A group of 2016-17 Oxford MBAs go on the annual Arica Trek. This year’s destination: Nairobi and Kigali
Part 1: Nairobi
A man pushes his bicycle through Toi Market, a thriving second-hand clothing market in Nairobi that stretches multiple blocks, eventually ending in Kibera slum.
In April 2017 17 MBA’s spent an unforgettable two weeks in Kenya and Rwanda. The student-driven trek aimed to expose participants to the business context in each country. Organised by students from the region, it tapped into local networks to give an ‘insiders view’ of each city. During the April break there were three other concurrent international treks and electives taking place in Johannesburg, New York, the Middle East Singapore and Hong Kong.
I chose to join the Africa trek as I had limited experience and knowledge of East Africa (ashamedly, as I am a native South African). I was curious to learn more about the thriving economies of the region and gain a comparative understanding of Eastern versus Southern Africa.
The trek exposed us to diverse companies and business models, from a consulting firm helping international development organisations better support local SMEs to an off-grid energy company serving the bottom of the pyramid. Through each company presentation we learnt a little more about the nuances and opportunities of the region.
While the company visits were fascinating, another area of great value came from the opportunity to spend two weeks with my classmates. In the rush of a 12-month MBA there is limited time for slow, deep conversation. However, the interstitial moments of travel provided the perfect opportunity to bond; a 20-minute cab ride to the airport or sharing a meal over dinner gave each of us the opportunity to learn a little more about others’ backgrounds and future ambitions. The accrual of these small interactions created a special bond that will live on well beyond the MBA.
Open Capital Advisors
Students on the MBA Africa Trek at Open Capital consultants in Nairobi, with alumnus Holden Bonwit in the centre.
Open Capital Advisors is a management consulting and financial advisory firm with 40 employees spread across offices in Kampala (Uganda), Lusaka (Zambia) and Nairobi (Kenya). They offer consulting services to local businesses, investors and international organisations, with two-thirds of their investment work being in the social impact space. We were hosted by Oxford Saïd alumnus, Holden Bonwit (MBA 2013 – 2014).
Bonwit shared what he believes are the three of the biggest challenges for growth in the region:
Talent acquisition and lack of human capital to implement strategies
Lack of infrastructure
Lack of access to capital for SMEs (due to a miss-match between the needs of SMEs and the instruments offered by international Development Finance Institutions)
He spoke of the enjoyment he gets from working on meaningful development projects where his skills and expertise have real impact. He also introduced us to the concept of the Kenyan side-hustle (or multiple side-hustles), evidenced by the fact that a single family usually has about 11 discrete income streams.
MBA students meeting with CEO of Safaricom Bob Collymore and his team
We were honoured to spend time with Bob Collymore – CEO of Safaricom – Kenya’s largest telecom. It has a valuation of $ 8 billion and accounts for approximately 40% of the Kenyan stock market. M-PESA, the pioneering mobile money solution, is one of Safaricom’s products.
Continuing the narrative from Open Capital Advisors, Collymore spoke of how their people strategy is their biggest strategy, saying, “You can have a bad strategy but a good team and the outcome will be good, however, the opposite is not true.” With a firm belief that quality products are created by engaged staff, he spoke of how the company strives to ensure their people have a good work-life balance and get eight hours of sleep – allocating each staff member a ‘thrive-buddy’ to keep them on track and ensure they aren’t overworked.
The company takes their position as a dominant player seriously, seeing it as their responsibility to act as a good corporate citizen and set the tone for others. Safaricom was one of the first corporates to release a full sustainability report and embrace the Sustainable Development Goals, with each corporate function selecting the goals they wish to work towards and then feeding back progress directly to Collymore’s office.
Collymore’s commitment to sustainability and good corporate governance is also evidenced by his membership in the B-team, which brings together business leaders like Unliever’s Paul Polman, Richard Brandson, and Arianna Huffington to push businesses to become more transparent and sustainable, as well as sitting on the board of the United Nations Global Compact, the world’s largest corporate sustainability initiative.
Two Andela students working in the chill-out area of the Nairobi campus.
“Brilliance is evenly distributed, but opportunity is not.”
Andela’s goal is to spread tech opportunity to Africa by finding and training Africa’s next generation of tech talent and connecting them to demand in the West. This is achieved through a two-sided business model: on the supply-side, African candidates apply to join a four-year paid Technical Leadership Program designed to shape them into elite software developers. On the demand-side, a 50-strong sales team based in the US sells Andela’s services corporates looking for excellent tech talent.
Joshua Mwaniki, Country Director for Kenya, told us they receive around 2000 applications per month from people eager to join the Fellowship. With an acceptance rate of 10 – 15 people monthly, applicants have a 0.5% chance of getting in to the programme. What differentiates the Andela from other tech training programmes is their comprehensive Learning Map, which maps a Fellow’s progress against clearly delineated hard and soft skills on a daily and weekly basis.
