Global Social Entrepreneurship / MGT 529 / GLBL 929 Fall-2 2020 / Spring-1 2021

(10/23/20) Prof. Tony Sheldon Email: [email protected] Office: Evans Hall, Room #5220 Phone: (203) 436-8855

Prof. Aniko Oery (Resource for advising teams on research, interview and survey methodologies) TAs: Avnee Jetley, Janani Rajashekar, Anushi Shah Program Assistant: Lindsay Mongillo Lennon

Global Social Entrepreneurship / India is designed to introduce students to issues faced by mission-driven entrepreneurs, linking teams of Yale students with social enterprises (SEs) in India. Student/SE teams work together to address a specific management challenges faced by the SE, culminating with the development of an analysis and set of recommendations (operational, financial or otherwise) to meet the identified challenge.

The curriculum weaves together two main strands: one related to the practical, hands-on nature of the course (e.g., managing teams, framing a consulting engagement) and the other to the academic and thematic content (e.g., , theory of change, scaling, “impact” measurement, financing, and case studies).

During Fall-2, each Yale student team works with its SE partner to define a detailed project scope and work plan and then conduct relevant research, interacting regularly with their SE colleagues through email and weekly conference calls. Travel to India over winter break to work on-site looks very unlikely, so projects have been designed to be achievable and of value even without the usual GSE field work.

During Spring-1, teams will continue to work on their projects, culminating in development of a report and presentation addressing the management challenges they are exploring. Final deliverables include, at a minimum, a written report and a PowerPoint presentation; other deliverables will be based on the needs of each project (e.g., a financial model). In addition to presenting the final deliverables to their SE partners, each team will make a final presentation to the SOM community during Social Impact Lab at the end of Spring-1.

Course information:

The class meets on Wednesday afternoons, 3:20 – 6:20 PM. During Fall-2, for those who are able to attend in-person, we will be meeting in Room #2410; everyone should bring a laptop so that those in the classroom can fully engage with students and faculty joining remotely.

In general, the first half of each class session is devoted to lecture and discussion of the topic at hand, and the second half will be devoted to project team work. As we have a few guest speakers, we may occasionally need to shift this order. We will also have the Snyder Forum available for project team meetings 5:00 – 6:20 PM (so, two teams in #2410 and two in the Forum).

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Course Requirements and Grading

Attendance and engagement at all class sessions is required.

Missing class: if anyone is unable to attend a class session, they should notify Tony and Avnee in advance. Anyone missing a second class will need to write a 3-page memo on the topic under discussion that week. Anyone missing more than two classes should schedule a meeting with Tony to discuss how to avoid a poor grade.

Course grades are based on class attendance and participation, weekly survey submissions, timeliness and quality of ongoing deliverables (project presentations, letter of agreement, etc.) and of team feedback exercises, and the quality of the final deliverables: • Class attendance and participation: 20% • Weekly surveys: 15% • Timeliness and quality of ongoing deliverables: 15% • Timeliness and quality of team feedback exercise: 10% • Quality of final deliverables: 40%

The weekly survey responses are due each Monday by 8PM.

There may be additional readings, based on emerging issues in India and on what would be useful for each project team. Most readings will be available on Canvas. These books should be purchased and read during winter break if not before:

• Behind the Beautiful Forevers: Life, Death, and Hope in a Mumbai Undercity, Katherine Boo, Random House, 2012 (ISBN-10: 081297932X); $13.72 on Amazon

• India Unbound: The Social and Economic Revolution from Independence to the Global Information Age, Gurcharan Das, Random House, 2000 (ISBN-10: 0385720742); $10.20 on Amazon

Recommended:

• Everybody Loves a Good Drought: Stories from India's Poorest Districts, P Sainath, Penguin Books, 2017; (ISBN-13 : 978-0140259841); $10.50 on Amazon

• Listening to Grasshoppers: Field Notes on Democracy, Arundhati Roy, Haymarket Books, 2009 ((ISBN: 978-1608-460-00-7); $13.32 on Amazon

