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2009年5月1日星期五
GES2009 Opening Keynote: A New Story About Our Generation by Nathaniel Whittemore
In the late 19th century, the United States of America was a society of deep contrasts. On the one hand, the titans of industry had unleashed the power of manufacture and catapulted the young nation to the top of the international economy. The Carnegies and Rockefellers had created wealth on a scale never before seen in human history.
At the same time, America's increasingly urban society heaved under the pressure of low wages, terrible working conditions, overcrowded living, lack of sanitation, and a host of other social issues that ensured that the prosperity of the Gilded Age was only skin deep.
Around the turn of the century, a young woman from Chicago began building what would became Hull House, a type of refuge designed to support the urban poor in a way that treated them like citizens of a common nation rather than wards of an unequal society.
Indeed, Jane Addams, hesitated to call her work "philanthropy." She worried about, as she called it, "an unconscious division of the world into the philanthropists and those to be helped."
The context that she placed her work in was nothing less than democracy itself, because for her, democracy was the force through which the talents, dreams, and passions of all would be unleashed to create a more just, equitable world. Democracy not only enabled but required that everyone have the chance to make the most of their opportunities:
The good we secure for ourselves is precarious and uncertain until it is secured for all of us and incorporated into our common life... we have not yet learned ...that unless all [people] and all classes contribute to a good, we cannot even be sure that it is worth having.
Addams would go on to be one of the leaders of the progressive reform movement that ushered in a more equitable 20th century and would become the first U.S. woman to win the Nobel Peace Prize.
We begin this Global Engagement Summit a century later at a time when the patina has been scratched off of our own Gilded Age. Decades of largely uninhibited growth have indeed created new wealth and helped bring millions out of abject poverty. But as has become clear in the last six months, they have also corroded our understanding of value and our ability - or willingness - to guide the market's invisible hand.
GES begins at a time when no one is quite sure what will happen next or precisely how we will work our way out of crisis. Yet what does seem clear is that the institutions and orthodoxy of the 20th century are not equipped for the century ahead.
We debate education reform policy, but even our functioning schools prepare people for an industrial economy on life support, all too often stifling passion along the way. We elected an upstart president who shouldn't have had a chance, but we still have a toxic political funding system that rots the ability of congress to think beyond the next election cycle. The rhetoric of globalism and human rights are ascendant yet our international institutions are impotent. The question of whether the unregulated free market or the planned welfare state is the best vehicle of freedom and prosperity is largely resolved, and the answer is, of course, neither. The dogmas of the quiet past, are, as Lincoln so poetically put it, simply inadequate for the realities of the stormy present.
The question then becomes, what is next? Why should we hope?
But to quote Addams once again: "What, after all, has maintained the human race on this old globe despite all the calamities of nature and all the tragic failings of mankind, if not faith in new possibilities and courage to advocate them."
I love being alive right now. Right now. Because despite the endless repetition of foreclosures and botched bailouts that cloud our news; despite the very real pain and injustice that remains all to common; despite talent denied the chance to thrive the world over, today is more full of potential, passion, and opportunity than any day before it.
And that's what I want to talk to you about. I want to talk to you about a new way of seeing. I want to talk to you about our collective moment and the commitment and creativity I see bursting from every corner of this planet. I want to tell you a new story about our generation.
In 2004, I found myself in Cairo, Egypt for a semester abroad. It was after 9/11, a year into the Iraq war, and I was skeptical of the dogmatic us, them, clash of civilizations mindset that seemed to be in style. I wanted to see it for myself.
Egypt was not a random location. My parents had visited Jordan, Israel, and Egypt when I was only three, and just after the start of the first intifada. Their stories introduced me not only to the majesty of history, but of our power to destroy - and often to destroy in the name of the good. I would find an Egypt just as confusing.
Almost from the moment I arrived, I loved Egypt. I loved the layers of history embedded in the very buildings themselves; I loved the passion of constant conversation. I loved the cab drivers who consoled me and my American friends the day after George Bush was re-elected.
But at the same time, my Egypt was not just about Pyramids and politics. In 2004, the violence in Darfur had just flared up and I began volunteering with refugees from the horn of Africa as a way to "do my part." It quickly became the most important part of my week. I spent as much time as I could tutoring English at St. Andrews, a small sanctuary from the cacophony of the outside world.
While I was captivated, I was also appalled. There is no place where I've felt the injustice of opportunity denied quite as oppressively as among the refugees of Cairo. Brilliant, talented, compassionate people are left to languish, denied the basic rights of employment and education. An entire generation of Sudanese youth have grown up outside of any systemic support. And if the Egyptian government's treatment of refugees isn't deplorable enough, the rest of the world treats Cairo like a convenient dumping ground, progressively reducing the number of refugees we allow to cross our borders.
It was the first moment that I felt the seemingly immense gap between my desire to do good, and my ability to actually impact global problems.
History is full of moments in which young people, confronted with the immensity of injustice, have paused to wonder just what to do.
In 1785, the world was another place entirely, particularly in the fact that the vast majority of the global population lived in bondage and servitude. Freedom, not slavery, as historian Seymour Drescher put it, was the peculiar institution.
This was the world in which a young Anglican student with fiery red hair entered the most prestigious academic contest of the day, the Cambridge Latin Essay contest. For two months, a twenty five year old Thomas Clarkson researched the ins and the outs of the slave trade, in an attempt to answer whether or not men had a right to keep one another in chains.
He poured himself into the task with ferocity. When complete, his essay railing against the trade won first place. As he rode back from Oxford to London the day after triumphantly receiving the award, he was overcome by the magnitude of what he had learned. Try as he might, he could not just think away his essay as an academic exercise.
As he paused to sit under a tree, he thought to himself with characteristic simplicity: "if the contents of [the] essay were true, it was time some person should see these calamities to their end."
Clarkson would become the key catalyst for the first great wave of the British abolitionist movement, arguably the first mass movement in modern history where people advocated for human rights that were not their own. Against economic self-interest and centuries of history, a motley assortment of Quakers, women, rightless laborers of the early manufacturing class, and former slaves themselves shifted the entire sentiment of a nation. In the scope of just one lifetime, Britain went from the world's largest slave trading nation to global policeman against the trade.
Clarkson was the chief organizer, and as so often happens, was lost to history in favor of heroes with stories more easily told. He was not, for example, the parliamentary voice William Wilberforce, hero of the recent Hollywood production "Amazing Grace." Instead, Clarkson was person who drew all of the strands together, from the theological imperative of the Quakers who were the earliest abolitionists to the movingly articulate stories of former slaves.
He connected them into a movement that resonated with the real lives of people as they were lived. His role was to help people understand their own connection to the injustice and use their particular position to do something about it.
The magnitude of the abolitionists' accomplishment still stands today. As historian Adam Hochschild wrote, "Once awakened, a sense of injustice is something not easily contained." Not only did the first generation of British abolitionists become a model for their American counterparts, they invented or refined virtually all of the techniques of organizing we still use today - from consumer boycotts to traveling exhibits to legislator report cards.
Unfortunately, as I wrestled with frustration in Cairo, I did not yet know about Thomas Clarkson. Instead of looking back for inspiration, I did what it seems so natural for our generation to do. I jumped on Facebook and asked which of my friends had felt the similar contrast between their desire and ability to do good.
By the following summer, those short messages had turned into a full-fledged global exploration. Almost a dozen of my friends and I traveled to, between us, almost forty countries, along the way staying with as many young changemakers and nonprofits as we could.
The trip, which we dubbed "Just Naïve Enough," took me personally to the Balkans, through the Middle East and into East Africa. On the one hand, the stories I heard and the people I met were incredibly inspiring. Students in Serbia, Bosnia and Kosovo trying their best to build their own version of a peaceful pluralistic civil society; Israelis and Arabs of all backgrounds unwilling to accept perpetual violence as the natural state of things; my Cairo refugee friends still struggling against all odds to create meaning in a world of chaos; the citizens of northern Uganda who despite twenty years of the most arbitrary and pointless war still organize themselves to protect and provide the most basic rights and services for their communities; and the Rwandans who after living through one of the most brutal and depraved moments in human history still believe in the capacity of people to be good. These things are inspiring. They give us cause for hope.
But what I felt, more profoundly at the time, I'll admit, was an overwhelming powerlessness. The magnitude of the injustice made me feel small. My mind could hardly grapple with the horror so many of the people I spent time with had seen, making it difficult to truly appreciate, in my guts, their incredible resilience.
When I heard stories like that of the Rwandan mother who, after almost three months of successfully hiding herself and her children, made one final trip to try to find her son fresh fruit rather than the beans he hated, only to be murdered in cold blood for no conscionable reason, it shook my faith in people.
Perhaps hardest of all was the trail of frustration among those young people trying to make a difference. I felt in them, as I had felt myself, the chasm between our desire and ability to change the world. Whether they worked in their home community or adopted community, people recognized that they needed help, support, skills, training, something to really move the dial, but they just didn't know where to get it. And neither did I. I returned from that trip feeling more bleak and pessimistic than ever before.
This was the context in which the Global Engagement Summit was born. What had started as a training event quickly took on a much bigger meaning. I wanted to believe in my generation. I wanted to believe that we were smart enough, self-critical enough, committed enough, pragmatic enough, innovative enough to change the world.
But I still remember feeling so nervous the night before the very first event. My team had poured themselves into building an incredible program, but still I worried. My great fear was not about capacity but about flippancy. I was terrified that these students that we had brought from all over the world would take this as a chance simply to see the city, drink a bit, and congratulate themselves for their wonderful intentions. I worried what this would suggest about my own commitment.
What I found instead was the generation that I had been looking for. That first group of delegates and indeed, each since, were, as I had been, humbled by the magnitude of the poverty, injustice, and inequality in the world. They were clear-eyed about their own limitations, indeed, the limitations of the nonprofit sector on it's own to truly change the structures of oppression that deny talented, passionate people around the world the opportunity to thrive and create meaning.
But from the very bottom of their being, they were unwilling to accept the world as it is as the natural state of things. They were unwilling to accept that injustice should be anything other than aberrational. They were unwilling to accept incapacitation and were hell-bent on discovering the power in themselves and in others to make the world a place where all could thrive. They understood, as Jane Addams did, that in today's world, "Action...is the sole medium of expression for ethics."
These were people like Caitlin Cohen, a student from Brown who has spent the last four years since the very first GES forging alliances between communities, international nonprofits, and the government to create a comprehensive, citizen-led health system in Sikoro, Mali. People like Rolf Garcia-Gallont, a Guatemalan student at Duke who returned to his home country after graduation in order to help train entrepreneurs how to fully harness microcredit to unleash their own potential. People like Hany Amin, who's brother Ramy joins us this year, who sees the very best potential of Egypt, that confusing place where my own journey started, and is working to build equitable health access for the poor.
I have names and stories that could go on literally all night. This is the story of our generation I want to tell. Not because I wish to exalt us for goals we've yet to achieve, nor because I wish to deny the very real forces that make it easy for our generation to feel entitled and disengage.
It's the story I want to tell because it's the story so many of us strive for. There is a Jewish saying, "What is truer than truth? The story." When it comes to who we will be, the more aspirational question of "who we wish to be" often reveals a truth deeper than truth.
The generation I see wants to be the generation that ends genocide, and poverty, that reverses the calamity of global climate change, and ushers in an era in which all have a chance to find their passion and thrive. Will we be that generation?
We have some advantages. There are profound shifts happening in our world, some of which we are driving and some of which we are uniquely positioned to harness to create good.
There is an increasing recognition that disease, poverty, environmental catastrophe and conflict do not respect the lines on the map. The only viable future is a future of global cooperation. Period. The internet has given our generation access to people and ideas from farther away than ever before and as a group, we are predisposed to the sort of collaboration - indeed the physically remote, globally-minded collaboration - so necessary today. When I think of this, I think of the project Ushahidi, an open source, real time crisis mapping tool - designed to dramatically increase our ability to respond to emergencies - currently being built by web developers in Kenya, Saudi Arabia, and of course, Orlando, Florida.
There is an increasing recognition of our collective need for empathy. Part of our new globalism is an understanding that we cannot simply deny injustice perpetrated against someone else as somehow removed and disconnected from ourselves. There are significant signs, such as growing rates of volunteerism and studying abroad, that our generation seeks actively to understand, rather than hide itself from, global plight. When I think of this, I think of my friend Susannah who despite constant doubt and the emotional trauma of seeing continues to fight for rights and resettlement for Cairo's displaced.
