The first – the most obvious test of a true social entrepreneur – is are they possessed, really possessed by an idea.
BILL DRAYTONThe most critical variable [to becoming a change-maker] is one’s willingness to give oneself permission.
More Bill Drayton Quotes
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Instead, we must migrate rapidly to becoming a global ‘team of teams’ that comes together in whatever combination necessary to add the greatest value to the changes underway.
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Everyone says youve got to do a foundation and legal structure to finance social change. What nonsense!
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What is the most powerful force in the world? And I think you would agree that is a big idea if it is in the hands of an entrepreneur who is actually going to make the idea not only happen, but spread all across society.
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There is nothing more powerful than a new idea in the hands of a social entrepreneur
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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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The most powerful force in the world is a big idea- if it is the hands of a great entrepreneur.
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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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There are millions of people who can get things done. There are very, very few people who will change the pattern in the whole field.
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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.
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Organizations must shift away from repetitive-function hierarchies with rules and enforcement and walls.
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Every successful organization has to make the transition from a world defined primarily by repetition to one primarily defined by change. This is the biggest transformation in the structure of how humans work together since the Agricultural Revolution.
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Social entrepreneurs are married to a vision of, for example, a better way of helping young people grow up or of delivering global healthcare. They simply will not stop because they cannot be happy until their vision becomes the new pattern.
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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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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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We need to teach empathy as we do literacy.
BILL DRAYTON