(Optional) Interview with Kyle Zimmer: Part 3

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來自 University of Pennsylvania 的課程

Business Strategies for Social Impact

109 個評分

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University of Pennsylvania

Business Strategies for Social Impact

109 個評分

課程 4（共 4 門，Specialization Business Strategies for A Better World）

When is it good business practice to invest for social good? What are the most innovative and effective business strategies for developing positive social impact around the world? Designed by renowned Wharton professors Katherine Klein and Chris Geczy to help individuals, organizations, and investors bring about societal change, this course introduces the fundamentals of impact investing, and developing a business strategy that drives social impact. You’ll learn how to become a leader who cultivates purpose and inspires change, measure societal impact through evidence-based models, and invest in ventures effectively and meaningfully. By the end of this course, you’ll have a deep understanding of the realities of leading an organization with purpose, and be able to build successful strategies that bring impactful change to the world.

從本節課中

Module 1: Purpose-Driven Leadership

In this module, you’ll learn how to define your purpose and develop a plan to cultivate purpose for your organization. You’ll gain a deep understanding of the critical importance of purpose-driven leadership in a successful organization and why businesses can and should pursue a larger social or environmental purpose. You'll also analyze the five models of social purpose, from generous contributors to impact investors. Through close examination of case studies such as Daily Table and TOMS shoes, you’ll learn how to test your assumptions and find the winning situation for your investors, employees, and customers. By the end of this module, you’ll have a more clearly defined understanding of the purpose your organization wants to pursue and how to prepare for successful implementation.

Introduction5:17

The Role of Business is Changing14:14

Cultivate Your Purpose8:53

(Optional) Interview with Derek Handley4:59

(Optional) Interview with Kyle Zimmer: Part 12:40

Test Your Assumptions11:48

Find the Win-Win9:27

(Optional) Interview with Chad Dickerson: Part 16:41

(Optional) Interview with Bobby Turner1:29

(Optional) Interview with Kyle Zimmer: Part 28:09

Bring it Home11:54

(Optional) Interview with Chad Dickerson: Part 23:10

(Optional) Interview with Kat Taylor4:31

(Optional) Interview with Jostein Solheim1:03

(Optional) Interview with Kyle Zimmer: Part 32:36

Evaluate, Revise, and Renew13:12

Module Wrap-Up1:47

與講師見面

Katherine Klein
Edward H. Bowman Professor of Management
The Wharton School
Christopher Geczy
Adjunct Professor of Finance
Fianance

So, many, many organizational leaders will

struggle from their position as CEO and founder to get real information,

to have somebody speak up to you and give you can't and I say,

''No, that's not a good idea."

Or "Here's my great idea,

and bring it forward to you. ''

I know this is something you've thought a lot about,

so how do you get that bottom-up information?

I think we have really, as you say,

we've really worked hard on this at first book, and it's multi-layered.

One is, we believe deeply in

team leadership and so there's no one head at the organization.

It's a team of four people.

We have enormous faith in each other and

that sets a tone because the rest of the organization,

they watch how we interact.

Yeah.

They see that Jane the CFO or Chandler,

they ask me very difficult questions or I may come up with a,

what I believe is a completely genius idea and they will shoot it down pretty,

pretty aggressively with great caring and all,

but in grade humor.

But the interaction is very clear and so it

emboldens people and teaches them that it's okay to question.

So that's one thing,

I think a second thing is,

we really do focus on how we interact at

meetings with our team and so for example, I will say,

I'll present an idea and I will say to junior person,

''Tell me three things that you love about my

idea,'' and they'll stand up and come up with three things and then I'll say,

''Okay, now tell me three things that you hate about my idea."

Usually, it's so playful that it's,

you've you've lowered the threshold,

you've lowered the barrier and they feel as though they can step forward.

By the way, I think that's critical not just with

our internal interactions but I also think

it's critical for our relationships with corporations.

We often have almost identical conversations with the companies,

Yeah.

That support us because it's hard sometimes for them to feel like they can be critical of

their nonprofit partners and that sometimes the most important thing they can do for us.

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