Andela’s biggest challenge is gearing up to train enough talent, as there is currently more work available than there are programmers to work on the jobs. But upping supply in Africa, Andela is hoping to spread opportunities a little more equally. Their new campus currently under construction will house 1000 students and will go some way to achieving this vision.
Oxford Saïd Alumni Dinner
Current students met with recent alumni who are currently working in Nairobi at Burn and Dalberg.
Chad Larson, Chief Credit Officer, Co-Founder and Oxford Saïd alumnus shows students the entry-level M-KOPA solar unit.
M-KOPA is a pioneer in off-grid, pay-as-you-go solar power systems. With a team of 300 customer care agents on call 24-hours a day, and an on-the-ground salesforce of over a 1000 people, the company is growing rapidly.
Their entry level unit comprises an 8W solar panel, 3 LED lights, a LED torch, a radio and a phone charger. Customers pay an upfront payment of £22 and then pay a 40p daily instalment over a year to pay off the remainder of the unit, where after the unit is theirs. The unit comes with a one-year warranty and has an estimated battery life of four years.
On the ground sales agents help customers calculate the cost-benefit analysis of switching from kerosene to solar, by adding up how much they spend in a year on kerosene, batteries and charging their mobile phone. Once totalled, the entry level M-KOPA unit comes in around one-third cheaper during the payment year, then giving clients a further three years of energy before they need to replace the battery.
Most interesting however is how the company views solar as the foothold into a customers’ home. When a customer is nearing the end of their year-long repayment schedule they receive a call from an M-KOPA agent offering a variety of products; a solar-powered TV, a water-harvesting tank, a bicycle, a cook stove, a starter-pack for chicken farming or a smartphone – any of which can be purchased by extending their existing payment plan. Chad Larson, Chief Credit Officer, Co-Founder and SBS Alum stated, “We are a finance company, selling useful capital assets that save people money.” M-KOPA is focusing their energies on building a ladder of household products, from basic to more advanced, to improve the lives of the poor.
Students shared lunch with Dalberg staff followed by a Q&A session.
“Until the change is done, our work isn’t done”. These were the words of Edwin Macharia, Dalberg Partner and Regional Director of Africa, speaking about how the firm goes far beyond the work of traditional consultants (who are renowned for leave their strategy decks for clients to implement). Dalberg is a platform of companies committed to global development and innovation, including Dalberg Global Development Advisors (consulting), D.Capital (Investment advisory and impact investing), D.Research (data, intelligence and analysis), DIG (Design Impact Group focusing on human centred design) and an implementation support arm.
Dalberg is ten years old and currently has six offices on the continent. Their client mix is one-third governments and large international organisations (such as the UN, DIFD and the World Bank), one-third social sector organisations and foundations and one-third private businesses.
The company is also focused on creating self-driven projects where they spot opportunity areas. Macharia recognises the privileged position the company holds, with contacts in just about every major foundation and development agency in the world. He said, “We are one, maybe two phone calls away from anyone in the world. What are we going to do with that?” One such example is Unleash, an ambitious project driven by Dalberg and other partners, bringing 1000 young innovators into a global innovation lab focused on the Sustainable Development Goals.
Maua Project (Wrigleys)
Mathare Slum on the outskirts of Nairobi.
Maua project representatives speaking to MBA students in the Mathare Slum, describing the benefits of the project on the ground.
The Maua Project is a project of the Mars Catalyst, Mars Incorporated’s internal think tank. In 2014, Mars’ leadership announced their intention to become the ‘most mutual company’ in the world, delivering value to all stakeholders involved in their value chain.
Maua, Swahili for ‘flower’, is a route-to-market mutuality project in Kenya. It develops micro-entrepreneurs, called Uplifters, who act as sub-distributors connecting stockpoints to retailers, predominantly in areas where Mars currently doesn’t distribute to outlets. This creates work for the Uplifters, and increased market penetration for Mars.
The project makes use of a ‘hybrid value chain’, partnering with a range of organisations and non-profits to support various programme elements like recruitment, training and access to tools. Partners include a logistics company, World Bicycle Relief, Ashoka, a microfinance company and M&E support. In 2016 Maua had 368 Uplifters involved in the programme and aim to increase this to 590 by the end of 2017.
Oxford and Cambridge Dinner hosted by Oxford Saïd alumna, Adema Sangale
The Africa Trek group was hosted by Adema Sangale, Vice-President of World Bicycle Relief in Africa, who brought together alums from both universities who work Nairobi.
Naivasha and Nakuru
After a week of company visits we left the city to see some wildlife and have some well-earned rest.
