Course Introduction
Social entrepreneurship is an emerging field that has gained much attention in recent years. However, despite the fact that there is a growing body of literature in the last few decades, substantial gaps and controversies remain in terms of the definition and conceptualization of the construct of social entrepreneurship. Martin and Osberg present an interesting narrative related to this issue in their essay, “Social Entrepreneurship: The Case for Definition” (Stanford Social Innovation Review, Spring 2007). This course conforms to their definition of Social Entrepreneurship as “…having the following three components: (1) identifying a stable but inherently unjust equilibrium that causes the exclusion, marginalization, or suffering of a segment of humanity that lacks the financial means or political clout to achieve any transformative benefit on its own; (2) identifying an opportunity in this unjust equilibrium, developing a social value proposition, and bringing to bear inspiration, creativity, direct action, courage, and fortitude, thereby challenging the stable state’s hegemony; and (3) forging a new, stable equilibrium that releases trapped potential or alleviates the suffering of the targeted group, and through imitation and the creation of a stable ecosystem around the new equilibrium ensuring a better future for the targeted group and even society at large.”
Course Structure
The theory and practice of social entrepreneurship is constantly evolving within the complex framework of political, economic and social changes occurring at the global, national and local levels in the US and other countries. Initial class sessions will focus on social challenges and the conceptual framework of social innovation and social entrepreneurship from theoretical and practical perspectives. Over the course of the semester, we will explore social challenges and solutions with a systems thinking approach with the help of stories and case studies of successful and failed social ventures from diverse world regions and fields like healthcare, energy, food and agriculture, education, income generation, access to capital, etc. Grameen Bank (Bangladesh), Kickstart (Kenya), International Development Enterprises (South Asia, Africa), Aravind Eye Hospital (India), Barefoot College (India), Greyston Bakery (USA) and Selco (India) are some of the ventures we will discuss in class.
The rest of the semester will focus on developing an appropriate business model and implementation strategy for a “sustainable” social venture. Sustainability refers to ventures that are technologically appropriate, environmentally benign, socially acceptable and economically sustainable. There will be a specific emphasis on understanding the customers and their context and economic sustainability of the ventures. We will draw heavily from cases to understand the diverse business structures and execution strategies used by social entrepreneurs and the varied challenges faced by them. Students will work in multi-disciplinary cross-functional teams to develop a business/implementation model for a social venture in East Africa/United States.
Venture Development Model
This course will rely heavily on two process models, the design thinking process (similar to the human-centered design process) and the business model canvas. Over the course of the year we will integrate these two models (and an offshoot of the business model canvas called the problem canvas) with each other and with elements of Story Telling and Impact Measurement. In the end, you will have a complete, but beginning, toolbox for conceptualizing and pitching a product/service business.
Learning Objectives:
At the end of this course, students will be able to:
- Explain with appropriate examples the concepts of social innovation and social entrepreneurship from theoretical as well as practical perspectives.
- Given a social challenge, determine alternative approaches to affecting social change.
- Analyze the impact of technology-based social ventures in various parts of the world and discuss the opportunities, challenges, and tensions encountered by the respective entrepreneurs.
- Describe contemporary development challenges facing impoverished communities in developing countries.
- Develop the habits and practices for identifying important problems
- Identify stakeholders in technology-based social ventures and describe their needs, capabilities, and resources.
- Develop business models and implementation strategies to realize social ventures that are technologically appropriate, environmentally benign, socially acceptable, and economically sustainable.
- Determine appropriate assessment metrics and identify (or devise) simple instruments to measure social impact and Return on Investment (ROI) on social ventures.
- Create, test, and refine business plans
- Function effectively in global, multidisciplinary, cross-functional teams that include students and mentors from various colleges and representatives from partnering organizations.
- Concisely and precisely articulate ideas to diverse stakeholders using verbal, written, and electronic methods.
- Communicate ideas and solutions to a variety of audiences in a variety of media.
Note that HESE and this course, its syllabus and content as it stands now owes a considerable debt to its founder and champion Khanjan Mehta who is now the Vice Provost for creative inquiry at Lehigh. Many of these modules are of his design. The course is an ongoing work in progress and therefore also is the product of many HESE students’ hard work.