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MLD 836: Social Entrepreneurship/Social Enterprises 101: How to Go from Start Up to End UpHarvard Kennedy School; Spring 2016Tuesdays & Thursdays, 1:10pm-2:30pm
Instructor: Senior Teaching FellowJim Bildner Stephanie KhuranaBelfer, B-121 [email protected][email protected] Office hours: by appointment
Faculty Assistant:Klara Kabadian, Belfer, [email protected]
Assistant to Jim Bildner:Abby [email protected]
Course AssistantAlyson Goulden [email protected]
Course Description
Examines strategies for the implementation of social innovation in the United States, other developed countries, developing countries, and transnational contexts. Aimed at students who hope to produce social change from varied social platforms including start-up social enterprises and established organizations, located in the for-profit, non-profit, and governmental sectors. Through an examination of a score of social change initiatives, students will gain knowledge of how they can operationalize and implement social change initiatives; and how they can develop a dynamic strategy going forward that exploits these efforts, and different social forces for the advancement of their causes.. Key to this skill is being able to envision different "end games" – the paths from one’s current position to profound and lasting change in social conditions. This skill will be tested in the requirement that each student master a specific set of operational and implementation skills that will position them to manage their organizations and initiatives.
Each student will enter the course with their own social enterprise or innovation idea to develop; or have had prior work experience with a non-profit, NGO, government entity or other social enterprise that can serve as their own case study for analysis.
Course Cadence
Generally speaking, on Tuesday’s we will be covering a series of “skill sets” and frameworks designed to build your capacity to operationalize social entrepreneurship and social change initiatives. On Thursdays, class time will be used as in depth workshops that do deep dives on the application of the specific skills to your social change/enterprise.
Thursday Class Preparation
Prior to each class, each student will prepare a one- page write up in answer to the questions presented in each section below. Students will share these write-ups with peers to give and receive constructive feedback. The structure of these write ups are generally your:
Situation/Opportunity (in context of prep questions asked below) Analysis/Considerations Plan of Action, Recommendation or Resolution
In Class Workshops
Will include class-wide discussion of basic frameworks provided by the readings. These discussions will be followed by small student group meetings to share, vet, and critique ideas and plans presented in one-page write up. The groups can also incorporate learnings from Tuesday sessions as well as share key take-aways. These workshop sessions are aimed at helping each student prepare the components of a broader draft document towards their final paper and possibly to launch an enterprise.
An Important Note on Your Work Product:
Collaboration, discussion and the exchange of ideas are essential to academic work. However, you should ensure that any written work you submit for evaluation is the result of your own work. You must also adhere to standard citation practices in this discipline and properly cite any books, articles, websites, lectures, etc. that have helped you with your work. If you received any help with your writing (feedback on drafts, etc.), you must also acknowledge this assistance.
Course Schedule Overview of Classes/Workshops
Week 1
January 26, 2016 – Overview and Differences Between Ideation and Reality: Understanding the Problem and The End Games
January 28, 2016 – Workshop: What’s Your Problem?
Week 2
February 2, 2016 – Getting Real On What Are the Core Steps and What Does It Mean In Practice?
February 4, 2016 – Workshop: Do You Actually Create Any Value? (Value Propositions)
Week 3
February 9, 2016 – Building A Team: The Education SuperHighway Case
February 11, 2016 – Workshop: What Is Unique About What You Do? (Strategy/Positioning)
Week 4
February 16, 2016 – It’s All About Customers, Isn’t It?
February 18, 2016 – Workshop: Can You WOW Your Beneficiaries? Partners? Funders? (Customers/Service Delivery/Operations)
Week 5
February 23, 2016 – Sanergy – Owning the Supply Chain For Impact and Why Should I Care?
February 25, 2016 – Workshop: How Do I Design A High Impact Model? (Concept Integration)
Week 6
March 1, 2016 – Business Models and Cash Flow –The Secret Sauce for Survival
March 3, 2016 – Workshop: And Who Is Going To Fund This?
Week 7
March 8, 2016 – Multi-Tier Partnerships On Steroids – The Detroit Case
March 10, 2016 – Workshop: We’re Counting On You To Lead The Way! Teams, culture, leadership)
Course Objectives
Intended Audience & Our FocusThe course is an operational sequel to other HKS courses in that it focuses specifically on the core strategic implantation and operational skills social entrepreneurs need to run their organizations.