It’s not every day that you get to summit a dormant volcano (Mount Longonot) and then get to hike around its rim.
Day safari at Lake Nakuru National Park.
Giraffes at Nakuru National Park.
Bird watching on Lake Nakuru.
Hanging with the hippos on Lake Naivasha.
Part 2 of Africa Trek 2017 coming soon where the MBAs head to Kigali…
Author: Gillian Benjamin
Gillian Benjamin is a social design practitioner from South Africa. Driven to use design to create social impact, she founded a design studio to serve social justice organisations and later worked at the Cape Craft and Design Institute running design thinking projects in healthcare, education and the built environment.
Forging Common Ground – Series of Oxford Student Insights to the Skoll World Forum 2017.
Gillian Benjamin, Oxford MBA at the Saïd Business School, shares key takeaways from the Skoll World Forum session “Making Leadership Great Again: Breakthrough Educational Models”.
In the lunchtime session directly prior to this panel, Bill Drayton, Founder and CEO of Ashoka, implored audience members to help others understand the implications of the new world order in which the repetitive actions of a machinist on a factory floor, or a line manager in a multi-national company, were fast becoming redundant. He highlighted the need for a radically different skill-set and ‘growing up system’ to give young people the competencies needed to thrive in environments of constant and rapid change.
During the panel on ‘Breakthrough Educational Models’ the founders of two innovative institutions, both based in the global South, shared key ingredients of their success.
Jose Zaglul, Co-Founder and former President of EARTH University shared the story of the establishment of the institution he helped set up. The campus, based in Costa Rica, offers an innovative four-year undergraduate programme in agricultural sciences and natural resources management with one crucial difference from ordinary degree programmes – the technical and scientific knowledge gleaned on the course is just one of the four pillars that make up the curriculum. The other three pillars ensure that students leave with a deep social and environmental awareness, the attitudes and values needed to drive change and the lived experience of having set up their own entrepreneurial venture. EARTH has 430 students from 41 countries, 83% of whom are from rural communities.
Hopping across continents to South Africa, co-founded and CEO Chris Bradford shared the story of the African Leadership Academy (ALA), ALA is a two-year pre-university programme based on the UK A-Level system, combined with unique curricula in Entrepreneurial Leadership, African Studies and Writing and Rhetoric. ALA currently has 264 students drawn from 47 African countries, with many graduates going on to study at some of the most prestigious universities around the world before coming back to the continent to drive growth and development. One such example is Moroccan panelist Jihad Hajjouji who is an ALA alumn currently pursuing her MBA at the Stanford Business School.
When discussing the ALA curriculum Bradford stated with respectful veneration that Zaglul was his personal hero and had been a huge inspiration to ALA as they crafted their programme two decades after the formation of EARTH.
Three key lessons can be drawn from the success of these two institutions:
1) Create opportunities for youth leadership
Recruiting students from underserved communities can be challenging as prior academic performance can be a poor shorthand for future potential. Zaglul shared how a track-record of civic action in teenage years helped EARTH identify and recruit the most promising students, many of whom lacked the top grades of their peers from more privileged contexts, but who made up for this through exhibiting tangible leadership capabilities. Such leadership skills, developed through implementing projects to improve their immediate contexts, point to an understanding of their personal agency and a world-view that sees the status quo as malleable and open to improvement through personal action.
Youth social action projects therefore play an important role in the development of young change-makers, and serve as important identifiers to institutions who are driven to recruit talented students from underserved contexts where quality primary and secondary school instruction may be lacking.
2) Put the emphasis on learning, not teaching
Bradford shared a word association game he has tested the world-over: To begin, think of words associated with ‘school’. Then follow the same process for ‘learning’. Having played this game with educators and students from all corners of the globe the results are resoundingly similar:
When asked to think about ‘school’ people mention nouns such as headmaster, teacher, bell and test. ‘Learning’ rarely appears in the top five most-mentioned associations.
When asked about ‘learning’ people talk about things like discovering new skills through stretch experiences and the value of engaging with inspirational mentors to guide them on their journey.
The contrast in the associations is stark and points to the need to explicitly redesign our education apparatus in a way that fosters experiential learning. Bradford calls for a radical re-organisation of how we deliver the educational experience through two key shifts:
Educators need to shift from thinking about learning as the delivery of content towards the learning as nurturing the key skills students need to hone.
The learning environment needs to shift from a space where the teacher is seen as an imparter of knowledge to a peer-learning space where students learn from one another and the teacher through experiential projects.
3) Inspire teachers to rethink their positions
Passionate teachers strive to replicate the best classroom experience they had as students and in many contexts this means replicating the best lecturer who had the clearest notes on the board.
