Professional Documents
Culture Documents
INNOVATION
a travel guide
2
Introduction 6 Movement 68
Preface 6 Shedding light on social
Starting point 8 innovation 70
Famous Travellers 50
Table of do’ers 52
Muhammad Yunus 56
Dave Eggers 58
Marie So and Carol Chyau 62
Jimmy Donal "Jimbo" Wales 64
Natalie Killassy 66
Introduction
Preface
This book was conceived on a trip made by 34 students from the Ka-
osPilots International in the spring of 2008. These 34 students, rep-
resenting seven nationalities, travelled to the other side of the world
with the purpose to explore the meaning of the term “social innova-
tion”. After three months, these same students returned home to
document their learnings in this book.
Though Shanghai was our port social innovation was what we as-
pired towards, digging it out of the concrete and steel of the hec-
tic city. Only after returning home with the creation of this book did
we find it. We found it through the sharing of knowledge that took
place while we were working on the book and through the overview
provided through the process of translating our findings into words.
This is why the book you are about to read is in the format of a trav-
el guide. It is our hope that it will make the journey into the abstract
realm of social innovation easier for the travellers that follow in our
footsteps, and that it will guide the traveller past dead ends of inac-
tion in the labyrinthine jungle of theory where so many are lost, and
into action; the place where we have come to believe social innova-
tion reveals its true value.
Our travels showed us that to embark on social innovation you
need to embrace disorientation at first. Everywhere you look you
find opposing views on what the term means and what it encom-
passes. To us this confusion sparked both a need and an ambition:
to bring social innovation out of the clouds and down to earth. It
has not been our purpose to show the frustrations we went through
on our path – though there were many – but through our findings to
make it easier for coming travellers to navigate. Most important-
ly, we felt a need to make the concept tangible to a reader in or-
der to create a foundation for action. We are giving you as a reader
the knowledge we would have liked to have had when we set off on
our journey; how to be able to take action with a social purpose and
spark innovations on your way.
We have attempted to cut the path through the jungle bed. It is
our hope that you will be inspired to walk it. Please forgive us any
bushy parts you come across. As with any jungle, the shroud and veg-
etation grows back in new ways on a daily basis and our method of
cutting the bush might leave areas unexplored.
Some of you may enjoy reading this book without wishing to em-
bark on the journey like someone who enjoys browsing the pages
of a travel catalogue. You are welcome readers. However, our intent
INTRODUCTION 7
was to write this as a guide to those of you who have a desire to go for
a swing in the vines yourselves.
Change is the only constant in the world and we hope that this
book can help to unleash your potential and to guide this change in
a positive direction.
Finally, as you start to read, please keep in mind that the 34 trav-
ellers who set off on this journey have also shared the task of writing
about their experiences. Sometimes when some saw a lion others
were sure they saw a kangaroo. Evidence of this phenomenon will
be present as you scroll through the pages of this book. Please, we
encourage you not to despair in the face of this diversity. At least,
we have come to rest in the fact that our confusion around social in-
novation seems simply to reflect that of the world.
8 INTRODUCTION
Starting Point
You are about to read about a realm that you may or may not al-
ready know about and as with any travel guide you can go through
it in the way that best fits your preferences. You can start at the end
and backtrack, look up sections that relate to your personal inter-
ests or read it cover to cover.
These compiled contents should give you somewhat of an over-
view. But within the book you will also find references to experts
working more in-depth with the term. This is a starting point to dig
further or to step directly into action. Our hope is that you do both.
INTRODUCTION 9
Before take off
Are You Curious about Social Innovation?
This section of the travel guide will get you ready to explore.
BEFORE TAKE OFF 11
12 BEFORE TAKE OFF
.
sent
e pre
? in th
t ur
e
(SI) is
fu
th
e
vation
in linno
tio
n
so cia
va hat
no w
l in xp lore
cia st e
So ’s fir
Let
What is social in
novation compo
Wh sed of?
W yc
om
ha bin
es
t is oci
al w
so ith
cia inn
ova
l in tion
?
no
va
tio
n?
Below we have outlined the components of social innovation to an-
swer these questions. This is the foundation on which the book is
built.
Social + Innovation
Social Innovation
BEFORE TAKE OFF 15
Planet
Profit People
Which of these things do you take for granted in your everyday life?