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COURSE OVERVIEW

Fall-2

Session # Topic Assignments/Deliverables Due Date (in addition to weekly surveys due Mondays at 8pm) 1 Introduction & Course Overview 10/28 What makes a social enterprise “social”? Projects: Initial mapping out of scope and work plan 2 Group dynamics and team process • Prepare team dynamics 11/4 Guest lecturer: Amy Wrzesniewski exercise individually prior to Projects: Work on draft Letter of Agreement class and on SE Overview presentation • Team norms due Friday 11/6 (8pm) 3 Framing a consulting engagement • Initial project presentations due 11/11 Project: SE Overview presentations during 2nd half Sunday 11/8 (8pm); updated of class ppts before class based on feedback • Schedule team meeting with Prof. Oery for 11/17-20 4 Theories of change, scaling, • Draft Letter of Agreement and 11/18 and other conundrums project logic tree due Sunday Projects: Team meetings with Prof. Oery 11/15 (8pm) • Revised Letter of Agreement due Friday 11/20 (8pm) 5 Impact assessment and social metrics • Draft interview guide(s) due by 12/2 Projects: Work on Letter of Agreement Friday 12/4 (8pm) and interview guide(s) 6 Financing social enterprises: • Revised Letter of Agreement 12/9 Acumen Fund case study due Sunday 12/6 (8pm) Projects: Work on Letter of Agreement • Signed Letter of Agreement and interview guide(s) due Friday 12/11 (8pm) 7 Cross-cultural Engagement • Final interview guide(s) due 12/16 (Guest lecturer: TBD) Tuesday 12/15 (8pm) Projects: Finalizing Letter on Letter of Agreement • Team Feedback form due and interview guide(s) Friday 12/18 (8pm)

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Spring-1

8 Spring-1 Timeline Overview / 1/27 Projects Intensive Session Projects: Ongoing research 9 Case study: SELCO Solar Lighting • (If needed) Modified project 2/3 Projects: Ongoing research scope and timeline due by Tuesday 2/2 (8pm) 10 Case study: Living Goods • (As requested) Review of draft 2/10 Projects: Ongoing research/writing deliverables 11 Learning from “Failures” • (As requested) Review of draft 2/17 Projects: Ongoing research/writing deliverables 12 Class Presentations by Group 1 teams / Group 1 teams (presenting at 2/24 Projects intensive session 3/3 Social Impact Lab): Projects: Finalizing presentations and reports • Draft class presentations due Sunday 2/21 (8pm); updated before class based on feedback • Draft SI Lab presentations due Friday 2/26 (noon); updated based on feedback by Sunday 2/28 (8pm) 13 * Social Impact Lab (12:00 – 12:50) * Group 2 teams (presenting at 3/3 3/10 Social Impact Lab): Class Presentations by Group 2 teams / • Class presentations due Sunday Projects intensive session 2/28 (8pm); updated before Projects: Finalizing presentations and reports class based on feedback • SI Lab presentations due Friday 3/5 (noon); updated based on feedback by Sunday 3/7 (8pm) Week of * Social Impact Lab (12:00 – 12:50 on • Final presentations, reports, 3/8 Wednesday, 3/10) * and other deliverables due Friday 3/12 (8pm) Projects: Team meetings with SE partners to review final presentations and reports (Tony and TAs available)

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Selected Social Enterprise-related Web Sites

Ashoka www.ashoka.org

Acumen Fund www.acumenfund.org

Center for the Advancement of Social Entrepreneurship, Fuqua School, Duke University www.caseatduke.org

FSG’s Shaping Inclusive Markets Group www.fsg.org/publications/shaping-inclusive-markets#download-area

Global Impact Investing Network https://thegiin.org/

Impact Reporting and Investment Standards (IRIS) https://iris.thegiin.org/

Next Billion www.nextbillion.net

Skoll Foundation www.skollfoundation.org

Schwab Foundation www.schwabfound.org

Stanford Social Innovation Review http://www.ssireview.org/

Stanford Social Innovation Review: “Impact India” https://ssir.org/impact_india

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Detailed Syllabus and Reading List

Session 1 October 28 What makes a social enterprise “social”?

The term “social enterprise” has been used to describe a variety of very different kinds of organizations, ranging from corporate social responsibility (CSR) initiatives of multi-national corporations to small, community-based organizations. What are the characteristics that make a social enterprise “social”? What conditions need to be in place for a social enterprise to have a chance of being successful? How do the UN Sustainable Development Goals relate to social enterprise? We will consider several examples of purported social enterprises as well as a taxonomy of how to think more clearly about them.