Along with this, our general conception of the poor is changing radically, as well. While the dominant paradigm of poverty relief has been for decades, the division of the world into the philanthropists and those to be helped that Addams had worried about, that is increasingly shifting. With a greater opportunity to actually spend time with and learn from those experiencing the problems of poverty and inequality, it becomes harder and harder to explain them away as somehow fundamentally different, or less deserving of the chance to make the most of their own capacities. Young people look more and more to "engagement" opportunities that transcend charitable service.
When I think of this, I think of Kiva, whose president Premal Shah is our closing keynote. Kiva gives average citizens the power to extend the right of credit to small business entrepreneurs around the world, unleashing opportunity and fundamentally shifting the way the rich world views its own relationship with the billions who make up the so-called base of the pyramid.
There is a growing belief that unflinching ideology and orthodoxy of all stripes do not serve us, and that our future lies in a pragmatic, active pluralism. Having grown up with both the idealism of the 60s and the skepticism of the 80s, young Americans are increasingly distrustful of monochromatic views of the world, no matter what perspective they represent. Young people from other parts of the world have seen all too clearly their own forms of hypocrisy and broken promises and tend, at least in my limited experience, to be similarly disinterested in theories that calcify to gospel truth rather than serving solely as guiding principle. When I think of this, I think of my fellows in the social entrepreneurship movement, Alex, Amy, Blair, Aden, Abby, Jacob, Charlie, and more who you'll meet this week, who are moving environmental and social value back to the center of our "business" calculations.
And despite the utterly atrocious state of our national and global education systems; systems which I would argue systematically crush passion and creativity in the name of preparing people for jobs in an antiquated industrial economy; the countervailing power of the internet has helped us become arguably the most creative generation in history. The lowered barrier to production of media - whether it's art, music, language, or video, mean that we are constantly remixing and iterating upon each other's culture in the new global commons. As those who know me or who have spent anytime with my blogs can attest, the latent power of an iterative, creative view of the world fills me with more hope than almost anything else. When I think of this, I think of the GES staff, from Emily and Rajni right down to the nervous freshman who turns up at the activities fair not knowing what to expect, who create an entire subaltern education for themselves, not in the name of grades but in the pursuit of understanding.
But the true power of our generation; the greatest gift of our parents who encouraged us to question authority; the very thing that the cynics will try to tear down at every chance; the single, bedrock element of our generation's particular way of seeing that truly has the power to change things, is our unflinching belief that we can change things.
At the Skoll World Forum for Social Entrepreneurship a few weeks ago, leadership professor Roger Martin argued that the most common characteristic of exceptional leaders - not good leaders, but exceptional leaders - is that when presented with opposing and undesirable options, their tendency is to reject the premise of the choice and find a superior path forward.
Tonight, I told you stories from history for one simple reason. We are - everyone in this room - the inheritors of a legacy that respects no boundaries of race, gender or faith. It is a legacy that does not belong to any single leader or any single movement.
It is the legacy of people who, like Jane Addams, when confronted with magnitude of inequality and humanity's terrible capacity to destroy, refuse to believe that injustice is natural. It is the legacy of people like who have, like Thomas Clarkson had, a sheer, fortitudinal belief in our potential to shape a society driven by the better angels of our nature. It's the legacy of people who despite nights, weeks, even decades of doubt, never stopped believing that they could change the world. While some might call this arrogance, I call it being Just Naïve Enough.
This is our legacy. This is our story. Every day I meet older people, family, friends, mentors, absolutely stunned by how young the members of our movement are. They're so used to the old, tired trade off between passion and selling out; they're used to idealism deferred. They often feel, to quote Bob Dylan, that "People seldom do what they believe in. They do what is convenient, then repent." But cynicism has gone out of fashion, and they're looking to us for leadership. The moment is ours to create.
Our obligation is to find our passion, and to unleash the passion of others. Our responsibility is to remember that systems of oppression were created by people, and so too can people undo them. Our hope is to never stop believing that we can change the world, because we must.
To end with one final quote from Jane Addams: "Our doubts are traitors, and make us lose the good we often might win, by fearing to attempt."
Find your story, and thank you for listening to mine.
At the same time, America's increasingly urban society heaved under the pressure of low wages, terrible working conditions, overcrowded living, lack of sanitation, and a host of other social issues that ensured that the prosperity of the Gilded Age was only skin deep.
Around the turn of the century, a young woman from Chicago began building what would became Hull House, a type of refuge designed to support the urban poor in a way that treated them like citizens of a common nation rather than wards of an unequal society.
Indeed, Jane Addams, hesitated to call her work "philanthropy." She worried about, as she called it, "an unconscious division of the world into the philanthropists and those to be helped."
The context that she placed her work in was nothing less than democracy itself, because for her, democracy was the force through which the talents, dreams, and passions of all would be unleashed to create a more just, equitable world. Democracy not only enabled but required that everyone have the chance to make the most of their opportunities:
The good we secure for ourselves is precarious and uncertain until it is secured for all of us and incorporated into our common life... we have not yet learned ...that unless all [people] and all classes contribute to a good, we cannot even be sure that it is worth having.
Addams would go on to be one of the leaders of the progressive reform movement that ushered in a more equitable 20th century and would become the first U.S. woman to win the Nobel Peace Prize.
We begin this Global Engagement Summit a century later at a time when the patina has been scratched off of our own Gilded Age. Decades of largely uninhibited growth have indeed created new wealth and helped bring millions out of abject poverty. But as has become clear in the last six months, they have also corroded our understanding of value and our ability - or willingness - to guide the market's invisible hand.
GES begins at a time when no one is quite sure what will happen next or precisely how we will work our way out of crisis. Yet what does seem clear is that the institutions and orthodoxy of the 20th century are not equipped for the century ahead.
We debate education reform policy, but even our functioning schools prepare people for an industrial economy on life support, all too often stifling passion along the way. We elected an upstart president who shouldn't have had a chance, but we still have a toxic political funding system that rots the ability of congress to think beyond the next election cycle. The rhetoric of globalism and human rights are ascendant yet our international institutions are impotent. The question of whether the unregulated free market or the planned welfare state is the best vehicle of freedom and prosperity is largely resolved, and the answer is, of course, neither. The dogmas of the quiet past, are, as Lincoln so poetically put it, simply inadequate for the realities of the stormy present.
The question then becomes, what is next? Why should we hope?
But to quote Addams once again: "What, after all, has maintained the human race on this old globe despite all the calamities of nature and all the tragic failings of mankind, if not faith in new possibilities and courage to advocate them."
I love being alive right now. Right now. Because despite the endless repetition of foreclosures and botched bailouts that cloud our news; despite the very real pain and injustice that remains all to common; despite talent denied the chance to thrive the world over, today is more full of potential, passion, and opportunity than any day before it.
And that's what I want to talk to you about. I want to talk to you about a new way of seeing. I want to talk to you about our collective moment and the commitment and creativity I see bursting from every corner of this planet. I want to tell you a new story about our generation.
In 2004, I found myself in Cairo, Egypt for a semester abroad. It was after 9/11, a year into the Iraq war, and I was skeptical of the dogmatic us, them, clash of civilizations mindset that seemed to be in style. I wanted to see it for myself.
Egypt was not a random location. My parents had visited Jordan, Israel, and Egypt when I was only three, and just after the start of the first intifada. Their stories introduced me not only to the majesty of history, but of our power to destroy - and often to destroy in the name of the good. I would find an Egypt just as confusing.
Almost from the moment I arrived, I loved Egypt. I loved the layers of history embedded in the very buildings themselves; I loved the passion of constant conversation. I loved the cab drivers who consoled me and my American friends the day after George Bush was re-elected.
But at the same time, my Egypt was not just about Pyramids and politics. In 2004, the violence in Darfur had just flared up and I began volunteering with refugees from the horn of Africa as a way to "do my part." It quickly became the most important part of my week. I spent as much time as I could tutoring English at St. Andrews, a small sanctuary from the cacophony of the outside world.
While I was captivated, I was also appalled. There is no place where I've felt the injustice of opportunity denied quite as oppressively as among the refugees of Cairo. Brilliant, talented, compassionate people are left to languish, denied the basic rights of employment and education. An entire generation of Sudanese youth have grown up outside of any systemic support. And if the Egyptian government's treatment of refugees isn't deplorable enough, the rest of the world treats Cairo like a convenient dumping ground, progressively reducing the number of refugees we allow to cross our borders.
It was the first moment that I felt the seemingly immense gap between my desire to do good, and my ability to actually impact global problems.
History is full of moments in which young people, confronted with the immensity of injustice, have paused to wonder just what to do.
In 1785, the world was another place entirely, particularly in the fact that the vast majority of the global population lived in bondage and servitude. Freedom, not slavery, as historian Seymour Drescher put it, was the peculiar institution.
This was the world in which a young Anglican student with fiery red hair entered the most prestigious academic contest of the day, the Cambridge Latin Essay contest. For two months, a twenty five year old Thomas Clarkson researched the ins and the outs of the slave trade, in an attempt to answer whether or not men had a right to keep one another in chains.
He poured himself into the task with ferocity. When complete, his essay railing against the trade won first place. As he rode back from Oxford to London the day after triumphantly receiving the award, he was overcome by the magnitude of what he had learned. Try as he might, he could not just think away his essay as an academic exercise.
As he paused to sit under a tree, he thought to himself with characteristic simplicity: "if the contents of [the] essay were true, it was time some person should see these calamities to their end."
Clarkson would become the key catalyst for the first great wave of the British abolitionist movement, arguably the first mass movement in modern history where people advocated for human rights that were not their own. Against economic self-interest and centuries of history, a motley assortment of Quakers, women, rightless laborers of the early manufacturing class, and former slaves themselves shifted the entire sentiment of a nation. In the scope of just one lifetime, Britain went from the world's largest slave trading nation to global policeman against the trade.
Clarkson was the chief organizer, and as so often happens, was lost to history in favor of heroes with stories more easily told. He was not, for example, the parliamentary voice William Wilberforce, hero of the recent Hollywood production "Amazing Grace." Instead, Clarkson was person who drew all of the strands together, from the theological imperative of the Quakers who were the earliest abolitionists to the movingly articulate stories of former slaves.
He connected them into a movement that resonated with the real lives of people as they were lived. His role was to help people understand their own connection to the injustice and use their particular position to do something about it.
The magnitude of the abolitionists' accomplishment still stands today. As historian Adam Hochschild wrote, "Once awakened, a sense of injustice is something not easily contained." Not only did the first generation of British abolitionists become a model for their American counterparts, they invented or refined virtually all of the techniques of organizing we still use today - from consumer boycotts to traveling exhibits to legislator report cards.
Unfortunately, as I wrestled with frustration in Cairo, I did not yet know about Thomas Clarkson. Instead of looking back for inspiration, I did what it seems so natural for our generation to do. I jumped on Facebook and asked which of my friends had felt the similar contrast between their desire and ability to do good.
By the following summer, those short messages had turned into a full-fledged global exploration. Almost a dozen of my friends and I traveled to, between us, almost forty countries, along the way staying with as many young changemakers and nonprofits as we could.
The trip, which we dubbed "Just Naïve Enough," took me personally to the Balkans, through the Middle East and into East Africa. On the one hand, the stories I heard and the people I met were incredibly inspiring. Students in Serbia, Bosnia and Kosovo trying their best to build their own version of a peaceful pluralistic civil society; Israelis and Arabs of all backgrounds unwilling to accept perpetual violence as the natural state of things; my Cairo refugee friends still struggling against all odds to create meaning in a world of chaos; the citizens of northern Uganda who despite twenty years of the most arbitrary and pointless war still organize themselves to protect and provide the most basic rights and services for their communities; and the Rwandans who after living through one of the most brutal and depraved moments in human history still believe in the capacity of people to be good. These things are inspiring. They give us cause for hope.
But what I felt, more profoundly at the time, I'll admit, was an overwhelming powerlessness. The magnitude of the injustice made me feel small. My mind could hardly grapple with the horror so many of the people I spent time with had seen, making it difficult to truly appreciate, in my guts, their incredible resilience.
When I heard stories like that of the Rwandan mother who, after almost three months of successfully hiding herself and her children, made one final trip to try to find her son fresh fruit rather than the beans he hated, only to be murdered in cold blood for no conscionable reason, it shook my faith in people.
Perhaps hardest of all was the trail of frustration among those young people trying to make a difference. I felt in them, as I had felt myself, the chasm between our desire and ability to change the world. Whether they worked in their home community or adopted community, people recognized that they needed help, support, skills, training, something to really move the dial, but they just didn't know where to get it. And neither did I. I returned from that trip feeling more bleak and pessimistic than ever before.
