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Managing Social Entrepreneurship with Power
Social entrepreneurship entails creating change, often both within organizations and across organizational boundaries. But the status quo frequently has numerous supporters, who benefit from current conditions and circumstances. That means influence skills are critical for getting things done. This session considers how to “manage social entrepreneurship with power,” focusing on cases and leaders who have successfully accomplished large system change in health care, education, and work-family policies, and learning about influence strategies and tactics and why and how they work.
Social Entrepreneurs: Correcting Market Failures
When important social problems are not solved or social needs go unmet due to neglect or inaction in the private sector, even though the technological, financial, and human means exist to address these problems or needs, economists call this a “market failure.” This session will draw on a Stanford developed Videocase to explore the innovative ways in which three remarkable social entrepreneurs have adapted the best of contemporary business practices and embraced market principles in developing products that create social – as well as economic—value. The analysis will focus on the key features of these alternative “business models” including cost structure and affordability, accessing intellectual capital, and the role of cross-sector partnerships.
Sample Daily Schedule
Breakfast
Full breakfast
Morning Session I
Competitive Strategy & Sustainability: Evaluating and Managing Earned Income Ventures
Morning Session II
Corporate Strategy: Managing the Multi-business social enterprise
Morning Session III
Social Entrepreneurship in Developing Economies
Lunch
Buffet lunch with optional patio dining
Afternoon Session I
Entrepreneurship as a Solution to Poverty
Afternoon Session II
Design for Extreme Affordability
Dinner
Cocktail reception followed by a served dinner
Evening
Study Group discussions and networking with participants
Programs, dates, fees, and faculty are subject to change.
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