Sociaal Ondernemen Mijn reisverhaal Presentatie a€?Creatief en duurzaam ondernemen in de social profit.
Social Entrepreneurs and The Power of New IdeasAccording to journalist David Bornstein, social entrepreneurs are people with powerful ideas to improve other people's lives who have implemented these ideas across cities, countries and, in some cases, the world.
Read an ExcerptExcerpted from Chapter 1Restless People The Emergence of the Global Citizen Sector Social entrepreneurs have existed throughout history.
They may focus on education, medical care, agriculture, housing, broadcasting or any field of human need.
Emperor Ashoka initially threw himself into waging war against his neighbours, but he became horrified by the carnage.
Vinoba Bhave, a disciple of Gandhi, was walking across India, persuading individuals and whole villages to legally ‘gift’ their land to him. Bill went on to organise Civil Rights sit-ins – an event he later described as one of the more formative experiences of his life. Pursuing his professional career, he worked at McKinsey, the consulting firm, and as an administrator at the White House during the Carter years. Whilst having a strong academic background himself, Bill believes it is now vital to help young people to develop other skills. Bill disagrees strongly with the notion that ‘today there is less leadership in the world.’ He believes people are retaking charge of their lives – particularly in the citizen sector.
Learning from business entrepreneurs who have dominated the past 30 years, many caring people are becoming what Bill calls changemakers. Talent is flocking to the sector, says Bill, because people believe it is where they can make a positive difference. Marie Haisova, for example, has involved women in reducing pollution in major Czech cities.
Second, when they invite other people to adopt a fresh approach towards tackling a problem.
Ashoka uses these five tests to judge whether a potential Fellow has the ability to be a successful social entrepreneur. Ashoka believes it is vital to link individuals, groups and networks of social entrepreneurs. Perhaps the greatest institutional challenge is developing funding models for the citizen sector.
Engaging major financial institutions, including private, investment, and commercial banks, to provide alternative sources of capital. Creating financial models such as SIV (Social Investing Ventures) to allow the movement of these cutting edge ideas to scale.
Assisting other philanthropic groups and Ashoka Fellows to secure investment through non-traditional avenues. Ashoka has a clear philosophy and principles, so let’s explore how these work out in practice. David Bornstein features some of these changemakers in his book How To Change The World: Social Entrepreneurs and the Power of New Ideas. Bornstein profiles nine of these driven, creative individuals who question the status quo, exploit new opportunities, refuse to give up--and remake the world for the better.
Wat als de subsidies opdrogen ?a€?28 mei 2013 Sociaal ondernemen a€“ Mijn reisverhaal Overzicht Inleiding Mijn persoonlijk reisverhaal ? Enabling JavaScript in your browser will allow you to experience all the features of our site. They are, writes David Bornstein, the driven, creative individuals who question the status quo, exploit new opportunities, refuse to give up--and remake the world for the better. As these nine grew influential when their ingenious ideas proved ever more widely successful, they came to the attention of Ashoka, an organization that sponsors a fellows program to foster social innovation by finding so-called social entrepreneurs to support.
These are the doctors, lawyers, engineers, teachers, journalists and parents who solve social problems on a large scale and have a profound effect on society.
He chose the name in recognition of Ashoka, a great leader who transformed the Indian sub-continent in the 3rd Century BC. Historians are split over the value of his legacy, but all agree that his reign produced great prosperity.
He came from a family of practical idealists who, amongst other causes, fought for the abolition of slavery and for women’s rights. Public service and respect for ideas is a recurrent theme in both the American and Australian sides of my family.
Starting a one-page newspaper when at primary school, he soon built it into a 64 page publication supported by adverts.

It was during a summer break at Harvard that he became gripped by the power of social change. He then redistributed the land more equitably to support untouchables and other landless people. Hearing about Bhave’s work, however, he drove a Volkswagen van from Munich to India to join him. Certainly there is a place for pressuring old institutions to change, but it can be quicker to build successful prototypes.
