schedule

What follows is the schedule for our sessions in Experiential Social Entrepreneurship. Each session's details will include:

  • What you need to read or watch for the day

  • The "prompt" for your one-page brief

  • Additional questions to be prepared to discuss

  • Workshop details

  • Additional background, for those who would like to no more.

AUG 31 - Introduction to the course

Our time today will be spent providing a background on the course and introductions to each other.

:: READ OR WATCH ::

There are no required materials for today.

:: ONE PAGE BRIEF ::

No brief is due prior to today.

:: BE PREPARED TO ALSO DISCUSS ::

Your interest in the course.

:: WORKSHOP ::

We will provide a brief introduction to design thinking by way of an exercise through which you will design a career path for your partners in a breakout session.

:: ADDITIONAL BACKGROUND ::

Liedtka, J. (2018). Why design thinking works. Harvard Business Review, September-October, 2018.

Design Thinking Defined. IDEO

Design Thinking. Interaction Design Foundation

Design Thinking for Innovation. Coursera course led by Jeanne Liedtka.

SEP 07 - Street Symphony

:: READ OR WATCH ::

Street Symphony: Making Human Connections through Music (Casepack)

:: ONE PAGE BRIEF ::

What impact does Street Symphony have upon the people the organizations serves? How does the organization achieve that impact? Ideally, select only what you feel to be Street Symphony's single most important/influential impact for your response.

:: BE PREPARED TO ALSO DISCUSS ::

Should Street Symphony scale to a larger-size organization? In what way? Why or why not?

What should Street Symphony do to sustain itself?

What “impact metrics” make sense for Street Symphony?

:: WORKSHOP ::

Theories of Change and Sustainability

:: ADDITIONAL BACKGROUND ::

Colby, S., Stone, N., & Carttar, P. (2004). Zeroing in on impact. Stanford Social Innovation Review, 2(2), 24-33.

SEP 14 - Doug Rauch

:: READ OR WATCH ::

Doug Rauch : Solving the American Food Paradox (Casepack)

:: ONE PAGE BRIEF ::

Please develop an anticipated budget for one month of operations for the grocery store Mr. Rauch envisions. You can focus only on the costs (i.e., expenses) of operation, and do not need to include revenue (i.e., income).

Please present this budget in a table, listing each expense and its estimated dollar cost. Try not to consume greater than one-half of your one-page brief for this table. And, you can ignore the font & line-spacing guides for this top section.

In the one-half page remaining, sticking to the font and line-spacing guidlines, please provide sources for three (3) key costs you outline in the budget and provide your reasoning for these cost estimates. By which I mean, if you consider "labor" to be a key cost, please use real data to estimate that labor cost and explain yor approach.

:: BE PREPARED TO ALSO DISCUSS ::

What do you like and what do you not like about the potential partnership with Whole Foods? Would your answer to that question change after the acquisition of Whole Foods by Amazon?

What "unkowns" would help you better estimate the operational costs of this grocery store? How might you get that information that you need.

:: WORKSHOP ::

Budgets and Projections

:: ADDITIONAL BACKGROUND ::


SEP 21 - Unifying Divisions

:: READ OR WATCH ::

Unifying Divisions: Loop’s Mission to Preserve the Planet (casepack)

:: ONE PAGE BRIEF ::

What role, if any, should each of the three co-founders of Loop play in the company going forward? Why?

:: BE PREPARED TO ALSO DISCUSS ::

TBD

:: WORKSHOP ::

Founding Teams. Please be prepared to play the role of one of Loop's co-founders during the breakout session.

:: ADDITIONAL BACKGROUND ::


SEP 28 - Impact America Fund

:: READ OR WATCH ::

Impact America Fund: Challenges of New Fund Formation (casepack)

:: ONE PAGE BRIEF ::

Which of the three opportunities described on page 9 of the case should Ms. Cash pursue? Why?

:: BE PREPARED TO ALSO DISCUSS ::

Do you think of Cash's decision to focus on the "post-seed but pre-Series A" aligns with her mission to support founders from the communities she hopes to serve? What challenges could she face?

