wants to make it easier for donors to see the impact of the organizations they fund.
The English hope to sell social impact bonds (potentially paid for by the government) to raise money to fund new programs.
Field Report (formerly What Works)
Clean Energy Works Portland gets consumers—and the workforce—energized about weatherization.
LeapFrog Investments aims to insure the poor on a grand scale.
The Innocence Network, an international collaboration of pro bono legal and investigative organizations, grows rapidly and flexibly.
Google DotOrg launched in 2004 with bold ambitions and almost $1 billion in seed funding. But the results have been less than stellar.
Viewpoint (formerly First Person)
Social intrapreneurs—change agents already working deep within business—are the answer for business’s woes.
Three types of leadership are needed to build a successful organization.
With these seven levers, social entrepreneurs can foster change in everything from affordable housing to child welfare to poverty alleviation.
Bringing innovation to hard-to-change institutions.
Social media is a powerful marketing tool. But how do you control your message once it goes viral and is in the hands of the public?
For-profit companies preach and employ diversification—and it would behoove nonprofits to have diverse revenue portfolios, as well.
How people experience government programs directly affects their levels of civic engagement.
Family-owned firms pollute less than nonfamily firms; and that is due to the family values that these firms were founded upon.
What makes a civic association effective is not so much the resources and opportunities available to it, but good leaders.
People are more likely to use products that they pay for, but when it comes to malaria-preventing bed nets in Africa, the opposite holds true.
Books (formerly Reviews)
SERVING COUNTRY AND COMMUNITY: Who Benefits from National Service? by Peter Frumkin & Joann Jastrzab
The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems by Richard Pascale, Jerry Sternin, & Monique Sternin
Building Social Business: The New Kind of Capitalism that Serves Humanity’s Most Pressing Needs by Muhammad Yunus
The Climate War: True Believers, Power Brokers, and the Fight to Save the Earth by Eric Pooley
Neal Keny-Guyer believes that wars, earthquakes, and other disasters create opportunities for Mercy Corps to help improve society.
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