The one single factor that determines society’s success is the percentage of change-makers within it.
BILL DRAYTONAnd we understand that in business but we have need for entrepreneurship just as much in education, human rights, health, and the environment as we do in hotels and steel.
More Bill Drayton Quotes
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And we understand that in business but we have need for entrepreneurship just as much in education, human rights, health, and the environment as we do in hotels and steel.
BILL DRAYTON -
All the problems sitting there are an invitation for you to be creative, make use of your skills and resources and find a solution.Look at the enormous diversity of the for-profit financial industry as opposed to monolithic nature of the non-profit world; it’s quite astonishing.
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Listening is understanding. The skill of empathy is a must to be able to listen…One can listen better if one sees the whole.
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When you think for-profit and non-profit, you most often think of entities with either zero social return or zero return on capital and zero social return.
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Good entrepreneurs can manage, but no one but an entrepreneur can entrepreneur, let alone help build and lead the world’s community of leading social entrepreneurs and their top business entrepreneur allies.
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An entrepreneur is someone who brings a pattern change.
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To break the mental chains that make us small because everyone tells us we cannot.
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If Congress can determine what constitutes the general welfare and can appropriate money for its advancement, where is the limitation to carrying into execution whatever can be effected by money?.
BILL DRAYTON -
Look at the enormous diversity of the for-profit financial industry as opposed to monolithic nature of the non-profit world; it’s quite astonishing.
BILL DRAYTON -
Everyone says youve got to do a foundation and legal structure to finance social change. What nonsense!
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The new environment requires a shift in the organization of both institutions and societies, one of flexible teams of teams that come together around whatever change opportunities exist and then reform around the next.
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Organizations must shift away from repetitive-function hierarchies with rules and enforcement and walls.
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The most critical variable [to becoming a change-maker] is one’s willingness to give oneself permission.
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Clearly, there’s some opportunity in the spectrum between those extremes. What’s missing is the for-profit finance industry coming in to that area.
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We started Ashoka here in India with a simple idea: that you needed social entrepreneurs to deal with problems that don’t fit the business paradigm.
BILL DRAYTON