BEFORE TAKE OFF 17
Past innovations
There are different social needs in different places and there are dif-
ferent demands in different places; hence, different innovative ac-
tions.
Social innovation is context related and it is important
to understand the context from which the need
emerges before you address it.
In doing this, some of the clouds we en-
courage you to grab are...
The Map of SI
Sectors
Three sectors dominate most societies. The public sector, the pri-
vate sector, and the civil sector. Due to changes in society and the
arrival of new social needs, a “new sector” or more accurately a
number of alternative practices has emerged as a kind of cross sec-
tor between the already existing sectors. A common term for this
phenomenon is the fourth sector.
The Hybrid
No sectors on their own have managed to encompass the com-
plete foundations of a society. With societies around the world un-
dergoing constant change the cross- or fourth sector can be viewed
as all the initiatives that arise outside the confounds of the tradition-
al sectors to address needs and issues that are not covered by the
three sectors or could be covered in a more effective way. The last
15 years, especially, have seen the emergence of new business ar-
eas and of organizations that work across the sectors. Such organ-
izations within the fourth sector are numerous and the sheer quanti-
ty of names given to them gives an impression of their scope. They
include; high purpose companies; double bottom line businesses;
affirmative businesses; values driven enterprises; for-benefit organ-
izations; civic entrepreneurs; social purpose ventures; socially re-
sponsible businesses; sustainable businesses, social enterprises,
and social entrepreneurialism (see more under “Social Entrepre-
neurs” in the section “the Landscape” on page 42).
Public
sector
The 4th
sector
Private Civil
sector sector
24 THE MAP OF IS
Change?
As food for thought we note that China is experimenting with ways
of governing that all stem from a one-party system. And that with-
in this system certain provinces are encouraged to try out new ways
of governing that break with traditional thinking. In the words of the
British foreign policy thinker and author Mark Leonard, the leftist po-
litical thinkers in the Chinese communist party believe in “a philos-
ophy of perpetual innovation – developing new kinds of companies
and social institutions that marry competition and co-operation”5.
What few people outside China care to consider is that examples
like this one, of willingness to experiment along with the inherent na-
ture of social innovation, of changing the way we work and think,
may make many of our current definitions obsolete.
THE MAP OF IS 25
26 THE MAP OF IS
Travelling Together
A way to work with social challenges is to use the competencies of
all three sectors: Public (Governments), Private (Businesses) and
Civil (NGO/NPO) in order to see perspectives and business models
that can solve our current and future social challenges and unmet
needs. In Northern America and Europe there is a lot of talk about
cross sector collaboration and initiatives. However, many of the so-
cially innovative projects are not based on a strong collaboration
and we see a potential for this collaboration and shift in mindset to
grow to new heights and become more beneficiary for all parties.
NGO
NGOs have the knowledge of social needs and the voluntary la-
bour force, engaged and committed to act on it but they often lack
the money to carry out their ideas and make them sustainable.
Business
Businesses have the money and the experience within commerce
to carry out large projects and ideas but they often lack knowl-
edge, motivation, and experience within the social needs of socie-
ty to act on it.
Governments
Governments have the overview of the needs and challenges of the
entire country and they provide stability and a long-term perspec-
tive. However, they often lack efficiency, employee ownership, and
the ability to make money.
Dong Tan
An example of a cross-sector project is the Chinese eco-vil-
lage Dong Tan which is placed on Chong Ming Island near
Shanghai and planned to be one of the first fully sustainable
cities in the world along with two other eco-cities in China.
Dong Tan is planned by the Shanghai City Council as part of
the Carbon Neutral Urban Development Plan where Dong Tan
is meant to be a counterweight to the less sustainable Shang-
hai and at the same time reveal China as a player in the field of
sustainability.
The Chinese government decided to hire Arup, a British
company that specialises in green urban planning, to provide
the necessary knowledge for the creation of Dong Tan. Also
William McDonough and Michael Braungart, the authors of
the groundbreaking book on sustainability “Cradle to Cradle”6,
have been hired to help designing China’s coming eco-cities.
Dong Tan is an example of how the public sector in one
country uses the knowledge from a company from the
private sector in another country to create something new that
will benefit society and the environment.
The Landscape
You will come across many terms when you move around in the
land of social innovation and without proper guidance these may
be difficult to distinguish from one another. You can use the glossa-
ry in the back of this book to assist you on your way but the list be-
low further explains some of the most important of these terms and
can be used as a work of reference. All the different areas do not
have to be explored fully before you start your journey but we be-
lieve that you will find the descriptions useful as your desire to dig
deeper evolves.