Course Requirements, Assignments and Student Evaluation
The fundamental objective of this course is that students master key implementation skills about how to produce social change through the operation of social enterprises and similar entities. The degree to which students meet this requirement will be judged as follows: 1) on the quality of their participation in class discussion; and 2) on the specific mastery of a series of skills for producing social change as demonstrated through discussions in class, through an oral exam and through a final written paper.
1. Quality of Class Participation: (40%)
Like in DPI 312, an important part of driving a successful social enterprise is learning how to exercise leadership in a group that is confronting a difficult problem to be solved. We think of the class as a problem-solving group whose job it is to help one another learn as much as possible about how to become a successful agent of social change.
That requires that each individual in class exercise their own agency: that they come to class pre- pared to learn, and to contribute to the learning of others. Both parts of that readiness are important. We will expect regular attendance, and will make note of who has an unexcused absence. We will make “cold calls” in class. We will convene as a teaching group after each class to consider who seemed to be learning in public, and who was helping others, including the faculty, to learn. We will provide feedback on your participation at mid-term.
2. The Basic Requirement: Mastering the Skills You Need to Move from Start Up to End Up (60%)
Another part of leading a social enterprise is that you develop and exercise the skills to operate and manage an organization. In order for you to demonstrate your mastery of these skills, we will ask each of you to complete a final written assignment and oral exam reflecting your understanding of these skills and how they work in real life from the many case examples we cover.
Required Materials
Required materials will be provided on the MLD 836 Canvas course web page.
Detailed Schedule of Classes, Activities and Assignments
Thursday, January 21, 2016: Shopping Day
Class 1: January 26: Overview and Differences Between Ideation and Reality: Understanding the Problem and The End Game
Read with Care (Pore Over!):
Hobbes, Michael, "Stop Trying to Save the World," New Republic, November 17, 2014.http://www.newrepublic.com/article/120178/problem-international-development-and-plan-fix-it
Starr, Kevin, “The Trouble with Impact Investing: P1," Stanford Social Innovation Review, January 24, 2012.http://ssir.org/articles/entry/the_trouble_with_impact_investing_part_1
Singer, Peter, "The Life You Can Save: How to do Your Part to End World Poverty," Chapter 10: A Realistic Approach, pp. 151-173, Random House, September 2010
Brest, Paul and Harvey, Hal, Money Well Spent: A Strategic Plan for Smart Philanthropy, Chapter 2: Choices in Philanthropic Goals, Strategies, and Styles, pp. 21-36.
Gugalev, Alice and Stern, Andrew, “What’s Your End Game,” Stanford Social Innovation Review, Global Development Incubator, February 2015. http://www.globaldevincubator.org/wp-content/uploads/2015/02/Winter_2015_Whats_Your_Endgame.pdf
General Resource on Social EnterprisesOCA Social Enterprise & Social Entrepreneurship, 2015 (available on Canvas)
Class 2: January 28: Workshop: What’s Your Problem?Being clear and crisp on the problem you are aiming to address is key to designing a successful high impact enterprise.
Read with care:(TBD) Bornstein, David, and Susan Davis, Social Entrepreneurship: What Everyone Needs to
Know. New York: Oxford UP, 2010. Print. (Selected pages TBD)
Questions:1. What is the specific problem you are aiming to address? 2. Who has “pain points” around this problem?
3. Why is this a problem to be addressed now?4. What is your solution and vision for success?5. What are your near term, mid term and long term goals?6. What is your end-game to establish a sustainable solution and perhaps declare “Mission Accomplished”?
Class 3: February 2: Getting Real on What Are the Core Steps and What Does It Mean In Practice?
Read with care:
To be supplied
Class 4: February 4: Workshop: Do you actually create any value? (Value Propositions) Being able to articulate and quantify your value proposition to each of your major stakeholders is essential to focusing your work as well as innovating to create more value as your offering develops.
Read with care:Kim, W. Chan and Maugborgne Renee, “Align Value, Profit and People Propositions,” Blue
Ocean Strategy, Chapter Nine Harvard Business School Publishing, February 2015. (978-1-63369090-5)
London, Ted, “Making Better Investments at the base of the Pyramid,” Harvard Business Review Publishing, 2009.
Questions:1. What is the nature of the offering you create/plan to create?2. Who is the main beneficiary/customers? 3. What social/public value do you create? 4. What is the next best alternative to solving the problem?5. Can you calculate/describe why your solution is better, being as specific as possible?6. Can you articulate a value proposition for your staff?
