University of Notre Dame Mendoza College of Business MNA Program Fall 2015 Social Entrepreneurship Wednesdays, 7.00 p.m p.m.

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1 "What business entrepreneurs are to the economy, social entrepreneurs are to social change. They are the driven, creative individuals who question the status quo, exploit new opportunities, refuse to give up, and remake the world for the better." David Bornstein How to Change the World: Social Entrepreneurs and the Power of New Idea University of Notre Dame Mendoza College of Business MNA Program Fall 2015 Social Entrepreneurship Wednesdays, 7.00 p.m p.m. COURSE SYLLABUS Professor: Ashley Zwick E mail: azwick@nd.edu COURSE DESCRIPTION Social entrepreneurship is a rapidly growing field/discipline which employs entrepreneurial skills to craft innovative responses to social needs. This course explores current trends which are creating space for innovation and opportunities for individuals with management skills and a commitment to social justice to drive positive and large scale social change. We will explore the major opportunities and challenges presented by social enterprise through examining a variety of models ranging from social purpose business to nonprofits launching and running revenue generating enterprises. We will look at both domestic and international examples. This course will be beneficial for students who aim to be involved in the social sector (both in the international and domestic context) as nonprofit managers, service providers, business leaders, consultants, board members, philanthropists, foundation leaders, or social entrepreneurs. Please note that changes in the syllabus will be announced in class throughout the semester to address student learning needs. PROFESSOR This course is taught by Ashley Zwick, who has more than 15 years of experience in the nonprofit sector. Ashley currently serves as the Director of the Eugene Lang Entrepreneurship Center at Columbia Business School. The Lang Center helps to instill entrepreneurial thinking in all Columbia Business School students and to create a community of business practitioners with a lifelong commitment to achieving social and economic progress through entrepreneurship. Ashley has also

2 been an Adjunct Professor at the University of Michigan and at Baruch College where she has taught Social Entrepreneurship to aspiring changemakers. By background she has spent her career working in a variety of organizations from Bank of America, to the City of New York always with an eye towards new and innovative models and processes for the betterment of society. Ashley is a graduate of Bradley University and received her MPA from New York University s Wagner School of Public Service. OFFICE HOURS Since this class does not meet in person, you should feel free to contact me by (and if you d like, we can set up a phone meeting). I will try to get back to you within 24 hours. COURSE LEARNING OBJECTIVES This course seeks to accomplish the following objectives: Students will understand the field of social entrepreneurship, its theory and practices; Students will understand the numerous innovative models of social enterprise organizations that nonprofits, NGOs and Social Purpose Businesses are adopting to enhance their effectiveness, mission, and ultimately maximize social impact. Students will learn to use case studies to ascertain the motives, methods and thought processes of social entrepreneurs; Students will be equipped with the analytical and planning tools necessary to determine feasibility and viability of revenue producing ideas; Students will be able to plan for, launch, scale and assess high impact social enterprises; and Students will understand the importance of ethics, integrity, and mission focus to successful social entrepreneurship. COURSE ORGANIZATION The course is offered through weekly distance learning classes in which students participate through conference call and a web based interactive site. We will follow a seminar format, consisting of lectures and in class discussions, case and business model discussions. Students will be asked to lead class discussions of assigned case studies.

3 COURSE EXPECTATIONS Students are required to attend class regularly and come prepared to discuss the assigned reading material. Each student will be evaluated and graded on their performance on the following assignments over the course of the semester: 20% Short Paper 25% Case Discussion (Lead) 30% Business Plan and Presentation 25% Active Participation & Class Attendance 100% TOTAL GRADE Short Paper Our class will consist of students representing a variety of disciplines as well as collectively possessing a wealth of information about specific social enterprise organizations. Therefore, we have a unique opportunity within this setting to learn from one another. Each student must write a 5 7 page paper that assesses two social entrepreneurship ideas for their viability as opportunities around which a social enterprise might be built (Details will be provided in a separate handout). We will use your ideas to build teams for the full business plan deliverable. Case Discussion (Lead) Each student will work with a team mate to lead the discussion of one of the case studies covered in the course (Details will be provided in a separate handout). Business Plan and Presentation Students will work in teams of 2 3 to prepare a business plan for a new social venture of your own making. Students will submit both a written plan on the last class session, and will present their plan with their team during the last two sessions. They will present their research to the class during the last two sessions. Class Participation and Attendance All students are expected to attend class, to come prepared to engage with guest speakers, faculty and class members, and to participate in the class discussion. Before each class, class members should have read the assigned readings and thought about their application to the topic of the day. Thoughtful and insightful participation is preferable to frequent contributions that merely restate presented facts, are not on topic, or make unsubstantiated claims. The best contributions are those that are relevant to the question at hand. They often build on or respond to the observations of others, make links to prior classes, or draw on materials and lessons from other courses. Debates and disagreements can be powerful opportunities for learning. I look forward to these types of dialogues with you.