THE LANDSCAPE 29
30 THE LANDSCAPE
UN Global Compact -
Ten Principles
Human Rights
Principle 1: Businesses should support and respect the pro-
tection of internationally proclaimed human rights.
Principle 2: Businesses should make sure that they are not
complicit in human rights abuses.
Labour Standards
Principle 3: Businesses should uphold the freedom of associ-
ation and the effective recognition of the right to collective bar-
gaining.
Principle 4: Businesses should uphold the elimination of all
forms of forced and compulsory labour.
Principle 5: Businesses should uphold the effective abolition
of child labour.
Principle 6: Businesses should uphold the elimination of dis-
crimination in employment and occupation.
Environment
Principle 7: Businesses should support a precautionary ap-
proach to environmental challenges.
Principle 8: Businesses should undertake initiatives to pro-
mote environmental responsibility.
Principle 9: Businesses should encourage the development
and diffusion of environmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all
its forms, including extortion and bribery.
Public Innovation
Public innovation, or public sector innovation, concerns ways of im-
proving performance and outcome through innovations within the
public sector, e.g. in healthcare, social welfare or criminal justice.
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“What is the most important essentials / conclusions of our
conversation?
The creative process is long...innovation takes time (contrary
to the romantic vision of “the lightning bolt strikes and innova-
tion happens”). The creative process is based on the multitude
of micro-innovations that occur in everyday life. From the mi-
cro-innovations, a new culture grows.
The producers or creative catalysts are needed to collect or
catch the innovations and bring them into the world. The inno-
vative process requires time/patience, an open environment
where ideas can be safely expressed, and enough resources
to allow the innovative process to grow.
Strong leadership and recognition are basic requirements for
fertilizing the ground for innovation.
Keepin’ it real – we deal with real people acting in the real
world.”14
Social impact
Is it the why or the
Reflections by Daniel Seifter, The in people’s individual lives as
KaosPilots International, well as the society they oper-
Team 13 ate within and a question has
arisen as to whether they have
In the second issue of 2008 a responsibility in regard to sus-
of the newsletter CHANGE tainability and social needs be-
distributed by myC4 (a plat- cause of their strong position in
form for supporting social en- the world. Looking at the mar-
terprise in Africa), a headline ket and society as a whole, this
read: “Sometimes, it falls up- definitely seems to be the sit-
on a generation to be great”17. uation. The market is putting
Apart from the feeling of be- higher demands on products
ing overwhelmed with re- (environmentally-friendly, sus-
sponsibility, the headline in- tainable solutions, fair trade
spires to look more deeply etc.) and companies in turn are
into how social innovation required to take more respon-
can create new opportunities sibility on a social level (both in
to solve world problems. How regard to its employees, supply
do we as representatives of chain, and society overall).
this generation meet the yet Professor Bradley Googins at
unmet social needs? the Boston College, Centre of
Corporate Citizenship describes
“You never change things by what he calls: “The 5 stages of
fighting the existing reality. To Corporate Citizenship”20 as:
change something, build a new
model that makes the existing 1. Compliant (Do what is expect-
model obsolete.”18 These words ed due to laws and regulations).
by Buckminster Fuller open up 2. Engaged (Working with a CSR
to the phenomena of social in- profile to contribute).
novation by inviting new initia- 3. Innovative (Finding new so-
tives to create social change. lutions within their structure to
Fuller, who among other oc- create a greater effect on social
cupations was a visionary au- needs).
thor and inventor, was through- 4. Integrative (Integrating social
out his life concerned with the innovations in the corporate sys-
question “Does humanity have tem).
a chance to survive lasting- 5. Transformative (Changing the
ly and successfully on planet Game. Make it a natural way of
Earth, and if so, how?”19 running a business).
Companies and entrepreneurs
today have a more central role
what that matters?