Class 5: February 9: Building a Team: The Education SuperHighway Case
Guest panelist: Evan Marwell, President, Education SuperHighway (via skype)
Case: May 2015, Redacted interview with Evan Marwell for The Education SuperHighway Case Study, currently being written by HBS and expected to be completed late Fall 2015
Read with Care (Pore Over!):
Education Superhighway e-Newsletter, August 2015.
Brest, Paul and Harvey, Hal, Money Well Spent: A Strategic Plan for Smart Philanthropy, Chapter 2: Choices in Philanthropic Goals, Strategies, and Styles, pp.
21-36.
Gugalev, Alice and Stern, Andrew, “What’s Your End Game,” Stanford Social Innovation Review, Global Development Incubator, February 2015. http://www.globaldevincubator.org/wp-content/uploads/2015/02/Winter_2015_Whats_Your_Endgame.pdf
Furman, Jason & Zients, Jeff, “Happy Birthday ConnectED,” The White House Blog, June 25, 2015https://www.whitehouse.gov/blog/2015/06/25/happy-birthday-connected
Lynch, Jack, “Arkansas Upgrades First District to High-Speed Broadband Network,” Education SuperHighway, July 20, 2015http://www.educationsuperhighway.org/arkansas-upgrades-first-district-to-high-speed-broadband-network/
Fensterwald, John and Udesky, Laurie, “Funding To Expand Schools’ High-Speed Internet,” EdSource, December 11, 2014http://edsource.org/2014/funding-to-expand-schools-high-speed-internet/71486#.VI8PHYrF8gD
Marwell, Evan, “Using Fiber Optics to Bring Schools Up To Speed,” The Washington Post, November 13, 2013 https://www.washingtonpost.com/opinions/using-fiber-optics-to-bring-schools-up-to-internet-speed/2013/11/12/210bc1b8-48c7-11e3-b6f8-3782ff6cb769_story.html
Strauss, Valerie, “Wifi in US Schools Estimated Cost: $3.2 Billion To Meet Obama’s Goal,” The Washington Post, May 28, 2014. http://www.washingtonpost.com/blogs/answer-sheet/wp/2014/05/28/wifi-in-u-s-schools-estimated-cost-4-billion-to-meet-obamas-goal/
Read with Discretion (Skim. Dive in When Interested):
Asimov, Nanette, “Evan Marwell, Visionary of the Year, Solved A National Problem,” San Francisco Chronicle, March 31, 2015http://www.sfchronicle.com/visionaryoftheyear/article/Evan-Marwell-Visionary-of-the-Year-solved-a-6171475.php
Bolkan, Joshua, “100 Ed Tech Leaders Call on FCC to Update E-rate,” THE Journal, June 17, 2014 http://thejournal.com/articles/2014/06/17/100-ed-tech-leaders-call-on-fcc-to-update-erate.aspx?admgarea=News1#Qmk43rOQusTPhq7c.99
Marwell, Evan, “Our Students Have High Need For High Speed,” The Hill, March 3, 2014http://thehill.com/blogs/congress-blog/education/199587-our-students-have-high-need-for-high-speed#ixzz2vDRbS2R2
Case questions:
1) What was the fundamental market failure or the social opportunity or need that ESH sought to address? Was ESH after a social welfare goal, or a matter of justice, or both?
2) What leverage points did ESH identify and how did they exploit them?
3) By design, what were the critical elements that ESH built into its strategic plan and how did this help immunize them from the existing market forces?
4) What were the critical technology components that ESH used and what was their efficacy?
5) How replicable is ESH's strategy and special purpose construction to other societal issues. Compare and contrast ESH's approach to other efforts to cure disease. How important is it to have a time frame for achieving change?
Class 6: February 11: Workshop: What is unique about what you do? (Strategy/Positioning) Defining how your approach is different and uniquely valued by your target constituents and ensuring that your organizational activities are tightly aligned is important to sustaining a strong position over time.
Read with care:Porter, Michael, “What is Strategy?” Harvard Business Review Publishing, 2000.
Collis, David J. and Rukstad Michael G., “Can You Say What your Strategy Is? Harvard Business Review Publishing, 2008.
Questions:1. What are 5-7 unique attributes that your beneficiaries value?2. How does your closest 2-3 “competitors” or “alternatives” compare to you?3. How sustainable is this over time--are there ways to design your offering to build lasting
value?
Class 7: February 16: It’s All About the Customers, Isn’t It?