4 COURSE MATERIALS The following texts are required for this course: Enterepreneurship in the Social Sector. Wei Skillern, Jane, Austin, James E., Leonard, Herman, and Stevenson, Howard. (2007) Los Angeles: Sage. ISBN Business Planning for Enduring Social Impact: A Social Entrepreneurial Approach to Solving Social Problems. Wolk, Andrew and Kreitz, Kelley, Cambridge, MA (2008) Download a PDF here for free: planning book. The following texts are not required, but provide excellent background reading: How to Change the World. Bornstein, David. Penguin Books (2005) The Power of Unreasonable People: How Social Entrepreneurs Create Markets That Change the World. Elkington, John and Hartigan, Pamela. Harvard Business Press (2008) The Lean Starutp. Ries, Eric. New York, Crown Business (2011) The Blue Sweater: Bridging the Gap between Rich and Poor in an Interconnected World. Novogratz, Jacqueline. Rodale Books (2010) Additional assigned readings will be made throughout the semester. Plan to always refer to both this syllabus and announcements in class and via for the most up to date list of assigned readings. GRADING POLICY Students will receive feedback and grades within 7 days from when assignments are submitted. Late assignments will receive 5 point deductions per day past the assigned date. Grading Scale: A A 90 93% B % B 84 86% B 67 69% C % C 74 76% C 70 73% F 70 or below STUDENTS WITH DISABILITIES It is the student s responsibility to provide MNA instructors with document information about a disability in a timely manner so that accommodations can

5 be instituted. For more information, contact the Office of Disability Services at ACADEMIC INTEGRITY Students are expected to know and adhere to the Mendoza College of Business Graduate Academic Code of Honor, found at COURSE SCHEDULE Week 1 August 26 Introduction/Course Overview Prepare to give us your 3 minute elevator pitch on yourself. What is your personal social mission? What social problems do you hope to solve in your career? What are your expectations for this course? Week 2 September 2 Defining the Social Enterprise Landscape and History of the Field Dees, G. (1998) The Meaning of Social Entrepreneurship Bosche, J. and McClurg, J. Toward a Better Understanding of Social Entrepreneurship: Some Important Distinctions /better_understanding.pdf?version=1&modificationDate= Martin, Roger & Osberg, Sally. Social Entrepreneurship: The Case for Definition ship_the_case_for_definition/ Light, Paul. Reshaping Social Enterprise Light, Paul C. Social Entrepreneurship Revisited Stanford Social Innovation Review, Summer Week 3 What is Social Value? September 9 Wei Skillern, Chapter 1

6 Week 4 Social Entrepreneurship Process September 16 Wei Skillern, Chapter 2 Case Study 2.1, Steve Mariotti and NFTE Week 5 September 23 Organizational Form/Structure Short Paper Assignment Due Fruchterman, Jim. For Love or Lucre Stanford Social Innovation Review, Spring Case Study 4.2: Newman s Own Week 6 Traditional and Nontraditional Philanthropy September 30 Wei Skillern, Chapter 3 The Nonprofit Financial Model Never Worked; Here s a New Model that Does. Korngold, Alice. Fast Company. October financialmodel never worked heres new model does Case Study 3.2, New Schools Venture Fund Week 7 October 7 For profit Social Enterprise Compartamos Video Case PBS ompartamos_closeup.html Week 8 October 14 Week 9 October 21 Financing Social Ventures Global Giving Case (will be distributed) NO CLASS Week 10 Managing Growth/Scale October 28 Wei Skillern, Chapter 6 Bradach, Jeffrey. Scaling Social Impact, Stanford Social Innovation Review, Summer

7 Bradach, Jeffrey. Going to Scale, Stanford Social Innovation Review, Spring content/uploads/2010/11/going to Scale The Challenge of Replicating Social Programs.pdf Case Study 6.1: STRIVE Week 11 Performance Measurement and Management November 4 Wei Skillern, Chapter 7 Case Study 7.1: The National Campaign to Prevent Teen Pregnancy Muligan, Geoff. Measuring Social Value. Stanford Social Innovation Review. Summer 2010 Ebrahim, Alnoor, and V. Kasturi Rangan. "What Impact? A Framework for Measuring the Scale & Scope of Social Performance." California Management Review 56, no. 3 (Spring 2014): Week 12 Partnerships and Alliance Building November 11 Wei Skillern, Chapter 5 Case Study 5.2: KaBOOM! Rangan, Kasturi, Lisa Chase, and Sohel Karim. "The Truth about CSR." Harvard Business Review 93, nos. 1/2 (January February 2015): EDF/Walmart Partnership Video Case Draft Business Plans Due Week 13 November 18 Week 14 November 25 Week 14 December 2 Week 15 December 9 Why is Social Entrepreneurship Flourishing in India? Guest Lecture Lindsay Clinton, Consultant, SustainAbility NO CLASS Leading Social Entreprise Organizations Case: Greyston Foundation/Bakery (will be distributed) Student Presentations/Final Business Plans Due