By creating a CSR profile a come part of a company's com-
company displays that it takes petitive advantage. Could these
some sort of social responsibil- strategic plans be an example
ity whether connected to envi- of such innovative capitalism?
ronmental sustainability or more Is it socially innovative although
direct social needs. It brings the priority is profit and not so-
credibilit y and strengthens the cial needs?
brand in the eyes of the market Whether the initiative comes
which is beneficial to the cus- from the heart (social innovation
tomer, the company, and soci- in this text) or from the head (in-
ety. A survey made by the con- novative capitalism according
sultancy firm McKinsey in 2007 to the above) does it matter in
revealed that 95% of CEOs said the end? When a company im-
that society now has higher ex- proves its social responsibili-
pectations of business taking on ty as a part of a strategic plan
public responsibilities than it did to increase their turnover, it still
five years ago21. Therefore, it is improves society. A company
no surprise that social and envi- which produces more sustaina-
ronmental issues are becoming ble and environmentally friend-
business drivers. ly products due to market de-
mands might boost its profit
Innovative Capitalism? and be seen as a more respon-
At first glance the term inno- sible company, yet it also con-
vative capitalism seems only tributes to a healthier world.
to awake associations to new Whichever motivation the ini-
ways of making more money tiatives stem from I feel inspired
but what if the new ways of in- by the words of his holiness the
creasing profit, that stem from a Dalai Lama. “Rather give with
demand in the market, result in an un-clean heart, than not give
increased social responsibility? at all”.
The Committee Encouraging
Corporate Philanthropy (a New
York based business associ-
ation) reports that the share of
corporate “giving” with a stra-
tegic motivation jumped from
38% in 2004 to 48% in 2006.
Also, in 2006, The Harvard
Business Review published a
paper on how, if approached in
a strategic way, CSR could be-
42 THE LANDSCAPE
Non-Governmental Organizations
In a definition from 1945 Non-Governmental Organizations (or
NGOs) are defined as organizations that are not controlled by gov-
ernments; organizations that exist to defend the rights of the civil
society but are independent from the state. NGOs also differentiate
from private companies as they do not pursue a profit.
There are many forms of NGOs and many alternative terms to
cover it. Independent sector, volunteer sector, civil society, grass-
roots organizations, transnational social movement organiza-
tions, private voluntary organizations, self-help organizations, and
non-state actors. In World Bank typology NGOs are categorized
as either operational or advocacy NGOs. The primary purpose of
an operational NGO is the design and implementation of develop-
ment-related projects whereas advocacy NGOs defend or promote
a specific cause.
Many international NGOs have a consultative status with United
Nations agencies relevant to their area of work. As an example, the
Third World Network has a consultative status with the UN Confer-
ence on Trade and Development.
Large NGOs may have annual budgets in the hundreds of millions
or billions of dollars. Funding such large budgets demands signifi-
cant fundraising efforts on the part of most NGOs. Major sources
of NGO funding include membership dues, the sale of goods and
services, grants from international institutions or national govern-
ments, and private donations. Several EU-grants provide funds ac-
cessible to NGOs.
Some organizations resembling NGOs are starting to put more
emphasis on generating their own profit fuelled by a need to free
themselves from the dependency of donations. Many social enter-
prises surfacing in China are examples of this due to the tight re-
strictions towards donations that exist in China.
THE LANDSCAPE 43
Springboard Innovation22
Springboard Innovation emphasizes the aspect of profit by
calling themselves a “social profit” organization.
Springboard Innovation is passionately enabling youth and
adults to solve local challenges with sustainable, innovative
solutions. They believe that the key to increased capacity is
education and engagement with the community and their ed-
ucational material and training programs are customized to fit
any learner or context. One example is a program called Lo-
cal Agenda that helps people create positive and sustain-
able change — in their own communities. Their approach is
to share knowledge on problem identification, problem solv-
ing, leadership, and planning with community members who
are passionate about changing the future but lack the skills
Springboard can provide.
The organization looks at innovation as a process that can
be learned and put into practice to create lasting change, and
Local Agenda is just one great example of that. They have a
very humble approach towards learning and believe that with
a little education on innovation you can, as a community mem-
ber, create the sustainable change YOU want!
44 THE LANDSCAPE
Social Entrepreneurship
A social entrepreneur works to address social needs and problems
in innovative ways by viewing challenges in society as a platform
for idea generation. She differentiates herself from a conventional
entrepreneur by focusing on the financial aspects as a means to
an end rather than an end in itself. She measures the success of
her endeavour on it’s positive impact on society as a whole. It is a
Baisikeli*
Bikes for a Better Future – the Work of a Social Entrepreneur.