Readings: • 1_1: “The Meaning of Social Entrepreneurship,” J. Gregory Dees, 2001 • 1_2: “Social Entrepreneurship: The Case for Definition,” Roger L. Martin & Sally Osberg, Stanford Social Innovation Review, 2007 • 1_3a: “From Blueprint To Scale,” Executive Summary), Harvey Koh, Ashish Karamchandani, and Robert Katz, Monitor Inclusive Markets / Deloitte / FSG, 2012 • 1_3b: “Beyond the Pioneer: Getting Inclusive Industries to Scale” (Executive Summary), Harvey Koh, Nidhi Hegde and Ashish Karamchandani, Monitor Inclusive Markets / Deloitte / FSG, 2014 • 1_4: “Sustainable Development Goals,” United Nations Development Programme, 2015

The readings provide a good grounding in some of the historical and current issues in social entrepreneurship and “inclusive markets” approaches.

Projects: We will review the overall timeframe and guidelines for working on the projects, including the Letter of Agreement outline (template is posted on Canvas). Each project team will meet to begin mapping out a detailed project scope and work plan – please see the Guidelines for Team Meeting #1 posted on Canvas.

Session 2 November 4 Group dynamics and team process Guest speaker: Amy Wrzesniewski

We’ve learned in GSE over the years that the single most crucial factor in determining the quality of both students’ experience and of our partners’ satisfaction with the final work product is the underlying dynamics of the GSE student team.

Building on the core courses, Managing Groups and Teams and Global Virtual Teams, we will explore issues of managing teams to maximize productivity, looking at both internal team dynamics and processes between the team and its partner/client.

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Readings: • 2_1: X-Teams: How to Build Teams That Lead, Innovate and Succeed, Deborah Ancona and Henrik Bresman, Harvard Business School Press, 2007. o Introduction: “When Bad Things Happen to Good Teams” (pp. 1 – 17) and Chapter 3: “X-Team Principle 1: External Activity” (pp. 63 – 88) • 2_2: Exercise on team dynamics • 2_Optional: o “Managing Multicultural Teams,” Jeanne Brett, Kristin Behfar, and Mary C. Kern, Harvard Business Review, November 2006 o “Why Virtual Teams Have More Conflict,” Lindred Greer, Stanford Graduate School of Business: Insights, 2006

The readings cover crucial guidelines on how best to structure and manage a project team. For those who have not taken “Managing Groups and Teams” at SOM, please be sure to read the two optional readings.

Projects: Based on discussions with your SE partner, continue working on a draft Letter of Agreement, including a scope of work and list of deliverables, for review by Tony and your TA. Also begin preparing a brief presentation on your partner SE to present to the class on November 11. Guidelines for both are posted in Canvas.

Homework: In preparation for the class discussion, please do the exercise posted on Canvas (“2_2 Exercise on Team Dynamics”): prioritize the 9 issues described in the scenarios. Do this individually. During the 2nd half of class prepare team norms, which are due by 8 PM on Friday 11/6.

Session 3 November 11 Framing a consulting engagement / Initial project presentations

We will explore a framework and guidelines for structuring and managing a consulting engagement. The framework has been developed over the past several years by SOM faculty, students and alumni.

During the second half of class, each team will give a ten minute presentation about its SE partner and project. (This will mean less time for team meetings during that time slot.)

Readings: • 3_1: “MBAs Gone Wild,” James W. Shepard, Jr., Stanford Social Innovation Review, 2007 • 3_2: The McKinsey Mind, Ethan M. Rasiel and Paul N. Friga, McGraw-Hill, 2001. (Read: Chapters 1 and 2, and skim the rest of the book.) • 3_3: “Impact Gaps Canvas,” (Read: the page of text on the web site and then watch the short video. Look over the template in 3b.) 7

• 3_4: “Insights Discovery Process,” Yale Center on Customer Insights (edited for GSE): This is a brief overview on the YCCI approach to gleaning useful insights from interviews. Each team will be meeting with Prof. Aniko Oery on how best to frame their research approach, develop an interview guide(s), and (as needed) get feedback on any potential surveys. • 3_5: “Listening to the Customer,” Aniko Oery notes (edited for GSE): These provide a more detailed look at the YCCI approach. Hold off on looking at these until just before you meet with Prof. Oery.

Projects: Using the guidelines posted on Canvas, each team should develop a 10-minute presentation giving an overview of its SE partner and project. Initial project presentations are due by 8 PM on Sunday, November 8. Tony and the TAs will send feedback, which should be incorporated before the presentations in class on Wednesday 11/11. Schedule a meeting with Prof. Oery for November 17-20 to discuss developing interview guide(s) for your research.