:: WORKSHOP ::

Financial return on investment

:: ADDITIONAL BACKGROUND ::

Zider, B. (1998). How venture capital works. Harvard business review, 76(6), 131-139.

OCT 05 - Ford Foundation

Intro

:: READ OR WATCH ::

Mission Related Investments at the Ford Foundation (casepack)

:: ONE PAGE BRIEF ::

Imagine you were a board member of the Ford Foundation. Would you give the green light to the MRI proposal? Why, or Why Not?

:: BE PREPARED TO ALSO DISCUSS ::

What is the role of a FOundation Board?

What are the differences — in terms of general practice as well as dimensions of impact (e.g., target, metrics, expectations for return) — among the grant making, program-related, and mission-related funding efforts of the Foundation?

What issues influence this tension between maximizing returns on the endowment and aligning the endowments holdings with the mission of the Foundation?

:: WORKSHOP ::

Social return on investment

:: ADDITIONAL BACKGROUND ::

Brest, P. (2016). Investing for Impact with Program-Related Investments. Stanford Social Innovation Review, Summer, 2016.

(2020). Program related investments. United Stated Internal Revenue Service. IRS.Gov

Mintz, J & Ziegler, C. (2013). Mission-Related Investing: Legal and Policy Issues to Consider Before Investing. MacArthur Foundation, MacFound.org.

OCT 12 - B Lab & Guest Speaker

Today's session will start with a discussion of B Lab, with a specific focus upon the potential business model(s) the company could adopt to become a sustainable enterprise. In place of a workshop we will have a guest speaker — Alex Counts

:: READ OR WATCH ::

B Lab: Building a New Sector of the Economy (casepack)

:: ONE PAGE BRIEF ::

With a total cost of $8,000,000 for launch and no clearly proven market, do you feel B-Lab's GIIRS project is too risky to pursue? Why or Why Not?

:: BE PREPARED TO ALSO DISCUSS ::

What distinguishes a Benefit corporation from traditional corporate forms like C-Corporations?

Is B-Lab's pricing model for B Company partners well-fit for this partner community? For example, are the prices too high or too low? Are the tiers too many or too few?

:: WORKSHOP / GUEST SPEAKER ::

Guest Speaker: Alex Counts

:: ADDITIONAL BACKGROUND ::

Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.

OCT 19 - SPRINT #1 Presentations

During class we will review and discuss your Sprint #1 presentations, which are focused upon Advisory Boards and Theory of Change.

OCT 26 - Acumen and Lean Data

:: READ OR WATCH ::

Acumen and Lean Data 2018 (casepack)

:: ONE PAGE BRIEF ::

Should customer-centric (versus investor-centric) impact measurement become the norm, and if so, what role should Acumen play in creating that shift?

:: BE PREPARED TO ALSO DISCUSS ::


:: WORKSHOP ::

Measurement and metrics

:: ADDITIONAL BACKGROUND ::


NOV 02 - Prime Coalition

Intro

:: READ OR WATCH ::

Prime Coalition: Catalytic Capital for Climate Innovation

:: ONE PAGE BRIEF ::


:: BE PREPARED TO ALSO DISCUSS ::


:: WORKSHOP ::

Risk and return

:: ADDITIONAL BACKGROUND ::


NOV 09 - Collective Impact

Intro

:: READ OR WATCH ::

TBD

:: ONE PAGE BRIEF ::


:: BE PREPARED TO ALSO DISCUSS ::


:: WORKSHOP ::


:: ADDITIONAL BACKGROUND ::


NOV 16 - SPRINT #2 Presentations

During class we will watch and provide feedback on your Sprint #2 presentations: Metrics, Model, and Funding Partner

NOV 23 - Sprint #3 Prep & Wrap Up


DEC 07 - Sprint #3 Assignment Due

Your write-up for Spring #3 will be due on December 7, submitted through Collab by 5:00PM EST. Further details about the assignment can be found in the assignment section, and through the rubric and other details shared in class.