This was the context in which the Global Engagement Summit was born. What had started as a training event quickly took on a much bigger meaning. I wanted to believe in my generation. I wanted to believe that we were smart enough, self-critical enough, committed enough, pragmatic enough, innovative enough to change the world.
But I still remember feeling so nervous the night before the very first event. My team had poured themselves into building an incredible program, but still I worried. My great fear was not about capacity but about flippancy. I was terrified that these students that we had brought from all over the world would take this as a chance simply to see the city, drink a bit, and congratulate themselves for their wonderful intentions. I worried what this would suggest about my own commitment.
What I found instead was the generation that I had been looking for. That first group of delegates and indeed, each since, were, as I had been, humbled by the magnitude of the poverty, injustice, and inequality in the world. They were clear-eyed about their own limitations, indeed, the limitations of the nonprofit sector on it's own to truly change the structures of oppression that deny talented, passionate people around the world the opportunity to thrive and create meaning.
But from the very bottom of their being, they were unwilling to accept the world as it is as the natural state of things. They were unwilling to accept that injustice should be anything other than aberrational. They were unwilling to accept incapacitation and were hell-bent on discovering the power in themselves and in others to make the world a place where all could thrive. They understood, as Jane Addams did, that in today's world, "Action...is the sole medium of expression for ethics."
These were people like Caitlin Cohen, a student from Brown who has spent the last four years since the very first GES forging alliances between communities, international nonprofits, and the government to create a comprehensive, citizen-led health system in Sikoro, Mali. People like Rolf Garcia-Gallont, a Guatemalan student at Duke who returned to his home country after graduation in order to help train entrepreneurs how to fully harness microcredit to unleash their own potential. People like Hany Amin, who's brother Ramy joins us this year, who sees the very best potential of Egypt, that confusing place where my own journey started, and is working to build equitable health access for the poor.
I have names and stories that could go on literally all night. This is the story of our generation I want to tell. Not because I wish to exalt us for goals we've yet to achieve, nor because I wish to deny the very real forces that make it easy for our generation to feel entitled and disengage.
It's the story I want to tell because it's the story so many of us strive for. There is a Jewish saying, "What is truer than truth? The story." When it comes to who we will be, the more aspirational question of "who we wish to be" often reveals a truth deeper than truth.
The generation I see wants to be the generation that ends genocide, and poverty, that reverses the calamity of global climate change, and ushers in an era in which all have a chance to find their passion and thrive. Will we be that generation?
We have some advantages. There are profound shifts happening in our world, some of which we are driving and some of which we are uniquely positioned to harness to create good.
There is an increasing recognition that disease, poverty, environmental catastrophe and conflict do not respect the lines on the map. The only viable future is a future of global cooperation. Period. The internet has given our generation access to people and ideas from farther away than ever before and as a group, we are predisposed to the sort of collaboration - indeed the physically remote, globally-minded collaboration - so necessary today. When I think of this, I think of the project Ushahidi, an open source, real time crisis mapping tool - designed to dramatically increase our ability to respond to emergencies - currently being built by web developers in Kenya, Saudi Arabia, and of course, Orlando, Florida.
There is an increasing recognition of our collective need for empathy. Part of our new globalism is an understanding that we cannot simply deny injustice perpetrated against someone else as somehow removed and disconnected from ourselves. There are significant signs, such as growing rates of volunteerism and studying abroad, that our generation seeks actively to understand, rather than hide itself from, global plight. When I think of this, I think of my friend Susannah who despite constant doubt and the emotional trauma of seeing continues to fight for rights and resettlement for Cairo's displaced.
Along with this, our general conception of the poor is changing radically, as well. While the dominant paradigm of poverty relief has been for decades, the division of the world into the philanthropists and those to be helped that Addams had worried about, that is increasingly shifting. With a greater opportunity to actually spend time with and learn from those experiencing the problems of poverty and inequality, it becomes harder and harder to explain them away as somehow fundamentally different, or less deserving of the chance to make the most of their own capacities. Young people look more and more to "engagement" opportunities that transcend charitable service.
When I think of this, I think of Kiva, whose president Premal Shah is our closing keynote. Kiva gives average citizens the power to extend the right of credit to small business entrepreneurs around the world, unleashing opportunity and fundamentally shifting the way the rich world views its own relationship with the billions who make up the so-called base of the pyramid.
There is a growing belief that unflinching ideology and orthodoxy of all stripes do not serve us, and that our future lies in a pragmatic, active pluralism. Having grown up with both the idealism of the 60s and the skepticism of the 80s, young Americans are increasingly distrustful of monochromatic views of the world, no matter what perspective they represent. Young people from other parts of the world have seen all too clearly their own forms of hypocrisy and broken promises and tend, at least in my limited experience, to be similarly disinterested in theories that calcify to gospel truth rather than serving solely as guiding principle. When I think of this, I think of my fellows in the social entrepreneurship movement, Alex, Amy, Blair, Aden, Abby, Jacob, Charlie, and more who you'll meet this week, who are moving environmental and social value back to the center of our "business" calculations.
And despite the utterly atrocious state of our national and global education systems; systems which I would argue systematically crush passion and creativity in the name of preparing people for jobs in an antiquated industrial economy; the countervailing power of the internet has helped us become arguably the most creative generation in history. The lowered barrier to production of media - whether it's art, music, language, or video, mean that we are constantly remixing and iterating upon each other's culture in the new global commons. As those who know me or who have spent anytime with my blogs can attest, the latent power of an iterative, creative view of the world fills me with more hope than almost anything else. When I think of this, I think of the GES staff, from Emily and Rajni right down to the nervous freshman who turns up at the activities fair not knowing what to expect, who create an entire subaltern education for themselves, not in the name of grades but in the pursuit of understanding.