It must be a new approach to a social problem that will make a breakthrough in a particular field. The grandson of a former President of Peru, he involves children in managing the community forests. The organisation he leads aims to increase children’s appreciation of nature and equip them with practical skills to sustain their environment in the future. Ashoka is looking for people who can beyond their original idea and find creative solutions on the road to success. Ashoka’s entrepreneurs are possessed by their vision and want to translate it into reality. This includes providing seed financing and building bridges to the business and academic sectors. He also cites Ashoka as the organisation that has pioneered the way in social entrepreneurship.
Outlining his view of the part Ashoka can play in history, he told the US News and World Report. Francis of Assisi, the founder of the Franciscan Order, would qualify as a social entrepreneur -- having built multiple organizations that advanced pattern changes in his "field." Similarly, Florence Nightingale created the first professional school for nurses and established standards for hygiene and hospital care that have shaped norms worldwide. Additionally it provides them with ‘entrepreneur-to-entrepreneur’ support and access to expert advice. They are the people who create a transformative force that addresses major problems in the pursuit of a vision, and they will not give up until they have spread their ideas as far as possible.
What is different today is that social entrepreneurship is developing into a mainstream vocation, not only in the United States, Canada, and Europe, but increasingly in Asia, Africa, and Latin America. How to Change the World provides a close look at numerous people from several countries - including the United States, Brazil, Burkina Faso, Hungary, India and Bangladesh - who have advanced systemic change and shifted behavior patterns and perceptions. In fact, the rise of social entrepreneurship represents the leading edge of a remarkable development that has occurred across the world over the past three decades: the emergence of millions of new citizen organizations.
Q&A Sociaal Ondernemen a€“ Mijn reisverhaal Inleiding a€“ Mijn persoonlijk reisverhaal Familie Colruyt Dat ben ik ! They have ideas for attacking problems, Bornstein points out, and are unwilling to rest until they have spread their ideas throughout society. Consider that twenty years ago Indonesia had only one independent environmental organization.
Solving Challenging Problems Bornstein has chronicled the achievements of many of these people in solving problems that challenge all societies around the globe: inadequate education and health systems, environmental threats, declining trust in political institutions, entrenched poverty, high crime rates, etc.
He also demonstrates how their ideas can help businesspeople and nonprofit managers see how social entrepreneurs have served large "markets" with limited resources to solve problems and make a positive change. In Bangladesh, most of the country's development work is handled by 20,000 NGOs; almost all them were established in the past twenty-five years. Sociaal Ondernemen a€“ Mijn reisverhaal Inleiding a€“ Mijn persoonlijk reisverhaal - Wie ben ik ?
The creative people Bornstein describes possess the determination and will to propel the innovation that society needs to tackle its toughest problems. He points out that these lessons can be applied across all types of organizations and industries. Between 1988 and 1995, 100,000 citizen groups opened shop in the former communist countries of Central Europe. Bornstein also describes the recent growth of what he calls the "citizen" sector - the nonprofit and nongovernmental organizations that make up the framework of the social and economic supports, thus multiplying the number and the effectiveness of the world's social entrepreneurs. In Canada, the number of registered citizen groups has grown by more than 50 percent since 1987, reaching close to 200,000. How to Change the World shows, as its title suggests, that with determination and innovation, even a single person can make a surprising difference. According to business guru Peter Drucker, this sector is America's leading growth industry.
In Brazil, in the 1990s, the number of registered citizen organizations jumped from 250,000 to 400,000, a 60 percent increase.

