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Social Innovation Practicum: Designing Interventions and Social Ventures for Outsized Impact

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Social Innovation Practicum: Designing Interventions and Social Ventures for Outsized Impact Kim Starkey Jonker Lecturer in Management Graduate School of Business Stanford University GSBGEN382: SOCIAL INNOVATION PRACTICUM: DESIGNING INTERVENTIONS AND SOCIAL VENTURES FOR OUTSIZED IMPACT COURSE SYLLABUS SPRING 2020 1. COURSE DESCRIPTION AND PERSPECTIVE This course will take the format of an interactive workshop. It will provide students with an opportunity to learn by developing, testing, and refining a new idea or innovative approach that aims to solve a problem or address an unmet need in society. We will explore in-depth the elements of a successful intervention in the social sector that can achieve outsized impact. This will be achieved through lectures by the instructor on the topics at hand, discussion of illustrative case studies, and class-time in which students will be able to develop their ideas and benefit from guidance and feedback from the instructor, their classmates, and class guests. Students will work in teams as appropriate. Students that have a pre-conceived idea for a new intervention will be encouraged to recruit others (from the GSB and/or from other disciplines across Stanford) to join their team. A student who does not have an idea but would like to take the course should contact the instructor, who will work to pair that student with a team working on a topic of interest to that student. Our point of view will be that of the students as the designer of a new intervention and - presuming the intervention proves to be compelling and merits advancement - future founder(s) of a new social venture (nonprofit, for-profit or hybrid). We will incorporate design thinking in our approach, and we will equip students to adopt best practices in market research and evaluation as they iterate and refine their idea with a lens of systems change. In addition to covering useful conceptual frameworks and tools, we will explore case studies and examples demonstrating how many of today’s award-winning social entrepreneurs (both nonprofit and for-profit) designed successful interventions that equipped them to achieve impact at scale. For example, we will learn how the founders of Pratham in India created the sophisticated but highly cost-effective Read India program, which has successfully taught millions of kids to read who otherwise would have remained illiterate. We will learn about Dr. Raj Panjabi’s award-winning design of a community health worker program in Liberia that has been so effective that the government has scaled it up across the entire country and it serves as a model for other organizations working in other countries. In addition to nonprofit models, we will learn about some hybrid or for-profit ventures such as Atlas AI. And in addition to examples from developing countries, we will also explore a number of examples of successful interventions in the United States in economic development, education, youth development, and public health, including the Center for Employment Opportunity and Friends of the Children. Speakers from these various organizations will join us as class guests, to not only reflect on their experiences but also to provide feedback on the students’ ideas and design process. We will highlight throughout some of the similarities and differences between the social and business sectors and build on the frameworks the students have learned and are learning in their core courses. 1 2. COURSE OBJECTIVES The main objective of this course is to provide a workshop setting that allows you to 1) develop and refine your idea for a new approach or intervention to solve a social problem and 2) determine whether it has the essential requirements for success. Best case, upon completing this class you will possess an excellent, well-developed, well-articulated idea (or hypothesis for a potential solution) that could become the foundation for a new social venture or adopted by an existing social sector organization. Second best case, you will complete the class having learned a great deal about the social sector, acquired tools and a knowledge of useful frameworks to accompany you throughout your career as you engage with identifying unmet needs and developing ideas and solutions to address them but gathered enough feedback and analysis to confidently conclude that your particular idea should not be pursued at this point in time. Additional objectives of this course are: • To provide useful knowledge of the social sector and equip you to apply actionable insights that will increase your impact • To develop an understanding of how the frameworks and concepts of design thinking, strategy, and entrepreneurial studies apply to social innovation and social ventures • To familiarize you with some of the unique management issues faced by social entrepreneurs • To reinforce a perspective emphasizing critical analytical thinking, leadership and general management • To focus your attention on your oral and written communications 3. CONCEPTUAL FRAMEWORK FOR THE COURSE The sessions of this course will introduce students to the process of developing and refining an idea to address a social problem in a way that achieves outsized impact over time. We will use design thinking with a lens on systems change, and there will be significant emphasis placed on teaching students to conduct effective market research and to iterate their ideas. The overall framework of the course will be structured around a number of themes: • Identifying and Understanding a Problem(s). • Landscape analysis. • Target population/needs analysis. • Ideation. • Designing an intervention, theory of change, value proposition. 