But the true power of our generation; the greatest gift of our parents who encouraged us to question authority; the very thing that the cynics will try to tear down at every chance; the single, bedrock element of our generation's particular way of seeing that truly has the power to change things, is our unflinching belief that we can change things.
At the Skoll World Forum for Social Entrepreneurship a few weeks ago, leadership professor Roger Martin argued that the most common characteristic of exceptional leaders - not good leaders, but exceptional leaders - is that when presented with opposing and undesirable options, their tendency is to reject the premise of the choice and find a superior path forward.
Tonight, I told you stories from history for one simple reason. We are - everyone in this room - the inheritors of a legacy that respects no boundaries of race, gender or faith. It is a legacy that does not belong to any single leader or any single movement.
It is the legacy of people who, like Jane Addams, when confronted with magnitude of inequality and humanity's terrible capacity to destroy, refuse to believe that injustice is natural. It is the legacy of people like who have, like Thomas Clarkson had, a sheer, fortitudinal belief in our potential to shape a society driven by the better angels of our nature. It's the legacy of people who despite nights, weeks, even decades of doubt, never stopped believing that they could change the world. While some might call this arrogance, I call it being Just Naïve Enough.
This is our legacy. This is our story. Every day I meet older people, family, friends, mentors, absolutely stunned by how young the members of our movement are. They're so used to the old, tired trade off between passion and selling out; they're used to idealism deferred. They often feel, to quote Bob Dylan, that "People seldom do what they believe in. They do what is convenient, then repent." But cynicism has gone out of fashion, and they're looking to us for leadership. The moment is ours to create.
Our obligation is to find our passion, and to unleash the passion of others. Our responsibility is to remember that systems of oppression were created by people, and so too can people undo them. Our hope is to never stop believing that we can change the world, because we must.
To end with one final quote from Jane Addams: "Our doubts are traitors, and make us lose the good we often might win, by fearing to attempt."
Find your story, and thank you for listening to mine.
宜家的尝试
置之死地而后生的情况时有发生。9年前，当瑞典家具公司宜家(Ikea)受到关于使用童工的质疑时，其负责人决定，公司不应回避这个问题，而应该积极应对。与一些慈善机构讨论后，他们向联合国儿童基金会(Unicef)做出一个长期财政支持的承诺，迄今为止共向该基金会捐献了1.8亿美元。
宜家的尝试
宜家社会事务机构(IKEA Social Initiative)最初侧重于在印度北方邦(Uttar Pradesh)东部地区的社会发展、卫生和教育工作，特别是推动妇女在经济上有所发展。500个村庄的2万多名妇女都参与了他们推出的发展计划。九年后的今天，这些妇女中一些人开了茶叶店，另一些开了面粉厂，有2000人受聘为刺绣工，为一个重要的西方公司??宜家本身制作产品。
“那时我们的想法是，我们可以生产某些产品，表明……她们可以帮助自己，”宜家社会事务机构负责人玛丽安?巴纳(Marianne Barner)说。 2005年，该公司派出两名设计师前往印度，与当地妇女一起工作，设计一款适合让她们制作的家居产品，这一项目产生了一系列名为Grindtorp的靠垫套。本月初，该机构还推出了一套由荷兰设计师海拉?容格里斯(Hella Jongerius)设计的民间故事壁挂， 由200名刚学会刺绣技能的妇女制作而成。“这是作为一个正常的业务在运营，它们被分包给我们的一个供应商，”巴纳说。 “这些产品都非常受欢迎。它们背后都有一个故事，我想那会让人们产生兴趣。”
“援助工匠”项目
诸多大型家具企业都在尝试，试图将企业道德和发展中国家手工艺品的美感融合在它们提供的产品之中，宜家并不是第一家这么做的公司。30多年来，非政府组织“援助工匠”(Aid to Artisans)，已帮助制造商和设计师与从非洲到亚洲的各地工人建立起非剥削性的工作关系。最近，它帮助美国家居连锁企业West Elm针对印度卡迪（手织）丝绸的生产和采购，创建了一个符合商业道德的框架模式。这个模式非常成功，以至于该公司将第二笔订单从4万美元调高至7万美元。
根据“援助工匠”组织营销主管科琳?彭德尔顿(Colleen Pendleton)，如今市场对传统技能和材料有一种真正的兴趣。“我认为，原因在于消费者感觉自己非常脆弱，他们希望通过他们的购买力显示他们在乎一些东西，”她说。“有一种朝简单化发展的驱动力。工匠产品是一种声明，关于保持独特性存在，关于文化多样性，关于不失去自己的声明。消费者们对此有一种共鸣。”
手工艺品受西方欢迎
这已经超出了企业道德的范畴，荷兰出生的设计师陶德?伯恩切(Tord Boontje)说，他的作品一直对图解民间传说有浓厚兴趣。“50年前商店里有很多手工产品。现在，人们开始意识到，清洁、现代的设计产品已变成塑料、乏味和无名的代名词；人们意识到，我们失去了一些东西，”他说。
2004年，Artecnica工作室推出伯恩切屡获大奖的作品“仲夏夜之灯”(Midsummer Light)。就在这一年，他开始与巴西一个名为Coopa-Roca的妇女团体合作。这一合作带来了一款灯罩设计-“风雨晴”(Come Rain Come Shine)??其特点在于传统的刺绣加上一组绳索编织物环绕在一个圆形金属框架上。伯恩切让Artecnica将这一设计转化成了商业产品。
这倒并非没有先例的??就在前一年，这家总部设在加州的公司已将埃因霍温设计学院的学生派往巴西，与手工艺者一起合作。但是，把合作设计转化为可行商业产品的尝试失败了。“价格确实很高，我们不是可以提出如此高价格的公司，”Artecnica的艺术总监塔米妮?贾瓦巴克特(Tahmineh Javanbakht)回忆说。“市场还没有准备好。工匠们还没有真正开始经商；他们没有后勤物流，甚至简单到包装或填写商业发票都不行。”
但尽管如此，当伯恩切与他们接洽时，公司管理人员感觉到，他们知道了要避免的陷阱在哪里，于是愿意再次尝试这样的计划，而这一次也有了大牌设计师的帮助。事实证明，新款灯具非常成功，奠定了Artecnica“用心设计”(Design with Conscience)系列的基础，现在已有来自容格里斯、费尔南多(Fernando)、汉博托?坎帕纳(Humberto Campana)和斯蒂芬?伯克斯(Stephen Burks)以及伯恩切等人的作品。所有这些作品都由南非、越南、中美洲和南美洲的工匠参与和制作。
伯恩切在这一类作品中的最新一款名为“女巫的厨房”，一套基于传统哥伦比亚黑陶罐的厨具，印有当地的叶子和花朵，并面向现代市场进行了再加工。例如，由于罐子现在更有可能被放在烤箱里而不是吊挂在明火上，他改变了把手的设计，使它们更容易被抓取。
“当我们开始时，人们持怀疑态度，他们说，这项计划只是一个嬉皮士式的利基市场，” 贾瓦巴克特说。但是，“在三年前不可想象的是，现在有人愿意将SUV车折旧换成小型混合动力汽车，但现在汽油价格使之成为了可能；五年前，天然有机食品是一个非常小众的市场，但现在Wholefoods已成为美国最强大的连锁店之一。兴趣会伴随认识加深而来。”
“这正是我们放眼欧洲以外寻找灵感和开拓业务的时候，”在纽约办公的伯克斯补充说，“不需要任何类型的区分。我的生活方式和我感兴趣的产品，都有不同的来源：我可能有一个丹麦沙发和一个英国搁架以及无数的个性化小物件……如果我们周游世界，我们就会认识到，到处都是以不同方式做东西的人。”
伯克斯在2005年首次与南非工匠合作，为意大利品牌米索尼(Missoni)制作了一系列以拼贴画覆盖的花瓶。两年后，通过“援助工匠”和Artecnica，他创作了一款名为Tatu的网架咖啡桌，这个桌子可以分解成一个碗、一个盘子和一个篮子。去年，他和卡佩里尼(Cappellini)合作，推出了一系列名为“Cappellini Love”的新作品，第一批作品中包括由切碎的杂志做成的桌子，由马赛克瓷砖和硅做成的花瓶和碗，它们都是在南方的一个妇女社区中心开发和生产的。
他说，他看到了这种合作的广阔前景，因为它们兼具商业和社会道德意义。“在高端设计的世界里，作品的出产数量不像大众设计产品一样多，因此在手工制作和面向特定市场销售之间有可能找到一个平衡点，”他解释说。
朱利?卡佩里尼(Giulio Cappellini)是其同名意大利家具公司的创始人，他也同意这一观点。“如今推出一种新的产品造型已不是那么有趣，以手工材料打造旧的造型更容易吸引人，”他说。除了和伯克斯合作“Cappellini Love”系列外，他已邀请印度两个工匠对公司现有产品中汤姆•迪克森(Tom Dixon)和贾斯珀?莫里森(Jasper Morrison)等设计师的经典作品进行再加工。“我们可以将现代设计的精髓应用到那些没有设计的国家中的手工生产中去。”
这些项目的吸引力也与欧洲找不到平价的大师级工匠有关。卡佩里尼是主动采取了一种创造性的处理办法，而其它人则是被迫外包；去年有报道说，瓷器制造商皇家哥本哈根(Royal Copenhagen)正将几乎全部生产都转移到泰国去。
与此同时，在发展中国家，这个问题多少有些好运降临到他们头上的味道。例如，南非设计师霍尔丹?马丁(Haldane Martin)说，虽然在他的工作中良心的因素很大，但他尝试当地的工匠技艺的主要原因在于，他没有其它的现代制造业选择。“我不反感高科技，但我们在这里接触不到多少，”他解释说。“我不认为低技术是解决世界上问题的答案??我们不能开历史倒车??但在特定环境下，我发现旧的技术也可以被恰当地呈现。”
他也从实际操作中发现，商业应用对于不让传统技能失传是多么的重要。拿他的“祖鲁妈妈椅”(Zulu Mama chair)来说，这种椅子结合了土著居民的编织技术和现代不锈钢基座，他得创建一个单独的企业来培训工人，这些工人如今正面向国际市场制作产品。但是这种做法的好处??社会意义和财务意义上??均十分重大。“我们仍然是一个小企业，但它的确创造了一定程度的民族自豪感。该产品具有全球性的设计语汇，但它们从一开始就包含了当地的风格。我们向世界其它地方展现一点：我们可以制造美丽的物品。”
发展中国家的设计工业
事实上，所有人都希望，最终将是更多发展中世界的企业家??而不是非政府组织或企业赞助商??去开发利用自己同胞的才华。“如果我们非洲生产者和工匠们能够组建自己到私人企业，那将产生更大的影响，”家具生产商彼得?玛比奥(Peter Mabeo)在他位于博茨瓦纳首都哈博罗内的工作室中说。
像马丁一样，他自己已经迈出了第一步。1997年，在仅仅具备基础绘图水平的情况下，他创办了自己的企业，为本地酒店业定制产品，但随着其工作室生产标准和技能的不断提高，他决定寻找一个欧洲或北美的合作伙伴，来生产 “既反映了博茨瓦纳特征，也适用于其它任何地方的”一系列产品 。
2006年，他推出了一款由多伦多设计师帕蒂?约翰逊(Patty Johnson)设计的产品，该系列产品现在由美国零售商Design Within Reach复制销售。“它已经超出了我们的预期，”他说。“我们的起点很低，但我们已经用原始的机械和未经正式训练的工匠产生了国际影响。”
他的公司目前正在进行其它类似的项目，他相信，这种合作能够产生影响极大的变化。“环境已经不同类，”他说。“现在需要耐心和创新。但设计师”??或许他应该加上雇佣设计师的公司高管??“都是非常实际的人。”
宜家的尝试
宜家社会事务机构(IKEA Social Initiative)最初侧重于在印度北方邦(Uttar Pradesh)东部地区的社会发展、卫生和教育工作，特别是推动妇女在经济上有所发展。500个村庄的2万多名妇女都参与了他们推出的发展计划。九年后的今天，这些妇女中一些人开了茶叶店，另一些开了面粉厂，有2000人受聘为刺绣工，为一个重要的西方公司??宜家本身制作产品。
“那时我们的想法是，我们可以生产某些产品，表明……她们可以帮助自己，”宜家社会事务机构负责人玛丽安?巴纳(Marianne Barner)说。 2005年，该公司派出两名设计师前往印度，与当地妇女一起工作，设计一款适合让她们制作的家居产品，这一项目产生了一系列名为Grindtorp的靠垫套。本月初，该机构还推出了一套由荷兰设计师海拉?容格里斯(Hella Jongerius)设计的民间故事壁挂， 由200名刚学会刺绣技能的妇女制作而成。“这是作为一个正常的业务在运营，它们被分包给我们的一个供应商，”巴纳说。 “这些产品都非常受欢迎。它们背后都有一个故事，我想那会让人们产生兴趣。”
“援助工匠”项目
诸多大型家具企业都在尝试，试图将企业道德和发展中国家手工艺品的美感融合在它们提供的产品之中，宜家并不是第一家这么做的公司。30多年来，非政府组织“援助工匠”(Aid to Artisans)，已帮助制造商和设计师与从非洲到亚洲的各地工人建立起非剥削性的工作关系。最近，它帮助美国家居连锁企业West Elm针对印度卡迪（手织）丝绸的生产和采购，创建了一个符合商业道德的框架模式。这个模式非常成功，以至于该公司将第二笔订单从4万美元调高至7万美元。
根据“援助工匠”组织营销主管科琳?彭德尔顿(Colleen Pendleton)，如今市场对传统技能和材料有一种真正的兴趣。“我认为，原因在于消费者感觉自己非常脆弱，他们希望通过他们的购买力显示他们在乎一些东西，”她说。“有一种朝简单化发展的驱动力。工匠产品是一种声明，关于保持独特性存在，关于文化多样性，关于不失去自己的声明。消费者们对此有一种共鸣。”
手工艺品受西方欢迎
这已经超出了企业道德的范畴，荷兰出生的设计师陶德?伯恩切(Tord Boontje)说，他的作品一直对图解民间传说有浓厚兴趣。“50年前商店里有很多手工产品。现在，人们开始意识到，清洁、现代的设计产品已变成塑料、乏味和无名的代名词；人们意识到，我们失去了一些东西，”他说。