The Specialists
In 2008, a Danish IT company called “The Specialists”26 re-
ceived the international IT award for “most unusual entrepre-
neurship” and it is a good example of an initiative with a triple
bottom line (people, planet, and profit).
The Specialists are known for primarily employing people
with autistic behaviour to work with quality checking software
thus acknowledging that they are some of the best in the field.
In a simple and beautiful way, the Specialists tell the good story
of how IT businesses can be a constructive engine to change
the world and improve people’s lives. Not only do the people
employed as a result of this initiative benefit but so does the
computer industry itself through the employees’ highly devel-
oped skills within repetitive quality control.
Usually the IT award goes to millionaires who have been in
the industry for a long time but for the first time, thanks to the
Specialists, a social company has received this award. This is
something that creates an echo among autistic people, rela-
tives, and therapists in the entire world as a new world in which
autistic people are actually the best within their field is opening
up in front of them.
Among young people with autism this initiative gives new
hope of entering the job market.
THE LANDSCAPE 47
Social Intrapreneurship
Social intrapreneurs, also known as corporate changemakers, rep-
resent many of the same values as social entrepreneurs but func-
tion within corporations and companies. Social intrapreneurship is
becoming increasingly common and has the potential of being a
driving force within corporations or companies towards more sus-
tainable business.
Before Moving On
Different readers may find themselves connecting only to some of
the areas above. However, understanding the landscape will hope-
fully present a glimpse into the endless possibilities you are faced
with when looking for ways to engage in the creation of socially in-
novative solutions.
For those of you who wish to make the trip, don’t hesitate to bring
people together.
THE LANDSCAPE 49
Famous Travellers
Famous Travellers
What does it take to do good while doing well?
We would like to highlight some of the successful doers that have al-
ready travelled the path to social innovation. Read about where they
came from, what they brought with them, and what they strived to-
wards in their endeavours.
Innovations like theirs have gone beyond their creators and rev-
olutionized the world we live in. They stand as a testament to the
power of open eyes, minds, and hearts, and the willingness to de-
fy the risk of failure. In all of the examples shown, the people behind
went forward because of a belief in the need for their idea. They in-
spired others to join them in their efforts (individuals, organizations,
and networks) and by combining skills they reached the peaks of
their ambition.27
Other people travelling the world of social innovation are the ex-
perts, the researchers, the students, educators, and explorers who
tell the story of this age-old phenomenon. They are change-makers
that shed light on creating social change through passion, dedica-
tion, and alternative channels in our societies.
Let yourself be inspired. What would it take for you to become a
social innovator?
If you already feel like getting started, sneak a peak at the tem-
plate “starting with me” on page 72.
Table of do’ers
Who, where, when? Their Innovative The Need
Solution
Muhammad Yunus
Founder of Grameen Bank and author of “Banker to the Poor: Mi-
cro-lending and the Battle Against World Poverty"
"The least I as a human being can do is to help just one single per-
son, every single day"28
Dave Eggers
Founder of 826 Valencia
826
TIME Magazine
VA L E N C I A
As a founder of the San Francisco-based tutoring centre 826 Va-
lencia, Dave Eggers has brought together community members to
help young people excel in their writing and believe in themselves in
a way they never had before.
Dave is a writer, editor, publisher and an inspiring social innovator
of our time. Here is someone who dropped a pebble in the ocean
and created a tidal wave.
Dave is a spring chicken (born in 1970) but already has a wealth
of experience under his belt. He has written a memoir, multiple nov-
els and pieces of non-fiction as well as founded an independent
publishing company and given birth to a brilliant tutoring centre
concept (which he describes as a "weird happy accident"…we will
explain that later). In 2005 he was named one of Time Magazine's
"World's 100 Most Influential People". He has been given $250,000
by the Heinz Foundations and most recently he was the recipient of
TEDPrize 2008.
But the reason we highlight Dave Eggers in this guide is not be-
cause of his long list of titles, awards, and accomplishments. We
share his story with you because it is about taking action on a street
level and making a beautiful difference in the world by embodying
your true passion in life.
Back in 2000, Dave was living in New York. He was writing his first
book "A Heartbreaking Work of Staggering Genius"31. It was at this
time that a social need became very apparent to him. It was not until
he moved back to San Francisco and gathered together old friends
and new friends that his idea on how to face this need took flight.
FAMOUS TRAVELLERS 59
The Challenge
Many students at city schools are not able to keep up with their
classes.