For anyone seeking to make a positive mark on the world, this will be both an inspiring read and an invaluable handbook. Bornstein explains that by "sharpening the role of government, shifting practices and attitudes in business and opening up waves of opportunity for people to apply their talents in new, positive ways, the emerging citizen sector is reorganizing the way the work of society gets done." One of the social entrepreneurs Bornstein profiles is Gloria de Souza, a 45-year-old elementary school teacher in Bombay whose dream in 1981 was to transform education across India. In the United States, between 1989 and 1998, the number of public service groups registered with the Internal Revenue Service jumped from 464,000 to 734,000, also a 60 percent increase. Over her 20 years of teaching experience, she was pained by the rote learning taking place in her school that she felt was holding back her students. Given the long history of citizen activity in the United States, it comes as a surprise that 70 percent of registered groups are less than thirty years old.
By adapting her teaching ideas to India's specific circumstances and founding an organization to build a team to spread her ideas -with the help of a stipend from the social entrepreneur organization Ashoka - she was able to disseminate her Environmental Studies (EVS) approach to teaching. And during the 1990s, the number of registered international citizen organizations increased from 6,000 to 26,000. In just a few years, she could demonstrate that her approach significantly increased students' performance. Historically, these organizations have been defined in the negative -- as nonprofit or nongovernmental organizations.
Today they are understood to comprise a new "sector," variously dubbed the "independent sector," "nonprofit sector," "third sector," or, the term favored in this book, the "citizen sector." Hundreds of universities in the United States, including Harvard, Stanford, Yale, Duke and Johns Hopkins, have established college courses and centers to study this sector. A Johns Hopkins study of eight developed countries found that, between 1990 and 1995, employment in this sector grew two and a half times faster than for the overall economy.
By creating a way for villagers to access small amounts of working capital, they are able to purchase assets, increase their productive capacity, and capture profits that usually go to moneylenders and land owners.
Peter Drucker, the management expert, has called this sector America's leading growth industry. Disability Rights Bornstein also highlights Justin Dart, a Texas Republican who had contracted polio in 1948 when he was 18 years old, and been denied a teaching certificate because he used a wheelchair.
After visiting a facility in South Vietnam in 1967 for children with polio and witnessing the deplorable conditions there, he returned to the United States and became a spokesman for disability rights. He would eventually become a member of the National Council on the Handicapped during the presidency of Ronald Reagan, and worked to advance the first version of the Americans with Disabilities Act. Almost everyone knows about the explosion of the dot-coms -- a much smaller phenomenon -- but millions have still not heard the big story: the worldwide explosion of dot-orgs.
In 1990, as chairman of the President's Committee on Employment of People with Disabilities, he fought to achieve the law's passage. It is a story with far-reaching implications: By sharpening the role of government, shifting practices and attitudes in business and opening up waves of opportunity for people to apply their talents in new, positive ways, the emerging citizen sector is reorganizing the way the work of society gets done.
Bornstein shows readers how inspired individuals can use determination and innovation to make a difference. Why We Like This Book How to Change the World reveals fascinating stories about remarkably creative people who have been able to challenge the status quo and facilitate positive change for others. Any organization can use these stories that address many of the most difficult issues facing people today to gain inspiration to solve problems where others have failed. But the vast majority of the kids Schramm worked with had average grades and test scores, and colleges paid little attention to them. Colleges have systems to identify low-income "stars." They buy lists from the College Board and compete for the top students. All communities launch their academic stars, but only the middle- and upper-income brackets regularly launch their "mid-tier" performers. The seniors in the teen center all told Schramm, "Yeah, sure, I'm going to college." But two months after high school ended, he would find many of them hanging out on the street.
I only applied to two schools and didn't get in.'" Schramm discovered that most of these students' parents had not attended college themselves. And many of the students didn't really believe that they were "college material." But Schramm saw them differently. Then I'd see the application and know there's no way the college is going to know about this kid's grit and moxie.
Because many were better than their numbers suggested." In 1993 four students -- Theresa, Desmond, Yonday, and Alimamy -- approached Schramm asking for help getting into college.
They were smart kids with lots of ability, but their grades and Scholastic Aptitude Test (SAT) scores were average.

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