2004年，Artecnica工作室推出伯恩切屡获大奖的作品“仲夏夜之灯”(Midsummer Light)。就在这一年，他开始与巴西一个名为Coopa-Roca的妇女团体合作。这一合作带来了一款灯罩设计-“风雨晴”(Come Rain Come Shine)??其特点在于传统的刺绣加上一组绳索编织物环绕在一个圆形金属框架上。伯恩切让Artecnica将这一设计转化成了商业产品。
这倒并非没有先例的??就在前一年，这家总部设在加州的公司已将埃因霍温设计学院的学生派往巴西，与手工艺者一起合作。但是，把合作设计转化为可行商业产品的尝试失败了。“价格确实很高，我们不是可以提出如此高价格的公司，”Artecnica的艺术总监塔米妮?贾瓦巴克特(Tahmineh Javanbakht)回忆说。“市场还没有准备好。工匠们还没有真正开始经商；他们没有后勤物流，甚至简单到包装或填写商业发票都不行。”
但尽管如此，当伯恩切与他们接洽时，公司管理人员感觉到，他们知道了要避免的陷阱在哪里，于是愿意再次尝试这样的计划，而这一次也有了大牌设计师的帮助。事实证明，新款灯具非常成功，奠定了Artecnica“用心设计”(Design with Conscience)系列的基础，现在已有来自容格里斯、费尔南多(Fernando)、汉博托?坎帕纳(Humberto Campana)和斯蒂芬?伯克斯(Stephen Burks)以及伯恩切等人的作品。所有这些作品都由南非、越南、中美洲和南美洲的工匠参与和制作。
伯恩切在这一类作品中的最新一款名为“女巫的厨房”，一套基于传统哥伦比亚黑陶罐的厨具，印有当地的叶子和花朵，并面向现代市场进行了再加工。例如，由于罐子现在更有可能被放在烤箱里而不是吊挂在明火上，他改变了把手的设计，使它们更容易被抓取。
“当我们开始时，人们持怀疑态度，他们说，这项计划只是一个嬉皮士式的利基市场，” 贾瓦巴克特说。但是，“在三年前不可想象的是，现在有人愿意将SUV车折旧换成小型混合动力汽车，但现在汽油价格使之成为了可能；五年前，天然有机食品是一个非常小众的市场，但现在Wholefoods已成为美国最强大的连锁店之一。兴趣会伴随认识加深而来。”
“这正是我们放眼欧洲以外寻找灵感和开拓业务的时候，”在纽约办公的伯克斯补充说，“不需要任何类型的区分。我的生活方式和我感兴趣的产品，都有不同的来源：我可能有一个丹麦沙发和一个英国搁架以及无数的个性化小物件……如果我们周游世界，我们就会认识到，到处都是以不同方式做东西的人。”
伯克斯在2005年首次与南非工匠合作，为意大利品牌米索尼(Missoni)制作了一系列以拼贴画覆盖的花瓶。两年后，通过“援助工匠”和Artecnica，他创作了一款名为Tatu的网架咖啡桌，这个桌子可以分解成一个碗、一个盘子和一个篮子。去年，他和卡佩里尼(Cappellini)合作，推出了一系列名为“Cappellini Love”的新作品，第一批作品中包括由切碎的杂志做成的桌子，由马赛克瓷砖和硅做成的花瓶和碗，它们都是在南方的一个妇女社区中心开发和生产的。
他说，他看到了这种合作的广阔前景，因为它们兼具商业和社会道德意义。“在高端设计的世界里，作品的出产数量不像大众设计产品一样多，因此在手工制作和面向特定市场销售之间有可能找到一个平衡点，”他解释说。
朱利?卡佩里尼(Giulio Cappellini)是其同名意大利家具公司的创始人，他也同意这一观点。“如今推出一种新的产品造型已不是那么有趣，以手工材料打造旧的造型更容易吸引人，”他说。除了和伯克斯合作“Cappellini Love”系列外，他已邀请印度两个工匠对公司现有产品中汤姆•迪克森(Tom Dixon)和贾斯珀?莫里森(Jasper Morrison)等设计师的经典作品进行再加工。“我们可以将现代设计的精髓应用到那些没有设计的国家中的手工生产中去。”
这些项目的吸引力也与欧洲找不到平价的大师级工匠有关。卡佩里尼是主动采取了一种创造性的处理办法，而其它人则是被迫外包；去年有报道说，瓷器制造商皇家哥本哈根(Royal Copenhagen)正将几乎全部生产都转移到泰国去。
与此同时，在发展中国家，这个问题多少有些好运降临到他们头上的味道。例如，南非设计师霍尔丹?马丁(Haldane Martin)说，虽然在他的工作中良心的因素很大，但他尝试当地的工匠技艺的主要原因在于，他没有其它的现代制造业选择。“我不反感高科技，但我们在这里接触不到多少，”他解释说。“我不认为低技术是解决世界上问题的答案??我们不能开历史倒车??但在特定环境下，我发现旧的技术也可以被恰当地呈现。”
他也从实际操作中发现，商业应用对于不让传统技能失传是多么的重要。拿他的“祖鲁妈妈椅”(Zulu Mama chair)来说，这种椅子结合了土著居民的编织技术和现代不锈钢基座，他得创建一个单独的企业来培训工人，这些工人如今正面向国际市场制作产品。但是这种做法的好处??社会意义和财务意义上??均十分重大。“我们仍然是一个小企业，但它的确创造了一定程度的民族自豪感。该产品具有全球性的设计语汇，但它们从一开始就包含了当地的风格。我们向世界其它地方展现一点：我们可以制造美丽的物品。”
发展中国家的设计工业
事实上，所有人都希望，最终将是更多发展中世界的企业家??而不是非政府组织或企业赞助商??去开发利用自己同胞的才华。“如果我们非洲生产者和工匠们能够组建自己到私人企业，那将产生更大的影响，”家具生产商彼得?玛比奥(Peter Mabeo)在他位于博茨瓦纳首都哈博罗内的工作室中说。
像马丁一样，他自己已经迈出了第一步。1997年，在仅仅具备基础绘图水平的情况下，他创办了自己的企业，为本地酒店业定制产品，但随着其工作室生产标准和技能的不断提高，他决定寻找一个欧洲或北美的合作伙伴，来生产 “既反映了博茨瓦纳特征，也适用于其它任何地方的”一系列产品 。
2006年，他推出了一款由多伦多设计师帕蒂?约翰逊(Patty Johnson)设计的产品，该系列产品现在由美国零售商Design Within Reach复制销售。“它已经超出了我们的预期，”他说。“我们的起点很低，但我们已经用原始的机械和未经正式训练的工匠产生了国际影响。”
他的公司目前正在进行其它类似的项目，他相信，这种合作能够产生影响极大的变化。“环境已经不同类，”他说。“现在需要耐心和创新。但设计师”??或许他应该加上雇佣设计师的公司高管??“都是非常实际的人。”
又是创业时代
在目前一些人只看到黯淡的地方，创业者却发现了机会。当避险人士撤出市场时，勇敢的企业领袖将继续前进。《经济学人》(The Economist)本月发表的一份热情洋溢的特别报告预计，创业者将迎来新的黄金时代，报告还宣布创业的时机已经成熟，其“成功”已是确定无疑。但当首席执行官和其他高级管理人员审视其公司内部时，他们是否看到大量（失望的）创业者正热切地等待提出想法？对此我有些怀疑。即便创业者提出了想法，企业领袖对于在这个时候鼓励创建新企业、减少投资的想法满意吗？
“企业倾向于以矛盾的心态看待他们的企业家。”伦敦商学院(LBS)战略和国际管理教授朱利安•伯金肖(Julian Birkinshaw)表示，“原则上来说，他们怀有巨大的热情，实际上，他们可能还充满极大的怀疑。人们想知道帝国大厦能否持续，或者提出的想法是否确实有些自吹自擂。在最坏的情况下，人们可能担心，这是彻头彻尾的欺骗。”
在《风险投资》(Inventuring)（2003年出版）一书中，伯金肖解释了通过鼓励企业内部创业活动，企业必须得到什么。他举了一个聪明的例子（如果现在看来有点过时的话）：假设一位高管乘坐英国维珍航空公司(Virgin Atlantic)的航班抵达希思罗机场(Heathrow Airport)。在乘坐希思罗机场快线(Heathrow Express)进城时，他用爱立信(Ericsson)手机给办公室打电话，然后用IBM笔记本在Tesco.com上购物，并通过Egg信用卡付账。
要不是母公司??维珍(Virgin)、机场管理局(BAA)、爱立信、IBM、特易购(Tesco)和保诚保险(Prudential)??勇于创建新的企业，那么上述活动就无法进行。如果对新创意设置过高的障碍，那些宝贵的企业家梦想将会受挫。
在《哈佛商业评论》(Harvard Business Review) 1999年发表的一篇名为《将硅谷精神带进企业内部》(Bringing Silicon Valley Inside)的文章中，加里•哈默尔(Gary Hamel)写道：“管理者守护，企业家创造。”“正视它吧，”他补充道，“在某个修车厂，一位创业者正在制造一颗子弹，上面有你公司的名字。”
哈默尔教授撰写这篇著名文章的部分原因是，企业界不愿从当时流行的“新经济”中吸取教训，这让他感到失望。随后互联网泡沫的破裂使得商业人士对其所谓的好处深感怀疑。
如果重新阅读这篇文章，去掉一些更为过分的观点，你还会对企业未能支持新创意的情况得到一些简洁清楚的认识。
“大公司不是市场，它们等级森严。”哈默尔写道，“处于最顶端的那些公司决定着资金的去向。非传统想法被迫曲折地沿着企业金字塔向上攀登……你希望尝试一些新的、超出范围、挑战现状的想法？祝你好运……但在对投资全新业务模式或对现有模式做出根本性改变的益处做出判断方面，管理层的老将们通常并非最佳人选。”
10年后，哈默尔最初的一些理念在《经济学人》这篇高度乐观的报告中得到了体现。但有关企业家精神复苏的言论并非欺骗。很明显，快速发展的中国和印度两大经济体可以自夸拥有大量初创企业和充满激情的企业缔造者。同时在发达国家，我们也可以在一个意料之外的领域??商学院??发现充满希望的迹象。
商学院学生曾经认为关于企业家精神的课程并不重要，几乎看不起它们，如今，它们却成为了学生们选课最多的课程。商学院会自豪地谈起一些校友在毕业仅仅几年后就开始经营自己的公司（和越来越多的社会企业）。
在伦敦商学院上周举行的一个早餐会上，我感受到了这一点。正如一位最近毕业的MBA与会者指出的那样，虽然同时代的一些人可能遵循在从商学院毕业后进入投行或战略咨询行业的传统路线，但创建自己的公司意味着把自己接受的商业教育和培训更多地付诸实践。市场营销、金融、领导力、战略以及组织行为：所有这些旧的课堂笔记都会派得上用场。但他的同学不一定如此。
企业怎么能做不可能的事，在鼓励冒险的同时又避免鲁莽呢？实际上，方法是把硅谷精神，或我们所说的风险资本纪律引入公司内部。
“在从外部世界筹集资金之前，你必须与数家风险投资公司会面，”伦敦商学院的伯金肖表示，“企业需要建立一个有效的过滤机制，拒绝糟糕的创意，只让那些优秀的创意通过。不管有没有这种机制，企业创业者都应成功，而不是因为这种机制才能成功。”
对一个真正的创业者而言，这听起来像是某种不可能克服的挑战。
CSR从哪里出发
对竞争环境中的改善最有可能强化公司的竞争优势，改善环境的行动越具体，企业就越有可能实现目标
不要忽视消费者的强大力量。在Google上搜索一下，或花少许时间浏览一下相关网站，任何人都可以知道一个公司正在做什么，他的企业公民形象是好还是坏。企业通过树立强大的品牌力量获取利润，当这些收入再次投资到CSR时，则会产生出更多的收益。
CSR为众目所瞩
具有社会意识的新一代客户、员工、合作伙伴、活动家和投资者会关注公司的几乎所有举动。如果意识到这一点，CEO就会迅速在企业社会责任方面进行投资。但他们能走多远呢？
根据IBM最新的CSR调查，CEO都坦承，针对企业社会责任(CSR)的客户期望越来越高。环境是一块很明显的“试金石”：气候变化已迫切要求全球的公民和企业采取行动。它使得公民和企业更广泛地关注于力所能及的各种环境和社会问题--从童工、再生利用到食品安全。
客户始终关注社会问题，他们的关注现在更频繁地转为行动并影响购买决定。75%的受访企业表示，在过去三年间，收集和报道他们有关CSR信息的相关组织的数量在不断增加。
同时，许多CEO正竭尽全力使CSR付诸实施。一位金融服务机构的CEO承认：“我们谈论得太多，而对于不断提高的企业社会责任的客户期望，却做得太少。”
与CSR相关的因素正逐步提到CEO的日程之中，纵观IBM先前的两次CEO调查，只有3种外部力量始终位列前茅：社会经济因素、环境问题和人员技术。有趣的是，这3种因素都与CSR有关。
由于人才短缺，因此雇主的CSR声誉就成为吸引和留住人才的一个重要因素。许多企业都认同自己和公共部门都对业务所在地区的社会经济担负责任，并且会相互影响。
一位跨国公司的主管坦言：“我认为社会责任有三个阶段：人们开始思考例如环境等问题，这是因为他们必须要这样做；人们开始意识到这些的确对业务有影响；最终，人们抛开政策和个人动机等因素，开始充满热情地去做这个事情。”
有数据表明，如果价格与质量不相上下，84％的消费者会愿意选择与某项公益事业相关的品牌。难怪现代营销学之父菲利普?科特勒（PhilipKotler）会认为，企业承担社会责任其实是“通过公益事业拓展更多的商业机会”。
可见，主动地承担社会责任实际上是采取一种更为温和的态度来赢得客户，并维系他们的忠诚度。因为更具有社会责任感的公司，具有更好的公众形象。相比于社会责任缺失的企业，他们能对公众产生更多的影响力和号召力，能更大地激发公众的认同感和信任感，这恐怕是很多公司正在通过其他渠道、花大力气和大价钱刻意追求的。
将CSR融入企业战略
我们发现，在“财富”五百强的网站中，CSR处于网站中很重要的位置。自2005年以来越来越多的企业自发地在履行CSR。有一个鲜明的例子，在美国受到飓风袭击的时候，让人为之感动的是率先拯救居民的不是政府，而是沃尔玛、GE这样的公司。GE最近提出一个概念“绿色创想”，呼唤一种绿色的革命，对环境的保护、创新的呼唤、绿色产品的呼唤。
在三重底线平衡法则里面，有一个方面需要关注，就是要关注人，因为企业社会责任要由人来实现。企业社会责任和人力资源之间有很多细节交叉点。巴斯夫在人力资源和CSR的结合方面就做了很多值得借鉴的尝试，他们将员工的招聘和企业社会责任感紧密结合起来。
我们当前最大的战略就是CSR和企业经营战略的结合，企业在进行赢利性经营的同时造福员工，造福社会。
以3M公司为例，其节约了数亿美元，就是通过一个项目，即不再用绿化溶剂，而是用水溶溶剂，在这方面污染减少了，获得了更高的收益。关于企业社会责任在其他方面其实还有更重要的趋势，比如对供应链的重视。在2008年2月份，美国有几家大的做企业社会责任管理的机构和企业，特别关注企业在供应链方面的问题。
借CSR改善竞争环境
竞争环境对战略而言一直是相当重要的。能否招募到技能娴熟、工作积极的员工？当地基础设施(包括道路和通信)的效率如何？当地市场的规模和成熟度如何？政府管理制度如何？--诸如此类的种种环境变量一直影响着公司的竞争力。而当竞争从廉价的生产力要素的比拼转变为更高层次的生产力较量时，竞争环境就变得越发关键了。
这是因为，一方面，以知识技术为基础的现代竞争更多地是取决于员工的能力。另一方面，企业越来越依赖与当地的合作关系了。这具体表现在：第一，它们把更多的工作外包给当地的供应商，与之开展协作，而不再倚重垂直结合；第二，它们与顾客更加贴近了；第三，它们越来越多地利用当地的大学和研究机构来开展研发工作。最后，企业若想从竞争中胜出，必须在日渐复杂的当地政策法规中不迷失方向，以最短的时间让新项目、新产品获得批准。正是由于上述这些发展趋势，才使得企业的成功与其所在地的各种组织及其他环境条件的联系愈加紧密。
要想使慈善活动转而以改善环境为着眼点，企业就必须超越目前的通行做法。分析企业每个重要经营地区的竞争环境，企业在何处的社会投资有助于提高自身或所在组群的竞争潜力？有哪些关键因素会对生产率、增长率、竞争力和创新能力形成制约？企业应该对有些制约因素予以特别关注，因为它们通常会对那些与竞争对手相关的战略产生超乎寻常的影响，对竞争环境中这些方面的改善最有可能强化公司的竞争优势。改善环境的行动越具体，企业就越有可能实现目标。
包治百病的灵丹妙药是没有的。要使自己的慈善活动围绕改善环境这一重点，企业并没有现成、简单的招数可以拿来就用。
America's Most Promising Social Entrepreneurs
Social entrepreneurs—enterprising individuals who apply business practices to solving societal problems such as pollution, poor nutrition, and poverty—are now 30,000 strong and growing, according to B Lab, a nonprofit organization that certifies these purpose-driven companies.
Together, they represent some $40 billion in revenue.Not surprising, then, that they've caught the attention of venture capitalists such as those at Acumen Fund, a nonprofit that invests in companies that try to alleviate poverty, and Bay Area Equity Fund, which backs businesses aiming to make social or environmental improvements to San Francisco's needier neighborhoods. President Obama has even suggested starting a new government agency to help socially conscious startups gain more access to venture capital.