Session 4 November 18 Theories of change, scaling and other conundrums

For a social enterprise to be successful in achieving its goals, it should have a clear map of how the goods and services it offers contribute to changing the lives of its target clients. Such a “theory of change” should present a cogent and compelling argument about the links between what the organization does – and the human and financial resources invested – and the social outcomes it hopes to achieve. Such a theory becomes even more important when considering scaling operations to reach new clients and new markets.

Readings: • 4_1: Excerpts from “Theory of Change Review,” Cathy Jones, A report commissioned by Comic Relief, 2011 • 4_2: “Going to Scale: The Challenge of Replicating Social Programs,” Jeffrey Bradach, Stanford Social Innovation Review, 2003 • 4_3: “Emerging Markets, Emerging Models” (Executive Summary), Ashish Karamchandani, Michael Kubzansky & Paul Frandano, Monitor Group, 2009 • 4_4: “Scaling Science,” John Gargani & Robert McLean, Stanford Social Innovation Review, 2017 • 4_5: “How Social Entrepreneurs Zig-Zag Their Way to Scale,” V. Kasturi Rangan & Tricia Gregg, California Management Review, 2019

The first two readings weave together the linked ideas of articulating a theory of change, scaling operations, and gauging impact. The Monitor report is a summary of a study that covers a lot of the thinking on “making markets work for the poor” – a key element of the business model of many social enterprises; think about whether your SE partner maps into any of the business models that are discussed. “Scaling Science” is a more recent article that questions many of the assumptions underlying the imperative to scale social innovations. “Zig-Zag” reflects on more recent and nuanced approaches to scaling.

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Projects: You and your SE partner should be honing the details of the draft Letter of Agreement covering: a detailed scope of work; key deliverables; a list of data and contact information needed from the SEs; and a timeline including key benchmarks for the rest of the project. Use the McKinsey logic tree template as a tool to develop possible approaches you might take. Draft Letter of Agreement and project logic tree due by 8 PM on Sunday, November 15. Based on feedback form Tony and the TAs, a revised Letter of Agreement is due by 8 PM on Friday, November 20. Team meetings with Prof. Oery to discuss developing interview guide(s) for your research should take place between November 17 and 20.

Session 5 December 2 Impact assessment and social metrics

“We measure what we value, and we value what we measure.”

For any social enterprise, the question of how to measure and assess the impact of its services is critical. Yet the field of social enterprise is bedeviled by the paucity of rigorous and reliable data on the social side of the double bottom-line. Building on the discussions in Session 4, we will explore several questions: Is it possible to develop a set of metrics that could gauge the social outcomes of an enterprise in a manner comparable to how an accounting system monitors and reports on financial performance? What kinds of indicators would be included in such a system of metrics? Could they be universal across countries and industries, or would they need to be unique and idiosyncratic to each region and field?

We will examine different approaches to impact assessment. The “gold standard” of impact assessments is the academically rigorous approach employed by many scholars and policy makers: the randomized control trial (RCT). An RCT addresses “the fundamental evaluation question…: ‘How are the lives of the participants different relative to how they would have been had the program, product, service, or policy not been implemented?’” (Impact Evaluation for Microfinance: Review of Methodological Issues, Dean Karlan and Nathanael Goldberg, World Bank, 2007). We will also explore other – less rigorous, but perhaps more practical – ways of developing metrics to gauge social outcomes.

Readings: • 5_1: “Ten Reasons Not to Measure Impact– and What to Do Instead,” Mary Kay Gugerty & Dean Karlan, Stanford Social Innovation Review, Summer 2018 • 5_2: “The Power of Lean Data,” Sasha Dichter, Tom Adams, & Alnoor Ebrahim, Stanford Social Innovation Review, Winter 2016 • 5_3: The Generalizability Puzzle,” Mary Ann Bates & Rachel Glennerster, Stanford Social Innovation Review, Summer 2017 • 5_4a: “Looking back at emerging consensus about Impact Goals,” Impact Management Project, 2018 • 5_4b: “How do we know if we are contributing to the SDGs?” Impact Management Project, 2018 • 5_5: “Impact Reporting and Investment Standards (IRIS): Creating a Common Language for 9

Social and Environmental Impact” (Explore the web site in some depth) • 5_6: “How to Measure a Company’s Real Impact,” Ronald Cohen and George Serafeim, Harvard Business Review, September 2020