The Influences
English is not spoken as a first language in many households, some
children have learning disabilities, the schools are understaffed and
under-funded, the teachers are overworked and have little time on
their hands and no opportunity to spend one-on-one time with their
students.
Dave's Inspiration
His mom was a teacher, his sister became a teacher, and he had
many friends who were teachers. He heard a lot about the strug-
gles they were dealing with and knew first hand that they were hard-
working and inspiring people.
Natalie Killassy
Founder of Stitch Wise
"What most businesses don't realize is that you just need to make
a few changes to be able to employ disabled people, and through
that process you can harness a huge pool of skills and opportuni-
ties for your business."37
My integrity is nonnegotiable,
My pride and enthusiasm unsurpassed…
Our differences are celebrated,
I work at Stich Wise.”
Movement
Movement
The stories we have highlighted are people we have met on our
path or been inspired by in our own work. They show how individ-
uals can influence their surroundings by seeing their role in solv-
ing the social needs affecting their communities. What is perhaps
even more interesting is to see these cases in a broader context.
All over the world people are working to combat issues such as cli-
mate change, population growth, lack of resources, and violations
of human rights.
Due to an increase in transnational companies and internet com-
munication our world seems so much smaller these days. For some
this is a negative phenomenon, however, there are many possibili-
ties that come as a result of this trend.
What is happening is that more and more people are waking up
to the fact that as humans on this planet our lives are not isolat-
ed. Our actions and inactions affect one another. Whether it is our
trade policies or our innovative projects everything is connected.
For some it takes a shorter time to come to this understanding than
for others.
What is exciting is to see when people come together to create
something greater than themselves in order to have a positive im-
pact in the world. This is largely happening with the support of valu-
able connections created in networks and communities of practice.
The Berkana Institute38, founded by the author and consultant
Margaret Wheatley, is an organization working with fostering these
relationships around the world.
“They learn how local social innovation can be taken to scale and
provide solutions to many of the world’s most intractable issues—
such as community health, ecological sustainability and econom-
ic self-reliance. The Exchange connects leadership learning centres
around the globe in such places as Brazil, Canada, India, Mexico,
Pakistan, South Africa, the United States and Zimbabwe”39
Young Foundation
Center for Social Innovation
London, United Kingdom
www.youngfoundation.org.uk
United Nations
Global Compact
www.unglobalcompact.org
Tania Ellis
De Nye Pionerer
www.taniaellis.dk
Denmark
ESADE
Ramon Llull University Institute for Social Innovation
Barcelona, Spain
www.esade.edu/research/socialinnovation/about
MOVEMENT 71
NESTA
National Endowment for Science
Technology and the Arts
www.nesta.org.uk
global:ideas:bank
www.globalideasbank.org
Bigger Thinking
www.biggerthinking.com
CSR Wire
The Corporate Social Responsibility Newswire
www.csrwire.com
You are approaching your destination. Your bags are packed and
you have prepared yourself for an adventurous journey into the field
of social innovation.
In reading this first part of the travel guide, you have experienced
many perspectives that have probably inspired you to think about
what kind of actions you could take to create social innovation in
your community. We will now present some tools to be utilized to
gain clarity, provide inspiration, and raise questions that will help
you in your pursuit of this goal. This will be done in a playful manner.
Although the great social innovators have surely overcome incred-
ible challenges, they have also been passionate about their work
and have experienced great joy along the way. Pioneering in the
field of social innovation is meaningful and therefore quite exciting.
SI IN ACTION 73
Starting With Me
Look at what you do and in which areas you have experience and
talent and ask: How can society benefit from my skills? You do not
have to reinvent the wheel to create social innovation and apply-
ing your skills and knowledge in new ways can be the decisive first
step.
Use the templates in the order that comes naturally to you. Start
with what you have and build on it from there. Don’t force it. Find out
what you are passionate about and let it flow naturally. Passion is
the strongest driver for action.
Popular TV-chef Jamie Oliver is a good example of this; he went
from cooking delicious food in restaurants to bringing his business
into the school kitchens of Britain, revolutionizing the traditional
meal plans and giving children healthier eating habits.
Change starts with oneself. It is not the challenges that are too
few but the practice of seeing possibilities for oneself. The first tem-
plate is one for mapping out where you come from and how you can
contribute in a new way.