Guest panelist: Pam Scott, Founder of The Curious Company
Read with Care (Pore Over!):
Zaki, Jamil, “What, Me Care? Young Are Less Empathetic,” Scientific American, December 23, 2011http://www.scientificamerican.com/article/what-me-care/
Honigsbaum, Mark, “Barack Obama and the ‘Empathy Deficit,” The Guardian, January 4, 2013http://www.theguardian.com/science/2013/jan/04/barack-obama-empathy-deficit
Reading Questions:
1) How did Pam and PSI change the lens in trying to identify levers for social change and how did they harness market forces to find solutions? How did these solutions differ from conventional wisdom?
2) What were the inherent market and cultural constraints and how did the group address each one of these?
3) How does this kind of level of effort differ from how for profit companies look at their customers when developing new products?
Class 8: February 18: Workshop: Can you WOW your Beneficiaries? Partners? Funders? (Customers/Service Delivery/Operations)
Designing your service offering considering all of the possibilities for serving your beneficiaries, volunteers, partners, staff and funding base so they are all “wow-ed” by your offering will help build momentum and create value essential to your success.
Read with care:Ramdas, Kamalini, Teisberg Elizabeth, and Tucker, Amy, “Four Ways to Reinvent Service
Delivery-How to Create more Value for your Customers and You.” Harvard Business Review
Horniman, Alexander, Moor, Carmen and Trzcmski, Beth, “Note on Service Excellence” University of Virginia, Darden School Foundation, Charlottesville, VA, 1999.
Questions:1. How do you operationalize your value proposition and unique attributes into your service
delivery chain?2. Can you think of ways to innovate and make it better?3. Are you truly “delighting” your beneficiaries/stakeholders and solving their pain points?4. How do your staff and volunteers contribute to your service delivery excellence
Class 9: February 23: Sanergy—Owning the Supply Chain for Impact and Why Should I Care?
Guest panelist: David Auerbach, Co-founder of Sanergy
Read with Care (Pore Over!):
Schiller, Ben, “How A Toilet Franchise Business Is Cleaning Up Kenya’s Slums,” Fast Company, August 11, 2015.http://www.fastcoexist.com/3049596/hows-that-working-out-for-you/how-a-toilet-franchise-business-is-cleaning-up-kenyas-slums
Baker, Aryn, “Kenya’s Startup Stars,” Time, July 27, 2015.http://time.com/3960767/kenya-startup-stars/
Gakii, Mercy, “’Fresh Life’ Toilets Harness Waste for Organic Fertilisers,” The Star, March 6, 2015.http://www.the-star.co.ke/article/fresh-life-toilets-harness-waste-organic-fertilisers
Karimi, Edith, “Upping the Usage of Fresh Life Toilets,” The Practitioner Hub, January 20, 2015. (available on canvas)
Manson, Katrina, “Kenya’s Slums Turn Waste Into Gold,” Financial Times, December 11, 2013.
http://www.ft.com/cms/s/0/c037bd0c-dcdc-11e2-b52b-00144feab7de.html#axzz3nE2o4Cv1
Carlson, Carole, Sanergy Case, Brandeis University, 2014.
Class 10: February 25: Workshop: How do I design a high impact model? (Concept integration) Considering how your strategy, customers, operations/service delivery,funding model work as a virtuous, self reinforcing system can ensure thatyou use precious funding dollars most effectively while delivering even more“mission” for higher impact.
Read with care:McLeod, Heather, Crutchfield, Leslie, “Creating High Impact Non-Profits” Stanford Social
Innovation Review, Fall 2007.
Blank, Steve, “Why the Lean Startup Changes Everything” Harvard Business Review, May 2013.
Eisenmann, Thomas, “Business Model Analysis for Entrepreneurs.” Harvard Business School Case (9-812-096).
Questions:
1. What are the core elements that will fit together to create your high impact enterprise?2. Are there others in your eco-system whom you can draw in to create or sustain value?3. Can you create a virtuous circle of benefits based upon your value proposition(s)?
Class 11: March 1: Business Models and Cash Flow – The Secret Sauce for Survival
Guest panelist: James Burgess, Executive Director, OpenBiome
Read with Care (Pore Over!):
Bornstein, David, “Recycling Unused Medicines to Save Money and Lives,” New York Times, Op-ed, March 20, 2015.http://opinionator.blogs.nytimes.com/2015/03/20/recycling-unused-medicines-to-save-money-and-lives/
Gorenstein, Dan, “The Shocking Cost of Wasted Prescription Pills,” Marketplace.org, December 10, 2014.http://www.marketplace.org/topics/health-care/shocking-cost-wasted-prescription-pills
LaPorte, Meg, “Med Recycling Aids Needy Californians,” Provider Magazine, September 2013.http://www.providermagazine.com/archives/2013_Archives/Pages/0913/Med-Recycling-Aids-.aspx?PF=1
Forbes 30 Under 30 http://www.forbes.com/30under30/#/social-entrepreneurs
Buhr, Sarah, “Y Combinator-Backed SIRUM Matches Unused Medicine With Low-Income Patients,” Tech Crunch, March 10, 2015.