The first SSIR reading reflects a development economist’s perspective on “impact” measurement, and some alternative approaches. The second SSIR piece represents current thinking on how best to approach the issue of data collection related to gauging social impact. The third SSIR reading argues for the fundamental value of RCTs, allowing for factoring in of other, more local data. The Impact Management Project is a collaboration of most of the main actors in the impact measurement realm. IRIS is a key element of a series of linked initiatives that seek to develop a rigorous, coherent framework for investing in all manner of social enterprises. Harvard’s recently launched “Impact-Weighted Accounts Initiative” aims to blend previous approaches into a more rigorous, coherent set of metrics.

Throughout the readings, think about what metrics would be meaningful for your partner SE. How easy/hard would it be for your SE to develop a system to track these?

Projects: Based on feedback from Tony and the TAs, continue to revise with your SE partner the Letter of Agreement.

Based on your LoA and on your conversation with Prof. Oery, prepare draft(s) of interview guide(s) which you will use to frame your research. Draft interview guide(s) due by 8 pm on Friday 12/4.

Session 6 December 9 Financing Social Enterprises

Access to capital has been a major constraint in the launch and expansion of many social enterprises. As SEs are seen as neither purely businesslike nor exclusively socially oriented, this “hybrid” form often has had difficulty tapping into both conventional capital markets and traditional philanthropic and government funding. A new brand of “impact investments” has emerged, defined as “the placement of capital with intent to generate positive social impact beyond financial return.” This “emerging asset class” is seen having the potential to attract capital in the amounts and types needed to transform the social enterprise sector into a vibrant, diversified, profitable, and “impactful” sphere with significant global reach.

We will explore a case study of Acumen, a pioneer in the impact investing field, which links the topics of social metrics and impact investing.

Readings: • 6_1: “Acumen Fund: Measurement in Impact Investing (A),” Alnoor Ebrahim & V. Kasturi Rangan, Harvard Business School, 2010 • 6_2: “When Can Impact Investing Create Real Impact?” Paul Brest & Kelly Born, Stanford Social Innovation Review, 2013 10

• 6_3: “Paved with Good Intentions,” Paul DiLeo, Grassroots Capital, blog post, November 2016 • 6_4: Global Impact Investing Network

We will explore key issues around financing of social enterprises, and the crucial role of social metrics, through the HBS case on Acumen Fund and two short articles. Explore the GIIN website in some depth – this initiative (including IRIS, which we explored in Session 5) is looked to as the key to overcoming the obstacles to attracting significant amounts of capital for social enterprise investment. How might your SE partner argue its social and financial case to potential investors?

Projects:

If your LoA is not yet finalized, a revised draft is due by Sunday, December 6 at 8 PM. Finalized, signed Letters of Agreement are due by 8 PM on Friday, December 11.

Session 7 December 16 Cultural Intelligence in Indian Social Context Guest lecturer: TBD

Readings:

• TBD

Projects: Final interview guide(s), based on feedback from Prof. Oery, are due by 8 PM on Tuesday, December 15.

Homework: Before winter break, we ask for detailed feedback from each team member (the GSE Team Feedback form). These are due by Friday 12/18 at 8 PM. Tony and the TAs will consolidate this feedback to present to each student.

December 18 – January 24 Winter Break

Readings over winter break:

• Behind the Beautiful Forevers: Life, Death, and Hope in a Mumbai Undercity, Katherine Boo, Random House, 2012 (ISBN-10: 081297932X); $13.72 on Amazon

• India Unbound: The Social and Economic Revolution from Independence to the Global Information Age, Gurcharan Das, Random House, 2000 (ISBN-10: 0385720742); $10.20 on 11

Amazon

Recommended:

• Everybody Loves a Good Drought: Stories from India's Poorest Districts, P Sainath, Penguin Books, 2017; (ISBN-13 : 978-0140259841); $10.50 on Amazon

• Listening to Grasshoppers: Field Notes on Democracy, Arundhati Roy, Haymarket Books, 2009 ((ISBN: 978-1608-460-00-7); $13.32 on Amazon

Session 8 January 27 Spring-1 Timeline Overview / Projects Intensive Session

We will all meet for a short session reviewing project deliverables, timelines and the “master template,” and then spend most of the class time working in project teams.