Mapping Out Me
Your experiences: Describe some of the things you have done in the
past. Focus on some of the accomplishments that you are proud of
and write it in the suitcase on the chart.
Passion: What do you love doing? Write down what you feel pas-
sionate about in the balloon.
Skills: What are your competencies? Describe what you are good
at in the body.
Target culture: Write a headline that sums up the culture you are ob-
serving in the sign.
Distinguishing features: What stands out and why? Note things that
have triggered you in a good or a bad way. These are often things
that are different from what you know. Ask yourself; “what has made
me intrigued, annoyed, surprised or frustrated?”. Write it in the sun
and the cloud. Remember to find out why you had these reactions.
Taken for granted: What is taken for granted and why? Some peo-
ple expect there to be food on the table every day while others do
not. Try to find out what is taken for granted and why by asking or
observing and write it in the airwaves.
New insights: In the globe where the group is standing, list your key
learning and new insights based on all the observations you have
just listed.
The Need
The incentive to embark on social innovation often stems from a
motivation to answer an unmet social need. Whether the need is
the foundation for a whole project or the social aspect is an add-on
to an already existing business is up to you. Either way, putting em-
phasis on the need may help to optimize your outcome.
For inspiration as to where to make a difference you need only
look at your own neighbourhood. There is no need to travel around
the world looking for places to make social innovations happen. The
best place to start is often in your own backyard.
1. Frustrations
What frustrates you in society?
Use it as a driving force as the founder of the Live Aid concerts,
Bob Geldof did as a response to his frustration with the catas-
trophe in Ethiopia in 1979.
3. Ask
Other people have different perspectives than your own. Ask
for their opinions and talk about what needs they see that
might inspire you.
4. Imagine
We often tend to focus on problem-solving. Shift your lenses
and start visualizing the world you want to live in. What does it
take to get there?
84 SI IN ACTION
Target Group
Consider who benefits from your initiative and actions. Society over-
all is a large target group, especially seen in a global perspective so
map out the specific beneficiaries of your project. They are the real,
immediate aim: the people who can move forward are empowered
or successful where they otherwise failed as a result of your work.
Skills (of core team): What is your team good at? In the inner cir-
cle document all the skills and resources that are present in your
group.
The Project
The street artist Banksy has once said: “Don’t sit around and wait
for the perfect idea! Leave the house before you find something
worth staying in for.” For the social innovator taking his or her first
step is about getting onto the pitch to play the game and thereby
experiment with new ways of making business.
Have a talk about your idea with people from other sectors or
walks of life than the ones you represent. Get feedback, input, and
criticism and get inspired by seeing your project in a different light.
Be it from a social angle, a business perspective or something en-
tirely different. Either way, chances are that this will make your initia-
tive more sustainable!
Boosters: What can make your project grow and become suc-
cessful? Write down the features that can support and boost your
project on the yeast package.
Spices: What can make your project more powerful? List factors
and components that can strengthen your project.
Recipe: What are the steps involved in creating your project? De-
scribe the elements of the project in the recipe drawing on the tem-
plate.
SI IN ACTION 91
92 SI IN ACTION
SI IN ACTION 93
94 SI IN ACTION
The Story
To get people involved and find financial support it is important to
be able to communicate your message. To have a good story. If
your scope is strong enough people will work for your idea or the
ideal you are championing. An option is to create a blog or a web-
site where people can discuss and share their experiences. If done
effectively the possibilities are endless. It could turn into a global
movement!
Find out what is unique about your idea and make it personal.
Your passion: Why is this project important to you? Write down your
personal motivation/the group's motivation within the project in the
heart.
The story: What is the story about the project? Write the full sto-
ry from when you got the idea and how you/the team will solve the
problem. Make it easily understandable for the listener.
Join the conversation! Think big by starting small and stop being
a victim of circumstance but rather the agent for change that lies
within you.
CSR NGO
See corporate social responsibility. See non-governmental organiza-
Enforced Loyalty tion.
Companies making sure that they
will be the sole provider of servic- Non-Governmental Organization
es and products to a buyer through A Non-Governmental Organization
contracts. is an organization that is run with-
out the influence of governments
Fourth Sector Business in terms of organization and most
Is the definition of a merger between commonly also financially.
the public, civil, and private sector
that enables them to work as one. Non-Profit Organization
Non-profit organizations or not for
Globalization profit organizations work like NGOs
A process that breaks down barriers but define themselves by not work-
and unifies the people of the globe. ing for a profit. (See Non-govern-
mental organization).