2 • Measurement/evaluation. • Organizational context and next steps. 4. REQUIRED READING There are two textbooks for this course, from which we will read selected excerpts. These textbooks are: Osberg, Sally and Roger Martin. (2015) Getting Beyond Better: How Social Entrepreneurship Works. Harvard Business Review Press. Meehan, William. F. III and Jonker, Kim Starkey. (2017), Engine of Impact: Essentials of Strategic Leadership in the Nonprofit Sector. Stanford, CA: Stanford University Press. The required reading is included in the syllabus and is all posted on Canvas. 5. ASSIGNMENTS The course requires preparation before each class session and completion and submission of regular assignments. Students will be expected to participate during class sessions as well as giving a presentation in the last class. 6. GRADES The course grade will be comprised of 70 percent assignments and 30 percent class participation. Attendance at class meetings is critical and each unexcused absence will result in lowering your grade. • If you do miss a class, you are responsible for finding out what happened from your colleagues. • We will assume thorough class preparation and active class participation, including not only reading the suggested materials but also thinking critically in order to complete the assignments. (If, for some reason, you have been unable to prepare, please tell the professor before class). What you say will be important but so will your verbal clarity and impact, as well as your ability to contribute to a stimulating group discussion as appropriate. • Oral and written communications will be important. I value not only distinctive 3 critical analytical rigor and insightfulness but also the clarity and impact of your writing and speaking. 7. GENERAL EXPECTATIONS • Individuals usually get involved in the social sector because of their personal passions and values. You are taking this course as an elective because you have significant social sector leadership experience and/or an interest that might lead you this direction in the future. As a result, we should all bring to the course the enthusiasm, energy, and commitment that are the traits of all successful social sector leaders. • I am happy to discuss the course, your progress, or another topic of interest of yours. • Please join by Zoom for every class. Please join on time and stay until the end. • There will generally be no breaks and we will start and end on time. • We take the Honor Code seriously. In particular, if in your assignments you draw on sources, be they articles, books, or information provided by nonprofit or other organizations, in print form or from the Internet, it is necessary for you to attribute them, without exception. 8. STUDENTS WITH DOCUMENTED DISABILITIES Students who may need an academic accommodation based on the impact of a disability must initiate the request with the Office of Accessible Education (OAE). Professional staff will evaluate the request with required documentation, recommend reasonable accommodations, and prepare an Accommodation Letter for faculty. Unless the student has a temporary disability, Accommodation letters are issued for the entire academic year. Students should contact the OAE as soon as possible since timely notice is needed to coordinate accommodations. The OAE is located at 563 Salvatierra Walk (phone: 723-1066, URL: https://oae.stanford.edu/.) 9. LECTURER Kim Starkey Jonker (GSB Lecturer since 2017) Kim is President and CEO of King Philanthropies and co-author of Engine of Impact: Essentials of Strategic Leadership for the Nonprofit Sector (Stanford University Press 2017). Kim brings to this course 25 years of experience as a leader in the private and social sectors, including overseeing grants and impact investments totaling more than $400 million and authoring or co- 4 authoring more than 40 articles on topics related to social innovation. Working closely with King Philanthropies’ founders, Bob and Dottie King, Kim oversees all aspects of the organization’s strategy, operations and grantmaking. She has served as an advisor to a wide range of philanthropists, foundations, and nonprofit organizations on topics such as strategy, impact evaluation, board governance, and organizational effectiveness. Kim is a regular Contributor to Forbes. She was executive director of the Henry R. Kravis Prize in Nonprofit Leadership, selecting and recognizing extraordinary leaders and organizations in the nonprofit sector. She also served as a visiting practitioner at the Stanford Center for Philanthropy and Civil Society (PACS).
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