Back in January, we asked readers and a few members of the social enterprise community to nominate candidates whose trailblazing companies, in operation for at least a year, aimed to turn a profit while tackling social ills.
After the call for nominations ended on Feb. 20, our staff sifted through more than 200 and narrowed the impressive group down to a final 25. To read profiles of the finalists, click on. At the end of the slide show, you can vote for the business you feel holds the most promise, from now until Apr. 27. We'll announce the top five vote-getters on May 1.
日本企业社会责任研究
企业社会责任是当今世界企业管理领域正在兴起的一种新理念，对企业社会责任的讨论正在成为一种国际潮流 。日本企业也针对社会责任进行了许多实践活动，企业家们把日本传统的“忠”与“和”的精神融到自己的经营哲学中，形成“产业报国、以社会责任为己任、和睦相处、上下一致”等 思想。在大多数日本企业的经营哲学中 ，绝对不会将“赚取利润”这个任何企业都必须达到的目标放在首位，相反，他们更多的是强调企业的责任，强调企业对社会，国家乃至全人类所负的责任 。日本著名法学家金泽良雄是这样阐述企业社会责任的：“今天的企业，本已经摆脱了单纯朴素的私有领域，而作为社会制度有力的一环，其经营不仅受到资本提供者的委托，而且也受到包括资本提供者在内的全社会的委托⋯⋯换言之，即无论在理论上或实际上，已不再允许片面地追求企业一己的利益，而必须在与经济和社会的协调中最大效率地与各种生产要素相结合，并须立足于生产物美价廉的商品而提供服务的立场。只有这种形态的企业才能称之为现代化企业，而所谓经营者的社会责任也就不外是要完成这个任务 。”
日本著名法学家金泽良雄是这样阐述企业社会责任的：“今天的企业，本已经摆脱了单纯朴素的私有领域，而作为社会制度有力的一环，其经营不仅受到资本提供者的委托，而且也受到包括资本提供者在内的全社会的委托⋯⋯换言之，即无论在理论上或实际上，已不再允许片面地追求企业一己的利益，而必须在与经济和社会的协调中最大效率地与各种生产要素相结合，并须立足于生产物美价廉的商品而提供服务的立场。只有这种形态的企业才能称之为现代化企业，而所谓经营者的社会责任也就不外是要完成这个任务 。”
日本著名法学家金泽良雄是这样阐述企业社会责任的：“今天的企业，本已经摆脱了单纯朴素的私有领域，而作为社会制度有力的一环，其经营不仅受到资本提供者的委托，而且也受到包括资本提供者在内的全社会的委托⋯⋯换言之，即无论在理论上或实际上，已不再允许片面地追求企业一己的利益，而必须在与经济和社会的协调中最大效率地与各种生产要素相结合，并须立足于生产物美价廉的商品而提供服务的立场。只有这种形态的企业才能称之为现代化企业，而所谓经营者的社会责任也就不外是要完成这个任务 。”
Income inequality around the world世界的收入不平等图表
NOT everyone agrees that income inequality is a problem to be solved. America and Britain are reckoned to have among the greatest inequality, among rich countries, as measured by the Gini coefficient. Such inequality may be associated with certain problems, for example a study produced last year by Unicef, the UN children’s agency, suggested that the two countries have particularly low levels of child wellbeing. For many ordinary Americans and Britons, however, social mobility and getting opportunities to prosper may be more important. Nordic countries, which are the most equal, regularly do well in happiness surveys. The highest levels of inequality are in poor countries, especially in South America and Africa.
并非所有人都认为收入不平等是一个需要解决的问题。按基尼系数计算，美英两国都位于富裕国家里收入差距最大的几个国家之列。收入不平等或许总伴有某些特定问题，比如联合国儿童基金会去年发布的一份研究报告就指出，美英两国的儿童福利水平很低。不过，对许多普通美国人和英国人来说，社会流动性和获得飞黄腾达的机会或许更为重要。在社会幸福调查中，北欧国家一般表现较好，那里是世界上收入最平等的地区。收入最不平等的往往都是贫穷国家，特别是在南美和非洲地区。
注：图中所示不同区域是按基尼系数划分的。
注：图中所示不同区域是按基尼系数划分的。
Social entrepreneurs go mainstream(Really Inspiring!!!)
Never let a crisis go to waste. Social entrepreneurs take this economic upheaval to be a blessing, providing a chance for business to transition from an anonymous, complex system to one that is direct and transparent.Andrew Tolve March 2009 issue
Oxford’s Saïd Business School student Claire Williams co-founded Hope Runs in Kenya to use running to empower AIDS orphans. Social entrepreneurship is “about creating sustainable businesses that work for the benefit of both the social good and the bottom line,” she says.
In the wake of the 2008 financial flameout, most business people are, to put it mildly, downbeat. Banks aren't lending, consumers aren't spending and the prospects for the rest of the year seem grim. All of which makes social entrepreneurs, well, intensely—even passionately—optimistic.
Oxford’s Saïd Business School student Claire Williams co-founded Hope Runs in Kenya to use running to empower AIDS orphans. Social entrepreneurship is “about creating sustainable businesses that work for the benefit of both the social good and the bottom line,” she says.
In the wake of the 2008 financial flameout, most business people are, to put it mildly, downbeat. Banks aren't lending, consumers aren't spending and the prospects for the rest of the year seem grim. All of which makes social entrepreneurs, well, intensely—even passionately—optimistic.
"This is a slam dunk," says Willy Foote, the founder of Root Capital, which provides loans to rural businesses in Latin America, Africa and Asia. "The Wall Street meltdown provides a chance to think about how we transition from a financial system that is complex, opaque and anonymous to one that is direct and transparent."
The world seems ready for such a change. In the middle of one of the farthest-reaching financial collapses in history, U.S. President Barack Obama came into office faced with the challenge of delivering on his promise of change. People are tired of business as usual. The exasperation is palpable, but so is the hope that this time, we can and will do things differently. Social entrepreneurs have always believed this, and for many, it's their moment to shine.
"In a world where change is escalating exponentially, the only way we'll make it is if everyone has the mindset of a social entrepreneur," says Bill Drayton, a pioneer in the field and founder of Ashoka, which sponsors international leaders in philanthropic business. "The current upheaval is a great opportunity to flip the switch. We need to make everyone a change-maker."
That will require a lot of change. According to Kevin Lynch and Julius Walls, Jr., authors of Mission Inc.: The Practitioner's Guide to Social Enterprise (see excerpt on following page), "A social enterprise is a business whose purpose is to change the world for the common good." That's a tall order, but those at the vanguard of the movement are well placed to make it happen.
The field is "a response to the failure of both business and government to deliver on their promise to society," says Lance Henderson, vice-president of programs and impact at the Skoll Foundation, which, like Ashoka, nurtures transformation around the world. "Social entrepreneurs are very good at innovation and integrating sustainability into society."
Consider reading glasses. People start to lose their eyesight around age 40. In the North, we fix the problem easily at the local drugstore. But in the South, where glasses are far more difficult to find or afford, the problem is much more serious and often costs people their livelihoods. Despite the large demand, nearly all optical companies stick to the high end of the market, so they can charge more for prescription glasses and not worry about delivering products to the South.
"Shame on us in the industry for not doing anything about it," says Jordan Kassalow, whose firm VisionSpring aims to redress the problem. "When you go to the optical firms, they're all fighting for the tip of the pyramid, meanwhile ignoring the 4 billion people who need their products, the half billion who are losing their economic lives because they can't see the work in front of them, the tens of millions more who can't learn because they can't see the blackboard. Shame on us."
VisionSpring manufactures glasses in China and sells them in Southern Asia, Africa and Latin America for roughly $4. That's often 10 percent of customers' monthly incomes, but they prove eager to purchase. Indeed, the target audience is vast, demand is steady and the impact is profound. That's the essence of what the social sector is all about—launching sustainable enterprises capable of making products that benefit people.
With loans from Root capital, members of the Ugandan cooperative UNEX can bring their coffee to market.
"Ultimately, there has to be some successor model to the unbridled capitalism of the last century that both businesses and investors coalesce around," says Henderson. "And that model will have to factor in business sustainability and social value."
Metrics is the buzzword in the social sector right now, and for good reason. If these enterprises are to thrive, they need to demonstrate their success, both financially and in terms of social change. The latter part is tricky. How do you quantify change? Can you measure the difference you've made to the lives of farmers in El Salvador, say, or the inner-city poor in Philadelphia? It can be a difficult pitch, but a critical one if you want investors to embrace smaller financial returns in favor of the larger social good.
Kassalow does his metrics by tracking how many pairs of glasses his company sells, whether the incomes of the people who buy them increase and, if so, how that money is spent—on better housing, health care and education or television sets and booze. Similarly, Foote of Root Capital has established 35 metrics to help him follow his company's loans and the economic, social and environmental impact they have. By judging themselves against hard metrics like these, he says, social entrepreneurs—and their investors—can go beyond the feel-good factor.
"It's great to have really good stories," Foote says. "Everybody needs hope. But let's get into a mentality of hanging hope on concrete, specific examples. We need to be explicit."
But social entrepreneurs know they can't effect widespread change on their own. The size of the sector compared to the conventional business sector is too small. And if businesses continue to neglect social problems, all the good in the social sector won't add up to much. To capitalize on the crisis, therefore, these entrepreneurs need to convince mainstream corporations to operate the same way they do. The best way to do that? From the inside.
A whole new niche of the sector has switched its focus to CEOs, their companies and the next generation of management. The Aspen Institute, which strives to inspire more enlightened leadership, runs programs geared toward moving aspiring moguls into this sector. Its Aspen Global Leadership Network includes 850 fellows from 37 countries. Reed Hastings, founder of Netflix, is a former fellow, as is Kassalow, who expanded VisionSpring after his time in Aspen.
"We're getting them to stop, think, hit the pause button and consider the platform they now command," says Peter Reiling, a former fellow and the Aspen Institute's executive vice-president. "If these messages of ethics and sustainability resonate with them, you get a ripple effect."
Two Aspen fellows, Jay Coen Gilbert and Andrew Kassoy, recently created B Corporations along with Bart Houlahan to expand this effort. B Corp offers a certification process for socially and environmentally minded companies, much like certifications for organic produce and energy-efficient buildings. To become B Corp-certified, companies must pass extensive reviews of their business practices, social outreach and environmental footprint. The goal is to ensure companies value their shareholders and communities equally. The 134 certified B Corporations include law firms, restaurants, advertising agencies and clothing manufacturers. "Everyone thinks of socially responsible businesses in a fairly narrow way," says Christina Houlahan, B Corp's vice-president of business services. "We want to broaden that understanding to disparate companies so that it becomes truly mainstream."
Business schools are another area of focus. Ten years ago, social entrepreneurs were virtually nonexistent in academia, and students weren't complaining. Now, they've made headway into business schools throughout Europe, Asia, Australia and North and South America. In the U.S., Stanford University has a department of social innovation, and most of the Ivy League schools offer classes. So too does ESSEC Business School in Paris, IESE Business School in Barcelona and Oxford University in the U.K.
'Social entrepreneurs are the role models, the mass disrupters and the mass recruiters of local change-makers.' —Bill Drayton, founder of Ashoka
The Skoll Centre for Social Entrepreneurship at Oxford's Saïd Business School is a leader in the field. "Young people are really fascinated with the idea of combining their values with making money," says Pamela Hartigan, director of the Skoll Centre and adjunct professor at Columbia Business School in New York City. "It's not just about padding pockets for them. They want to go and pursue something with meaning."
That's certainly the case for Saïd Business School student Claire Williams, co-founder of Hope Runs in Kenya, which uses running and education to empower AIDS orphans. In recent months, she says, social entrepreneurship has suddenly become cool. "When you said you were a social entrepreneur in business school, people used to think you were a little too fuzzy or tree-huggy. But … social entrepreneurship isn't a cop-out. It's about creating sustainable businesses that work for the benefit of both the social good and the bottom line."
Hartigan says the new generation of social entrepreneurs—the ones with degrees in the field—are focused on making community enterprises commercially viable rather than donor-dependent and on developing academic metrics to ensure this independence. Hartigan likes to remind students that metrics aren't everything—as Albert Einstein said, "Not everything that counts can be counted"—but that it's critical to convene researchers and practitioners to establish uniform standards of accountability, governance and transparency.
This collective and businesslike spirit will be key if this approach is to succeed, says Ashoka's Drayton. "Social entrepreneurs are the role models, the mass disrupters and the mass recruiters of local change-makers. They are the ones who get thousands of people and thousands of communities to stand up and say together, 'Oh, that's a pretty good idea. I'm going to make that work here.' That's the spirit we need to infuse throughout society."