Guanxi
The Chinese term for a loyal net- NPO
work. See non-profit organization.
SI Systemic thinking
See social innovation. Is viewing problems and issues as
part of one whole using this as a ba-
Social Entrepreneurship sis for action.
A social entrepreneur is an individ-
ual who strives to find solutions to Viral Marketing
the needs of society. His/her suc- A video, image or text that has been
cess is measured by his/her impact spread through word of mouth on
on that need. the web.
The Map
Change?
5. Page 22, What Does China Think by Mark Leonard, February 2008, pag-
es 34-36, 54 and 68-71,
Dongtan
6. Page 24, Cradle to Cradle: Remaking the Way We Make Things, William
McDonough and Michael Braungart, 2002
The Landscape
Corporate Social Responsibility
7. Page 28,Commission Green Paper 2001 Promoting a European Frame-
work for Corporate Social Responsibility, COM(2001)366 Final
8. Page 28, Milton Friedman, Nobel Prize winner in Economy, 1976
9. Page 28, Fortune, July 31, 2000 and World Bank, World Development
Report 2000
10. Page 28, The three levels of CSR are explained in the special report on
Corporate Social Responsibility - Just good business, the Economist,
January 17th, 2008
Public Innovation
13. Page 33, The Centre for Public Innovation (www.publicinnovation.org.uk)
SOURCES 103
Social Entrepreneurship
23. Page 42-43, From the article Bæredygtig Business, Tania Ellis, 2006
Social Intrapreneurship
24. Page 44, From the article Unreasonable People Power, the Economist,
January 22nd, 2008
25. Page 44, The Social Intrapreneurs: A Field Guide for Corporate Change-
makers, London, UK, April 17th, 2008. Published in partnership with The
Skoll Foundation, Allianz and IDEO
The Specialists
26. Page 45, The Specialists (Specalisterne) was founded by Thorkil Sonne
(www.specialisterne.dk)
104 SOURCES
Famous Travellers
27. Page 48, Wikipedia has been used to find background information on all
the case stories in this chapter
Muhammad Yunus
28. Page 54, Interview with Muhammad Yunus by Charlie Rose, June 5th,
2004 (www.charlierose.com)
29. Page 55, Quotes from The New Heroes, 2005, a production of Oregon
Public Broadcasting and Malone-Grove Productions Inc
Dave Eggers
30. Page 56, Dave Eggers: A Literary Rebel, With Causes by James Ponie-
wozik, Time Magazine, April 18th, 2005
31. Page 56, Dave Eggers: A Literary Rebel, With Causes by James Ponie-
wozik, Time Magazine, April 18th, 2005
32. Page 58, Dave Eggers Gets Real, Lev Grossman, Time Magazine, Oc-
tober 14th, 2002
33. Page 58, from Dave Eggers’ TEDPrize Talk, February 2008
For more reading see www.onceuponaschool.org and www.826valencia.org
Jimmy Wales
35. Page 62, Wikipedia - personal life & education, personal philosophy &
references, Chris Anderson, April 30th, 2006
Natalie Killassy
36. Page 64, Stitch Wise official website: www.stitchwise.co.za.
37. Page 64, Endeavor, South Africa www.endeavor.winontheweb.co.za
For more reading see www.whoswhosa.co.za and www.southafrica.info
Movement
38. Page 66, The Berkana Institute (www.berkana.org)
39. Page 66, Using Emergence to Take Social Innovation to Scale, Margaret
Wheatley and Deborah Frieze, 2006
40. Page 66, Pioneers of Change (www.pioneersofchange.net)
SOURCES 105
41. Page 67, Stanford Graduate School of Business, the Center for Social
Innovation (www.gsb.stanford.edu/csi/)
42. Page 67, Youth Social Enterprize Initiative (www.ysei.org/)
Starting With Me
44. Page 72, Bruce Fairchild Barton, American writer, advertising executive,
th
and politician. (August 5 1886 - July 5th 1967)
Bon Voyage
46. Page 94, Mikhail Gorbachev, leader of the Soviet Union from 1985 un-
til 1991, (March 1931 – )
47. Page 94-95, Deborah Goldblatt, Christer Lidzélius and Tania Ellis all
contributed with these quotes in answer to a request made during the pro-
duction of this book.