Summary of David Bornstein's How to Change the World , livre ebook

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52 pages

English

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Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Social entrepreneurs are people who solve social problems on a large scale. They have powerful ideas to improve people’s lives, and they have implemented them across cities, countries, and, in some cases, the world.
#2 Social entrepreneurship is a global phenomenon, and the world’s most creative problem solvers are not concentrated in the United States and Canada. Around the world, people are encountering similar problems, and they need solutions.
#3 Social entrepreneurship is 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.
#4 The citizen sector is a new group of non-profit and non-governmental organizations that are growing worldwide. They are being pressed to demonstrate their efficacy, and it is becoming safer for organizations to change and innovate.

Sujets

Entrepreneuriat

Employabilité, métiers et formations

Entrepreneurship

Economics

Business

Informations

Publié par	Everest Media LLC
Date de parution	17 mai 2022
Nombre de lectures	0
EAN13	9798822514485
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0100€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Insights on David Bornstein's How to Change the World
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8 Insights from Chapter 9 Insights from Chapter 10 Insights from Chapter 11 Insights from Chapter 12 Insights from Chapter 13 Insights from Chapter 14 Insights from Chapter 15 Insights from Chapter 16 Insights from Chapter 17 Insights from Chapter 18 Insights from Chapter 19 Insights from Chapter 20 Insights from Chapter 21 Insights from Chapter 22
Insights from Chapter 1

#1

Social entrepreneurs are people who solve social problems on a large scale. They have powerful ideas to improve people’s lives, and they have implemented them across cities, countries, and, in some cases, the world.

#2

Social entrepreneurship is a global phenomenon, and the world’s most creative problem solvers are not concentrated in the United States and Canada. Around the world, people are encountering similar problems, and they need solutions.

#3

Social entrepreneurship is 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.

#4

The citizen sector is a new group of non-profit and non-governmental organizations that are growing worldwide. They are being pressed to demonstrate their efficacy, and it is becoming safer for organizations to change and innovate.

#5

The barriers that once impeded the citizen sector have disappeared. The per-capita incomes in free market economies have increased by at least 700 percent since 1900. The economic expansion was particularly strong during the 1960s and 1970s.

#6

The emergence of the citizen sector is largely due to the fact that people are becoming acutely aware of environmental destruction, entrenched poverty, health catastrophes, human rights abuses, and escalating violence. They are also becoming increasingly aware of the fact that governments are failing to solve these problems.

#7

The citizen sector is leading the charge to reform the free market and political systems. It is providing a broad avenue to satisfy those needs: to apply your talents in ways that bring security, recognition, and meaning, and have real impact.

#8

The citizen sector is growing fast, and with it, the opportunities for people with diverse interests and skills. Citizen organizations desperately need good managers, marketers, finance experts, public relations agents, computer programmers, writers, salespeople, artists, and more.
Insights from Chapter 2

#1

The idea of Ashoka began in 1978, when an American named Bill Drayton decided to establish an organization to support leading social entrepreneurs around the world. It has supported more than 1,820 social entrepreneurs who work in 68 countries across Asia, Africa, the Americas and Europe.

#2

Bill Drayton, the founder of Ashoka, has been traveling around the world looking for individuals who are working to bring about systemic social change. He has had thousands of detailed conversations with these people and has made it a matter of utmost importance to keep track of the things they are doing that work and the things that don’t.

#3

The Grameen Bank, which pioneered and popularized a method for extending small, collateral-free loans to some of the world’s poorest people, was awarded the Nobel Peace Prize in 2006.

#4

Drayton, along with a few colleagues, created Ashoka: Innovators for the Public. They aimed to spot social entrepreneurs before they were proven, and Drayton wondered if it was possible to create a system that would do that with high reliability.

#5

In 1979, Drayton and his team began to look for social entrepreneurs in the largest countries in the world. They found people very accessible, and many examples. They came away thinking it was the right time to do this.

#6

In 1981, Drayton held its first selection panel, electing Gloria de Souza, a forty-five-year-old elementary school teacher in Bombay who wanted to transform education across India. Her colleagues were cool towards her ideas, but she continued anyway.

#7

de Souza’s work was to be spread to the Bombay public school system, which would be a challenge even for the well-equipped teachers of a private Jesuit school.

#8

In the 1980s, de Souza began teaching an Environmental Studies approach to students in Bombay. Within three years, almost a million students were learning with her methods. By the end of the 1980s, the Indian government had incorporated EVS into its national curriculum.
Insights from Chapter 3

#1

In 1982, Gloria de Souza was launching an Environmental Studies curriculum in India. In Brazil, Fábio Rosa was trying to deliver electricity to poor people in Palmares do Sul, a rural municipality in Rio Grande do Sul.

#2

Rosa, the mayor’s assistant, was tasked with bringing electricity to all of Palmares. He found that 70 percent of the rural population had no electricity. With cheap electricity, poor farmers could drop wells and irrigate their land, which would allow them to escape the tyranny of water.

#3

Rosa and his team were able to develop a system that used underground water to irrigate rice crops. The system was fully operational, but state and federal energy interests prevented them from extending it beyond a test site.

#4

Rosa created a municipal department to train locals in the new rice farming methods and added a credit mechanism so they could take loans to prepare their land, sink wells, and pay for irrigation. The major obstacles remaining were resistance from the state electric company and political opposition from cement and aluminum cartels.

#5

To help with the process of rural electrification, Rosa met with journalists and visited mayors in neighboring municipalities, urging them to lobby the state assembly. He eventually delivered on his promise of providing rural families with electricity for less than $400 per household.

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Summary of David Bornstein's How to Change the World , livre ebook

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Employabilité, métiers et formations

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Economics

Business

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