低碳经济
低碳经济的概念，是布莱尔时期的英国政府在2003年最早提出的。当年，英国政府在《能源白皮书》中提出了温室气体减排目标：计划到2010年二氧化碳排放量在1990年的水平上减少20%，到2050年减少60%，并建立低碳经济社会。
国际能源署呼吁中国为碳排放标价
国际能源署(International Energy Agency，简称IEA)周一提出警告说，中国必须净化其煤炭行业，否则中国自身乃至全世界都会面临环境方面的可怕后果。该署还列出了一系列减轻污染的措施，包括更严格地实施监管规则，引入更多外资，以及最终对碳排放实行明码标价。
低碳经济:中国金融业准备好了吗？
低碳经济社会已经到来,但碳交易在我国仍然存在不少障碍。迅速变化的形势需要政府尽快将其纳入国家发展规划,尤其是金融业要顺应市场的需求,通过清洁发展机制项目的深入实施,积极提供和开发低碳产品、服务和技术,节能减排产业,预防和适应气候变化技术,以及相关金融服务产品和相关衍生品。
金融危机冲击下的CDM
据国际能源网消息 金融危机下，国际碳交易价格大幅下跌，给我国CDM项目造成很大的损失。加强法律风险防范、避开CERs价格低谷期，是应对风险化解危机的重要途径。
2009年中国人类发展报告聚焦低碳经济
4月13日，联合国开发计划署(UNDP)驻华代表处委托中国人民大学环境学院组织协调撰写“2009年度中国人类发展报告:迈向低碳经济和社会的可持续未来”项目启动会在北京召开。据悉，中国科学院、中国社会科学院、国家发改委能源研究所、中国人民大学等研究机构的专家学者及部分国际专家将参与报告的研究撰写工作。
更多信息http://www.csrglobal.cn/web/zhuanti_detail.jsp?fid=300028
国际能源署呼吁中国为碳排放标价
国际能源署(International Energy Agency，简称IEA)周一提出警告说，中国必须净化其煤炭行业，否则中国自身乃至全世界都会面临环境方面的可怕后果。该署还列出了一系列减轻污染的措施，包括更严格地实施监管规则，引入更多外资，以及最终对碳排放实行明码标价。
低碳经济:中国金融业准备好了吗？
低碳经济社会已经到来,但碳交易在我国仍然存在不少障碍。迅速变化的形势需要政府尽快将其纳入国家发展规划,尤其是金融业要顺应市场的需求,通过清洁发展机制项目的深入实施,积极提供和开发低碳产品、服务和技术,节能减排产业,预防和适应气候变化技术,以及相关金融服务产品和相关衍生品。
金融危机冲击下的CDM
据国际能源网消息 金融危机下，国际碳交易价格大幅下跌，给我国CDM项目造成很大的损失。加强法律风险防范、避开CERs价格低谷期，是应对风险化解危机的重要途径。
2009年中国人类发展报告聚焦低碳经济
4月13日，联合国开发计划署(UNDP)驻华代表处委托中国人民大学环境学院组织协调撰写“2009年度中国人类发展报告:迈向低碳经济和社会的可持续未来”项目启动会在北京召开。据悉，中国科学院、中国社会科学院、国家发改委能源研究所、中国人民大学等研究机构的专家学者及部分国际专家将参与报告的研究撰写工作。
更多信息http://www.csrglobal.cn/web/zhuanti_detail.jsp?fid=300028
Suchen – Sustainable Chinese Enterprise
Introduction
Suchen is a not‐for‐profit social enterprise, born from an understanding that our generationfaces two great challenges in the years ahead. The first is a profound crisis of economic, social andenvironmental sustainability and the second is the astonishing rise of the People’s Republic of Chinato wealth and global influence. The Suchen approach comes from a firm belief that not only arethese two challenges inextricably linked, but the solutions can only be found in studying these twoforces together. We are convinced that in the globalised world of today these challenges are theprerogative of no one particular industry, nation or agency but common to us all. Never before havewe lived in an era where the young and the committed have had so many resources at their disposalto be the change they want to see in this world, and as such Suchen’s vision is to bring togetherstudents from across the world in co‐operation towards making China sustainable.
The Suchen Conferences
Objectives
The Suchen Conferences will be held on the 5th of September, 2009 in Beijing and on the 6thof December, 2009 in London. The objective of the Suchen Conferences is to educate our invitedstudent delegates by providing a platform for intellectual debate and academic scholarship onsustainability in China and to stimulate discussion on possible solutions. We will bring togetherstudents from around the world with an interest in creating a more sustainable China. Theconferences will also provide the platform for the exchange of ideas and theories on how this goalcan be brought about. World class keynote speakers and authorities on social, environmental andeconomic sustainability shall drive the discourse throughout the duration of the conferences.
Through these conferences, we will:
• Illustrate the importance of sustainability in the 21st century and its profound role ininternational geopolitical policies, global business strategies, national and regionalprosperity, and cultural evolution.
• Stimulate discussion upon and inspire solutions to the critical sustainability challenges Chinaand the world is facing.
• Create a dialogue platform between the world‐leading practitioners of sustainableenterprise and the leaders of the tomorrow, enhancing communications among theConference participants and spreading the influence of the Conference beyond the event.
• Gain a first‐hand experience of the recent development of environment issues in China.
• Launch the Suchen Fellowship Programme, selecting our first generation of Fellows.
• Produce a publication documenting the ideas and challenges brought up in the conference.
The Suchen Fellowship Scheme
The concept of the Fellowship Scheme is to have a one‐year leadership program followed bywork experience with socially aware partners in China. These will include social enterprises, NGOs,venture philanthropists and larger firms with a commitment to social responsibility. The fellows willbe sent to China for a round tour of all our partners in Easter to study their activities and developpractical insights. There will be meetings organised with partner universities during the tour topromote constructive, mutually beneficial dialogue and understanding and to develop a world‐classnetwork. In the summer the Fellows will spend 2‐3 months undertaking a placement with one ormore of our partners where they will make a real impact by tackling real problems and coming upwith innovative ideas to supplement existing practice. Throughout the course of the year, SuchenFellows will attend various international conferences on sustainable enterprise (e.g. Tallberg, SkollForum etc) whom we have already contacted with a view to forming some sort of a partnership.
Suchen is a not‐for‐profit social enterprise, born from an understanding that our generationfaces two great challenges in the years ahead. The first is a profound crisis of economic, social andenvironmental sustainability and the second is the astonishing rise of the People’s Republic of Chinato wealth and global influence. The Suchen approach comes from a firm belief that not only arethese two challenges inextricably linked, but the solutions can only be found in studying these twoforces together. We are convinced that in the globalised world of today these challenges are theprerogative of no one particular industry, nation or agency but common to us all. Never before havewe lived in an era where the young and the committed have had so many resources at their disposalto be the change they want to see in this world, and as such Suchen’s vision is to bring togetherstudents from across the world in co‐operation towards making China sustainable.
The Suchen Conferences
Objectives
The Suchen Conferences will be held on the 5th of September, 2009 in Beijing and on the 6thof December, 2009 in London. The objective of the Suchen Conferences is to educate our invitedstudent delegates by providing a platform for intellectual debate and academic scholarship onsustainability in China and to stimulate discussion on possible solutions. We will bring togetherstudents from around the world with an interest in creating a more sustainable China. Theconferences will also provide the platform for the exchange of ideas and theories on how this goalcan be brought about. World class keynote speakers and authorities on social, environmental andeconomic sustainability shall drive the discourse throughout the duration of the conferences.
Through these conferences, we will:
• Illustrate the importance of sustainability in the 21st century and its profound role ininternational geopolitical policies, global business strategies, national and regionalprosperity, and cultural evolution.
• Stimulate discussion upon and inspire solutions to the critical sustainability challenges Chinaand the world is facing.
• Create a dialogue platform between the world‐leading practitioners of sustainableenterprise and the leaders of the tomorrow, enhancing communications among theConference participants and spreading the influence of the Conference beyond the event.
• Gain a first‐hand experience of the recent development of environment issues in China.
• Launch the Suchen Fellowship Programme, selecting our first generation of Fellows.
• Produce a publication documenting the ideas and challenges brought up in the conference.
The Suchen Fellowship Scheme
The concept of the Fellowship Scheme is to have a one‐year leadership program followed bywork experience with socially aware partners in China. These will include social enterprises, NGOs,venture philanthropists and larger firms with a commitment to social responsibility. The fellows willbe sent to China for a round tour of all our partners in Easter to study their activities and developpractical insights. There will be meetings organised with partner universities during the tour topromote constructive, mutually beneficial dialogue and understanding and to develop a world‐classnetwork. In the summer the Fellows will spend 2‐3 months undertaking a placement with one ormore of our partners where they will make a real impact by tackling real problems and coming upwith innovative ideas to supplement existing practice. Throughout the course of the year, SuchenFellows will attend various international conferences on sustainable enterprise (e.g. Tallberg, SkollForum etc) whom we have already contacted with a view to forming some sort of a partnership.
Eco Entrepreneurship Training Program
Project Background
China’s Reform and Opening-Up policy has helped the country’s economy grow exponentially over the past thirty years. It has greatly improved the material lives of Chinese people. However, the environmental pollution and depletion of natural resources brought about by this development are of growing concern among Chinese people. Environmental and energy problems not only threaten the health and well-being of the country’s citizens, but could also cause a bottleneck in the country’s economic development over the long term. The Chinese government has taken a number of far-reaching initiatives in response to these serious environmental challenges, including setting up specific pollution and energy reduction targets for its industries during the nation’s 11th Five Year Plan. Meeting these goals requires industries to make substantial changes, such as switching to cleaner sources of energy and upgrading their growth patterns. Actions need to be taken so as to address the root causes of energy intensity and pollutant emission. Therefore, talented and environmentally conscious entrepreneurs are greatly needed to lead the industry to make these changes.
Entrepreneurs have played an important role in the growth of China’s economy. Now there is a call for them to direct their energy and creativity towards the nation’s environmental protection and sustainable development initiatives. However, many entrepreneurs have not come to realize the country’s environmental challenges and the business opportunities to be found in addressing these challenges. Thus, GEI’s Eco-Entrepreneurship Training Project (EET) has been launched to help bridge these gaps.
Project Objective
With the support of the Asia Foundation, GEI launched the “Eco-Entrepreneurship Training Project” in November 2008. The aim of this project is to provide cutting-edge training for entrepreneurs to develop innovative and environmentally friendly businesses and to find common ground between environmental protection and economic development through the introduction of business opportunities in the environmental field. We hope that these efforts will help entrepreneurs create businesses that are both economically and environmentally sustainable.
Training Plan
The EET will focus on the most pressing environmental issues facing China today. The curriculum includes modules on Water Resource Utilization, Energy Saving and Clean Energy, Sustainable Agriculture, Circular Economy, and Green Business: Financing and Investment. A total of six sessions will be held. Each session will last for one day and will include two courses and 2-3 case studies.
The EET is designed as a center for the sharing of information and experience. Lecturers are drawn from China’s top environmental experts and veteran business leaders who will not only help the trainees gain a better and more systematic understanding of China’s environmental challenges, but will also introduce existing market-based solutions to those challenges. At the end of the program, trainees will be required to submit a Business-plan. A formal session will be organized to evaluate the business plans.
The program will recruit a total of 25 trainees. Formal training will begin in March 2009, in Beijing. We welcome anyone interested in the environment and/or in starting up their own business to attend our training project.
Module Overview
Module 1: Water Resource Utilization
Module 2: Energy Saving and Clean Energy
Module 3: Sustainable Agriculture
Module 4: Circular Economy
Module 5: Green Business: Financing and Investment
Module 6: B-plan Evaluation
Deadline for application: January 15, 2009
See more at http://www.geichina.org/eco-training/index.html
China’s Reform and Opening-Up policy has helped the country’s economy grow exponentially over the past thirty years. It has greatly improved the material lives of Chinese people. However, the environmental pollution and depletion of natural resources brought about by this development are of growing concern among Chinese people. Environmental and energy problems not only threaten the health and well-being of the country’s citizens, but could also cause a bottleneck in the country’s economic development over the long term. The Chinese government has taken a number of far-reaching initiatives in response to these serious environmental challenges, including setting up specific pollution and energy reduction targets for its industries during the nation’s 11th Five Year Plan. Meeting these goals requires industries to make substantial changes, such as switching to cleaner sources of energy and upgrading their growth patterns. Actions need to be taken so as to address the root causes of energy intensity and pollutant emission. Therefore, talented and environmentally conscious entrepreneurs are greatly needed to lead the industry to make these changes.