http://techcrunch.com/2015/03/10/the-drugs-still-work/?ncid=rss&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Techcrunch+%28TechCrunch%29
Smith, Peter Andrey, “A New Kind of Transplant Bank,” The New York Times, February 17. 2014.http://www.nytimes.com/2014/02/18/health/a-new-kind-of-transplant-bank.html?_r=0
Eakin, Emily, “The Excrement Experiment,” The New Yorker, December 1, 2014.http://www.newyorker.com/magazine/2014/12/01/excrement-experiment
Brest, Paul and Harvey, Hal, Money Well Spent: A Strategic Plan for Smart Philanthropy, Chapter 2: Choices in Philanthropic Goals, Strategies, and Styles, pp. 21-36.
Gugalev, Alice and Stern, Andrew, “What’s Your End Game,” Stanford Social Innovation Review, Global Development Incubator, February 2015. http://www.globaldevincubator.org/wp-content/uploads/2015/02/Winter_2015_Whats_Your_Endgame.pdf
Starr, Kevin and Hattendorf, Laura, “The Doer and the Payer: A Simple Approach to Scale,” Stanford Social Innovation Review, August 21, 2015.http://ssir.org/articles/entry/the_doer_and_the_payer_a_simple_approach_to_scale
Read with Discretion (Skim. Dive in When Interested):
Smith, Mark B., Kelly, Colleen, and Alm, Eric J., “Policy: How to Regulate Faecal Transplants,” Nature, February 19, 2014.http://www.nature.com/news/policy-how-to-regulate-faecal-transplants-1.14720
Leber, Jessica, “Poop Transplants And Microbiome Makeovers: How We’ll Engineer Our Bacteria To Feel Better,” Fast Company, August 10, 2015.http://www.fastcoexist.com/3049315/world-changing-ideas/poop-transplants-and-microbiome-makeovers-how-well-engineer-our-bacteri
Cocuzzo, Robert, “Mental Breakthrough,” Nantucket Magazine, July 31, 2015
Dembner, Alice, “3 Families Spark Search for Genes Tied to Alzheimer’s,” Boston Globe, November 2, 2006
Lee, Aileen, “Welcome to the Unicorn Club,” Tech Crunch, November 2, 2013 http://techcrunch.com/2013/11/02/welcome-to-the-unicorn-club/
Class 12: March 3: Workshop: And who is going to Fund this? Fleshing out a viable funding model and financial strategy is challenging and will likely evolve over time as your enterprise grows.
Read with care:
Kim, Peter, Perreault Gail, and Foster, Will. “Finding your Funding Model , a Practical Approach to Non-Profit Sustainability” The Bridgespan Group, August 2011.
Questions:1. Which foundations might find your enterprise/innovation compelling? Why?2. Is there opportunity for an earned revenue stream?3. Is there a chance that government will provide grants, subsidies, or incorporate parts/all of
your model over time? 4. How would you articulate your funding strategy over time?
