MLD 836: Social Entrepreneurship/Social
Enterprises 101: How to Go from Start Up to
End Up
Harvard Kennedy School; Spring 2016
Tuesdays & Thursdays, 1:10pm-2:30pm
Location:
Instructor:
Jim Bildner
Belfer, B-121
Jim_bildner@hks.harvard.edu
Office hours: by appointment
Senior Teaching Fellow
Stephanie Khurana
skhurana@fas.harvard.edu
Faculty Assistant:
Klara Kabadian,
Belfer, B-127
Klara_Kabadian@hks.harvard.edu
Assistant to Jim Bildner:
Abby Crocker
Abby_Crocker@hks.harvard.edu
617-633-9504
Course Assistant
Alyson Goulden Rock
alyson_gr@comcast.net
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 Focus
The 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 prepared 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-planfix-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/wpcontent/uploads/2015/02/Winter_2015_Whats_Your_Endgame.pdf
General Resource on Social Enterprises
OCA 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. (9781-63369090-5)
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/wpcontent/uploads/2015/02/Winter_2015_Whats_Your_Endgame.pdf
Furman, Jason & Zients, Jeff, “Happy Birthday ConnectED,” The White House Blog, June 25,
2015
https://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, 2015
http://www.educationsuperhighway.org/arkansas-upgrades-first-district-to-high-speedbroadband-network/
Fensterwald, John and Udesky, Laurie, “Funding To Expand Schools’ High-Speed Internet,”
EdSource, December 11, 2014
http://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-bringschools-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/answersheet/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, 2015
http://www.sfchronicle.com/visionaryoftheyear/article/Evan-Marwell-Visionary-of-the-Yearsolved-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-updateerate.aspx?admgarea=News1#Qmk43rOQusTPhq7c.99
Marwell, Evan, “Our Students Have High Need For High Speed,” The Hill, March 3, 2014
http://thehill.com/blogs/congress-blog/education/199587-our-studentshave-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, 2011
http://www.scientificamerican.com/article/what-me-care/
Honigsbaum, Mark, “Barack Obama and the ‘Empathy Deficit,” The Guardian, January 4,
2013
http://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-franchisebusiness-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 that
you 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-moneyand-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-stillwork/?ncid=rss&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Tec
hcrunch+%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/wpcontent/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-andmicrobiome-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.
http://www.detroitnews.com/story/news/local/wayne--‐ county/2014/11/13/detroit--‐bankruptcy-‐grand--‐bargain/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#i
ncart_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-bankuprtcyDetroit-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-savedetroit.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, 2013
https://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-bailoutnarrows/#.TsqdOWD9IbU
Kwame Kilpatrick:
Guarino, Mark, “Former Detroit mayor Kwame Kilpatrick Faces Major Corruption Charges,”
Christian Science Monitor, December 18, 2010
http://www.csmonitor.com/USA/Justice/2010/1218/Former-Detroit-mayor-KwameKilpatrick-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, 2011
http://www.nytimes.com/2011/11/17/us/mayor-bing-tells-detroit-dire-finances-require-drasticaction.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-todowntown-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-outsidemanager.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, 2013
http://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 (9402-032)
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?