Entrepreneurs have played an important role in the growth of China’s economy. Now there is a call for them to direct their energy and creativity towards the nation’s environmental protection and sustainable development initiatives. However, many entrepreneurs have not come to realize the country’s environmental challenges and the business opportunities to be found in addressing these challenges. Thus, GEI’s Eco-Entrepreneurship Training Project (EET) has been launched to help bridge these gaps.
Project Objective
With the support of the Asia Foundation, GEI launched the “Eco-Entrepreneurship Training Project” in November 2008. The aim of this project is to provide cutting-edge training for entrepreneurs to develop innovative and environmentally friendly businesses and to find common ground between environmental protection and economic development through the introduction of business opportunities in the environmental field. We hope that these efforts will help entrepreneurs create businesses that are both economically and environmentally sustainable.
Training Plan
The EET will focus on the most pressing environmental issues facing China today. The curriculum includes modules on Water Resource Utilization, Energy Saving and Clean Energy, Sustainable Agriculture, Circular Economy, and Green Business: Financing and Investment. A total of six sessions will be held. Each session will last for one day and will include two courses and 2-3 case studies.
The EET is designed as a center for the sharing of information and experience. Lecturers are drawn from China’s top environmental experts and veteran business leaders who will not only help the trainees gain a better and more systematic understanding of China’s environmental challenges, but will also introduce existing market-based solutions to those challenges. At the end of the program, trainees will be required to submit a Business-plan. A formal session will be organized to evaluate the business plans.
The program will recruit a total of 25 trainees. Formal training will begin in March 2009, in Beijing. We welcome anyone interested in the environment and/or in starting up their own business to attend our training project.
Module Overview
Module 1: Water Resource Utilization
Module 2: Energy Saving and Clean Energy
Module 3: Sustainable Agriculture
Module 4: Circular Economy
Module 5: Green Business: Financing and Investment
Module 6: B-plan Evaluation
Deadline for application: January 15, 2009
See more at http://www.geichina.org/eco-training/index.html
2009年4月30日星期四
Global Footprint Network——Advancing the Science of Sustainability
Humans are the most successful species on the planet. But we are using more resources than the Earth can provide. We are in global ecological overshoot.
In 2003, Global Footprint Network was established to enable a sustainable future where all people have the opportunity to live satisfying lives within the means of one planet.
An essential step in creating a one-planet future is measuring human impact on the Earth so we can make more informed choices.
That is why our work aims to accelerate the use of the Ecological Footprint — a resource accounting tool that measures how much nature we have, how much we use, and who uses what.
The Ecological Footprint is a data-driven metric that tells us how close we are to the goal of sustainable living. Footprint accounts work like bank statements, documenting whether we are living within our ecological budget or consuming nature’s resources faster than the planet can renew them.
Our efforts are fueled by a future vision in which human demand on nature is monitored as closely as the stock market. A time when designers are shaping products, buildings, and cities that have one-planet Footprints. A world where all humans prosper and development succeeds because we are finally recognizing ecological constraints and using innovation to advance more than just the economic bottom line.
Making this vision a reality is our work. We provide the scientific data necessary to drive large-scale, social change.
Together with hundreds of individuals, 200 cities, 23 nations, leading business, scientists, NGO’s, academics and our 90-plus global Partners — spanning six continents — we are advancing the impact of the Footprint in the world, applying it to practical projects and sparking a global dialogue about a one-planet future and how we can facilitate change.
See more at http://www.footprintnetwork.org/en/index.php/
In 2003, Global Footprint Network was established to enable a sustainable future where all people have the opportunity to live satisfying lives within the means of one planet.
An essential step in creating a one-planet future is measuring human impact on the Earth so we can make more informed choices.
That is why our work aims to accelerate the use of the Ecological Footprint — a resource accounting tool that measures how much nature we have, how much we use, and who uses what.
The Ecological Footprint is a data-driven metric that tells us how close we are to the goal of sustainable living. Footprint accounts work like bank statements, documenting whether we are living within our ecological budget or consuming nature’s resources faster than the planet can renew them.
Our efforts are fueled by a future vision in which human demand on nature is monitored as closely as the stock market. A time when designers are shaping products, buildings, and cities that have one-planet Footprints. A world where all humans prosper and development succeeds because we are finally recognizing ecological constraints and using innovation to advance more than just the economic bottom line.
Making this vision a reality is our work. We provide the scientific data necessary to drive large-scale, social change.
Together with hundreds of individuals, 200 cities, 23 nations, leading business, scientists, NGO’s, academics and our 90-plus global Partners — spanning six continents — we are advancing the impact of the Footprint in the world, applying it to practical projects and sparking a global dialogue about a one-planet future and how we can facilitate change.
See more at http://www.footprintnetwork.org/en/index.php/
GES(Global Engagement Summit)
Mission
To build the capacity of the next generation of global change leaders to cross borders and partner with new communities to produce responsible, innovative, sustainable solutions to shared global problems.
History
The Global Engagement Summit began in 2005 as an attempt to develop better training for students participating in on-the-ground international development and social entrepreneurship, to put driven students in touch with one another and with innovative nonprofit leaders, and to develop a resource network to support student global change projects. Past GES delegates have developed projects related to microfinance, community development, global health, sustainable engineering, and many other change-based ideas.
To build the capacity of the next generation of global change leaders to cross borders and partner with new communities to produce responsible, innovative, sustainable solutions to shared global problems.
History
The Global Engagement Summit began in 2005 as an attempt to develop better training for students participating in on-the-ground international development and social entrepreneurship, to put driven students in touch with one another and with innovative nonprofit leaders, and to develop a resource network to support student global change projects. Past GES delegates have developed projects related to microfinance, community development, global health, sustainable engineering, and many other change-based ideas.
In its three years, a staff of between 60-90 Northwestern University students per year has developed a curriculum featuring more than 40 workshops each year and has created numerous opportunities for project support, including, among others, internship experiences, media outlets and funding prospects through partnerships with groups like the GlobalGiving Foundation.
The GES alumni community now includes more than 400 people. Even as GES has grown, the GES founders were able to expand the idea and build a the Center for Global Engagement, a global program design center at Northwestern University which now offers credited international immersion programs.
Past Successes: 2006-2008
Over 40 countries, 50 universities, and 35 global nonprofits have been represented
GES has assisted delegates in raising over $75,000 toward their projects
GES delegates and staff have gone on to:
- Establish and participate in delegate-led sustainable projects in Guatemala, Mali, China, Mexico, Zimbabwe, Ecuador, Kenya, Uganda, Egypt, Philippines, Tanzania, Panama, India, Afghanistan, Australia, and the United States
- Impact over 100,000 people through their diverse social change projects
- Receive prestigious fellowships: Rhodes, Marshall, and Truman; Echoing Green; Northwestern Mind the Gap; Northwestern Public Interest Program; Kathryn Wasserman’s 100 Projects for Peace
The Summit
Through workshops, critical discussions, community building, and outcome resources, we ensure that our participants have the tools to move beyond their “good intentions” to produce real change.
By providing capacity-building training, GES seeks to enable Summit delegates to build the necessary conceptual and skills base for improving their projects so that they can become better-informed, responsible agents of change in the world.
GES also seeks to build the capacity of its staff. We seek to motivate staff to think deeply about issues of global development, to drive discourse on ‘youth engagement’ among peers and the larger Northwestern community, and to create an innovative, meaningful Summit for delegates from all over the world.
- Components of Capacity-Building:
- Conceptual Development
- Skills Development
- Approach and Framework Development
- Resource/Outcome Development
- Community Development
Outcomes
The Global Engagement Summit produces a set of general outcomes post-Summit for both delegates and staff.
- GES Delegates
Better-educated youth global change agents
A set of improved global problem solving projects
A growing, interconnected community of people committed to change
- GES Staff
Broader conceptual knowledge of global change sectors
Extensive opportunities for personal involvement in a student organization
Connections to a network of people committed to change
Event planning skills
See more at http://www.northwesternges.org/
Skoll World Forum
The Forum is a joint venture between The Skoll Centre for Social Entrepreneurship at the Saïd Business School, University of Oxford and The Skoll Foundation. Both organisations share a commitment to understanding, expanding and supporting the field of social entrepreneurship.
With a focus on learning, leverage and impact, the Skoll World Forum on Social Entrepreneurship connects prominent social entrepreneurs with essential actors in the social, academic, finance, corporate and policy sectors – all working to accelerate sustainable social benefit.
About the Skoll Centre for Social Entrepreneurship
The Skoll Centre for Social Entrepreneurship was launched in November 2003 at the Saïd Business School, University of Oxford. The Skoll Centre exists to advance social entrepreneurship worldwide through world-class education, knowledge creation, and through brokering strategic relationships. In doing so, the Centre leverages the assets of its host School at the University of Oxford to address the defining challenges of our time. It aims to develop a research agenda that will be relevant to practitioners, policy-makers, philanthropists and those with influence on resources. The Centre acts as a network hub for social entrepreneurship, primarily through the Skoll World Forum, linking together key actors in the sector and creating new and effective partnerships for sustainable social change.
Skoll World Forum on Social Entrepreneurship
The Skoll World Forum has been held annually since 2004 at the Saïd Business School, University of Oxford. The Forum is a co-production of the Skoll Centre for Social Entrepreneurship and the Skoll Foundation, Palo Alto, California.
Research
The Skoll Centre has developed a portfolio of research that is valuable to practitioners in the field. Research ranges across three main topics identified by practitioners as of key importance: governance; impact; resources. In each, a variety of scholarly work is being undertaken. This is disseminated in applied working papers and peer reviewed books and journals.
The University Network for Social Entrepreneurship seeks to build a global community of researchers, educators, practitioners and student leaders who are advancing teaching, research and action in Social Entrepreneurship. This is a joint collaboration of the Skoll Centre, Ashoka: Innovators for the Public, The EMES European Management Research Network and The Social Enterprise Knowledge Network (SEKN). Visit the University Network Resource Portal to access curricular materials and link to the research database.
MBA Programme and Skoll Scholarships
The Skoll Centre is committed to nurturing the social entrepreneurs of tomorrow. As part of our provision of innovative business education, the Centre trains MBA students concerned about social change to apply entrepreneurial approaches to social problems.
Each year, the Skoll Centre awards five full scholarships to individuals working in the field who wish to enter the one-year full-time Oxford MBA Programme . Skoll Scholarships are designed to give social entrepreneurs the knowledge, skills and networks they need to turn ideas into reality; and deepen their conviction for doing so.
Further information
The Skoll Centre, Said Business School
Ten Nonprofit Funding Models
For-profit executives use business models—such as “low-cost provider” or “the razor and the razor blade"—as a shorthand way to describe and understand the way companies are built and sustained. Nonprofit executives, to their detriment, are not as explicit about their funding models and have not had an equivalent lexicon—until now.
BENEFICIARIES ARE NOT CUSTOMERS One reason why the nonprofit sector has not developed its own lexicon of funding models is that running a nonprofit is generally more complicated than running a comparable size for-profit business. When a for-profit business finds a way to create value for a customer, it has generally found its source of revenue; the customer pays for the value. With rare exceptions, that is not true in the nonprofit sector. When a nonprofit finds a way to create value for a beneficiary (for example, integrating a prisoner back into society or saving an endangered species), it has not identified its economic engine. That is a separate step.
TEN FUNDING MODELS Devising a framework for nonprofit funding presents challenges. To be useful, the models cannot be too general or too specific. For example, a community health clinic serving patients covered by Medicaid and a nonprofit doing development work supported by the U.S. Agency for International Development are both government funded, yet the type of funding they get, and the decision makers controlling the funding, are very different. Lumping the two together in the same model would not be useful. At the same time, designating a separate model for nonprofits that receive Title I SES funds, for example, is too narrow to be useful.
1. HEARTFELT CONNECTOR
2. BENEFICIARY BUILDER
3. MEMBER MOTIVATOR
4. BIG BETTOR
5. PUBLIC PROVIDER
6. POLICY INNOVATOR
7. BENEFICIARY BROKER
8. RESOURCE RECYCLER
9. MARKET MAKER
10. LOCAL NATIONALIZER
IMPLICATIONS FOR NONPROFITS In the current economic climate it is tempting for nonprofit leaders to seek money wherever they can find it, causing some nonprofits to veer off course. That would be a mistake. During tough times it is more important than ever for nonprofit leaders to examine their funding strategy closely and to be disciplined about the way that they raise money. We hope that this article provides a framework for nonprofit leaders to do just that.
See more at http://www.ssireview.org/articles/entry/ten_nonprofit_funding_models/
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