Class 13: March 8 : Multi-Tier Partnerships on Steroids – The Detroit Case
Guest panelist: Shinola & Zak, CEO, Detroit Bikes (via skype)
Read with Care (Pore Over!):
Case: Bildner, James, “The Role of Philanthropy in Community Revitalization: The Kresge Foundation’s Efforts to Rebuild Detroit,” KSG, 2012
Howes, Daniel, Livengood, Chad, and Shepardson, David, “Bankruptcy and Beyond For Detroit – The Inside Story of the Deals that Brought Detroit Back From the Brink in 15 Months,” The Detroit News, November 2015.h tt p : //www . de tr o it news . co m /s t o r y/news/ l oca l / wayne - ‐ coun t y/2014 / 11 / 13 / de tr o it - ‐ bank r up t c y - ‐ g r and - ‐ ba r ga i n/18934921 /
Alajal, Khalil, “One Year After Exiting Bankruptcy, Detroit Modestly Outpacing Projections,” M Live, December 10, 2015.http://www.mlive.com/news/detroit/index.ssf/2015/12/one_year_after_exiting_bankrup.html#incart_river_index
Read with Discretion (Skim. Dive in When Interested):
Gallagher, John; Stryker, Mark; Bomey, Nathan, “Spinning off DIA from city could save both art and Detroit pensions,” Detroit Free Press, December 5, 2013 http://www.freep.com/article/20131204/BUSINESS06/312040157/Orr-DIA-bankuprtcy-Detroit-Rosen
Davey, Monica, “Finding $816 Million, and Fast, to Save Detroit,” New York Times, November 7, 2014
http://www.nytimes.com/2014/11/08/us/finding-816-million-and-fast-to-save-detroit.html?smprod=nytcore-ipad&smid=nytcore-ipad-share&_r=0
Perry, Suzanne, “Detroit Tests What Foundations Can Do to Rescue Troubled Cities,” The Chronicle of Philanthropy, October 24, 2013https://philanthropy.com/article/Can-Philanthropy-Rescue/154175
Readings for Background: The Beginning of Detroit’s Decline
Kuhnhenn, Jim, “Taxpayer Loss on Auto Bailout Narrows: White House Touts Value of Emergency Loans to GM, Chrysler,” msnbc.com, June 1, 2011.http://www.msnbc.msn.com/id/43242226/ns/business-autos/t/taxpayer-loss-auto-bailout-narrows/#.TsqdOWD9IbU
Kwame Kilpatrick: Guarino, Mark, “Former Detroit mayor Kwame Kilpatrick Faces Major Corruption Charges,” Christian Science Monitor, December 18, 2010http://www.csmonitor.com/USA/Justice/2010/1218/Former-Detroit-mayor-Kwame-Kilpatrick-faces-major-corruption-charges
Mayor Dave Bing/Government Finance/Emergency Management:Davey, Monica, “Mayor Urges Detroit to Accept Drastic Action to Fix Finances,” The New York Times, Nov. 16, 2011http://www.nytimes.com/2011/11/17/us/mayor-bing-tells-detroit-dire-finances-require-drastic-action.html?scp=1&sq=Detroit&st=cse
Early Efforts to Transform Detroit
Read with Care (Pore Over!):
“The Parable of Detroit -- So Cheap, There’s Hope: Having Lost a Quarter of Its Population in a Decade, America’s Most Blighted Big City Could Be Turning the Corner,” The Economist, October 22, 2011.http://www.economist.com/node/21533407
Oosting, Jonathan, “Transformation Detroit: Dan Gilbert's Grand Plan for Downtown Tech Hub, Retail and Residential”, mlive.com, June 23, 2011.http://www.mlive.com/news/detroit/index.ssf/2011/06/transform_detroit_dan_gilberts.html
Read with Discretion (Skim. Dive in When Interested):
Conlin, Jennifer, “Detroit Pushes Back with Young Muscles” The New York Times, July 1, 2011 http://www.nytimes.com/2011/07/03/fashion/the-young-and-entrepreneurial-move-to-downtown-detroit-pushing-its-economic-recovery.html?pagewanted=all
Davey, Monica, “Looking Up, Detroit Faces a New Crisis” The New York Times, December 23, 2011.http://www.nytimes.com/2011/12/24/us/detroit-budget-crisis-may-lead-to-outside-manager.html?pagewanted=1&_r=1
Kresge’s Early Efforts
Read with Care (Pore Over!):
Dolan, Matthew, “Revival Bid Pits Detroit vs. Donor,” The Wall Street Journal, July 2, 2011.http://online.wsj.com/article/SB10001424052702304887904576397760319014524.html
Read with Discretion (Skim. Dive in When Interested):
Fleming, Leonard and Nichols, Darren, “Kresge Foundation Pledges $150-Million for Detroit Redevelopment,” The Detroit News, January 10, 2013http://www.detroitnews.com/article/20130110/METRO01/301100384
Class 14: March 10: Workshop: We’re counting on you to lead the way! (Teams, culture, leadership) Building your team, culture and personal leadership style is an essential ingredient of success of any organization. Defining the basic underpinnings of what values and attributes are important to realizing your potential.
Readings:Hill, Linda and Lineback, Kent, “Are you a Good Boss or a Great One?” Harvard Business
Review, February-March 2011.
Hill, Linda and Farkas, Maria, “Note on Team Processes” Harvard Business School Case (9-402-032)
Questions:1. What 5-7 values are important to you/your organization?2. What do you see as hallmarks of your leadership style?3. What are the attributes of those you seek to hire?4. How do you expect to build strong teamwork?