Projects: Ongoing work. Keep in mind that a modified project scope and timeline (if needed) are due next week, by Tuesday 2/2 at 8pm.

Session 9 February 3 Case study: SELCO Solar Lighting

SELCO is a solar energy company based in Bangalore, India. Founded by Harish Hande in 1995, SELCO currently reaches over 200,000 households in and Gujarat states.

Readings: • “SELCO 2009: Determining a path forward,” SOM “raw” case on SELCO

The SOM on-line case study is the first in a series of cases on the role of design in social innovation, funded by the Rockefeller Foundation and developed jointly with the Winterhouse Institute. Specific guidelines for which aspects of the case to focus on will be posted on Canvas.

Projects: Ongoing work, including discussion of team feedback. Modified project scope and timeline (if needed) are due by Tuesday 2/2 at 8pm.

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Session 10 February 10 Case Study: Living Goods

Living Goods is a social enterprise focused on healthcare and economic development in Uganda, founded by SOM alumnus Chuck Slaughter ’90.

Readings: • 10_1: Living Goods, Uganda. Social Innovation in Health Initiative Case Collection, L. van Niekerk & R. Chater, R. WHO, Geneva, 2016 • 10_2: “Impact Audit: Living Goods Community Health Workers Program,” ImpactMatters, September 2018

Projects: Continued work on projects; ongoing feedback from TAs and Tony. The “master template” should be well underway by now and getting “populated.” Tony will let each team know when he would like to review their draft deliverables.

Session 11 February 17 Learning from “Failures”

While successes in the social sector are celebrated, no one likes to acknowledge – let alone publicize – failures. Under the aegis of SELCO Foundation, a new initiative was launched in September 2018 that aims to “celebrate” failures so that we can learn from them. Several of our GSE partners are featured.

Readings: • 11_1: “Impact Failure: Celebrating Failures from the Development Sector,” 2018. Look at the graphic near the bottom of the page titled “Have you been wondering how to gauge your failures?” • 11_2: “The Face of Poverty,” Christian Selos, Stanford Social Innovation Review, 2014 • 11_3: “Lessons in Scaling and Failing,” Anjali Sarker, Shmeran Abed, and Christian Selos, Stanford Social Innovation Review, 2016

Projects: Continued work on projects; ongoing feedback from TAs and Tony. The “master template” should be very well underway. Tony will let each team know when he would like to review their draft deliverables.

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Session 12 February 24 Class presentations by Group 1 teams / Projects intensive session

We will have a guest critic, as well as Tony and the TAs, to offer feedback on the draft project presentations. Only the presenting team needs to be in the regular classroom. Tony and the TAs will meet with teams to review progress during the second half of class.

When teams are not presenting, they will work on their projects in the break-out rooms; attendance is mandatory.

Projects: For Group 1 teams presenting in SI Lab on March 3: drafts of their 2/24 class presentations are due by Sunday 2/21 at 8 PM; based n feedback from Tony & the TAs, these should be updated as needed before class. Drafts of their SI Lab presentations are due by Friday 2/26 at noon. Any additional updates to Group 1 ppts, based on further feedback, are due Sunday 2/28 by 8 pm.

All teams: Finalizing presentations, reports and other deliverables.

Session 13 March 3

Social Impact Lab Wednesday, 3/3, 12:00 – 12:50 Attendance is mandatory for all GSE students.

Class presentations by Group 2 teams / Projects intensive session

We will have a guest critic, as well as Tony and the TAs, offer feedback on the presentations. Tony the TAs and will meet with teams to review progress during the second half of class.

When teams are not presenting, they will work on their projects in the break-out rooms; attendance is mandatory.

Projects: For Group 2 teams presenting in SI Lab on March 10: drafts of their 3/3 class presentations are due by Sunday 2/28 at 8 PM; drafts of their SI Lab presentations are due by Friday 3/5 at noon. Any additional updates to Group 2 ppts, based on further feedback, are due Sunday 3/7 by 8 PM.

All teams: Finalizing presentations, reports and other deliverables.

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Week of March 2 Team meetings to review final presentations and reports

Social Impact Lab Wednesday 3/10, 12:00 – 12:50 Attendance is mandatory for all GSE students

Tony and the TAs will be available to meet with the project teams to review final reports and presentations.

Projects: Teams will give final presentations to their partners and send all final deliverables.

Final presentations, reports, and other deliverables are due by Friday, March 12 at 8 PM.

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