To shift to a new norm that truly serves students, institutions need to expose their faculty to radically different versions of best-practice to support them in refashioning outdated ideals they may be striving towards. This involves exposure to new teaching practices to support them re-imagine their roles.
She commented, “To tackle the many challenges that stand between us and a just and sustainable world we need a global army of young leaders who combine character, confidence and capability.” The lessons extracted from the work of EARTH and ALA highlight exciting leverage points to help transform education systems from those that merely equip students for repetitive work to those that foster the competencies, care and concern needed in our current socio-economic context.
Forging Common Ground – Series of Oxford Student Insights to the Skoll World Forum 2017 MBA candidate 2017, Ahmed Abu Bakr gives his perspective on the Skoll World Forum session ‘A Work Landscape in Flux for Young People’
We all know that the world is changing at an unprecedented rate, but I regularly feel that we forget, often far too easily, that these changes aren’t entirely new. Marina Gorbis, executive director at the Institute for the future, reminds us that the technological disruptions we are witnessing today, aren’t really as rapid as we make them out to be.
The internet, the proliferation of mobile technology and sensors, and the big data revolution are a result of over thirty years of consistent investment and prioritisation in the space of communication technologies. She refers to the outcome of these technologies as greater “digital coordination”; and through this, she provides a broader definition for technology. If the internet and big data allow for coordination, then institutions and organised systems (for business, government, and otherwise) are also technologies in their own right- technologies for the coordination and allocation of resources.
‘A Work Landscape in Flux for Young People’ panel.
And it is important to keep in mind that organised systems that are being disrupted today- financial markets, healthcare systems, the transportation sector, etc.- were actually major innovations in their own time that disrupted the status quo back in their day.
There is no doubt that the nature of work is being radically transformed by what Marina calls “digital coordination” technologies. But is it really a source of disruption for the nature of work?
The remaining panellists attested that young people in Egypt and Africa were choosing to delve into entrepreneurship and the growing start up culture because of two primary reasons. Firstly, there is an undoubted frustration within the youth populations where they are dissatisfied with the available economic opportunities. Fhazhil Wamalwa, managing director at Disa Energy Management, recalled how he was led to believe that a good education would result in a decent job, and how his inability to get on after his master’s degrees was a painful but necessary disillusionment.
The second factor is a deliberate and concerted effort by many to promote entrepreneurship and entrepreneurial activities as a response to the failure of the existing systems. Dina El Mofty(Injaz Egypt), and Marwa Moaz (Bamyan Media) both talked about their sustained efforts within Egypt to inspire and develop an entrepreneurial mind set.
With this context, it becomes evident that the changing nature of work, the rise of gig jobs, and the proliferation of self-employment and entrepreneurship is a response to the failure of the existing econo-political system where digital technology is less of a cause and more of an enabler.
One thing remains uncontested- the old institutions have to be reformed, and in some cases completely revised. For me personally, the key question is around the evolution of these new systems. The topic of the day seems to be around growing wealth inequality. But wealth inequality is a result of inequalities in the distribution of power- social and politcal. What’s even more troubling is the feedback effect on power from the accumulation of wealth. The 21st century has seen tremendous concentration of wealth because of a tremendous concentration in power. What can we learn from history to design new social and political institutions that distribute power rather than concentrate it?
Ahmed Abu Bakr is an MBA 2016-17, Skoll Scholar at the Saïd Business School, University of Oxford, and Co-founder ofJeeon
Alexander Betts gave a guest lecture at the Saïd Business School entitled “Transforming a Broken Refugee System”. Audience member and Oxford MBA 2016-17 candidate, Sagar Doshi, shares the key takeaways from the talk.
When Professor Alexander Betts takes the stage at the grand Nelson Mandela Lecture Theatre at the Saïd Business School, he doesn’t waste time. He just smiles at the audience and lays out his argument. His first point is a shot across the bow to the mostly European audience before him.
“Europe is not the centre of the refugee crisis today,” he asserts.
What? Really? A casual consumer of recent news might find this suspect. But Betts backs up his statement. Yes, Europe has significant problems of migration, he says, but these are primarily political and social problems. The actual challenge of dealing with refugees in Europe, while difficult, is nowhere near as acute as elsewhere.
Imagine you’re a Syrian refugee, fleeing Homs or Damascus or some other place of conflict in the civil war. Generally speaking, you have three choices:
First, you could bring your family to a refugee camp, expecting stigma and stagnation.
Second, since you are likely an urbanite yourself, you could move to another city, facing limited rights to work and a potential life of destitution.
Third, you could commit to a dangerous journey over Turkey or across the Aegean Sea into Europe.
For years, many refugees—especially from Syria—opted for the third choice. Unfortunately, this occurred just as Europe’s political situation became increasingly delicate. As nationalism and xenophobia increased among European populations, refugee policies followed suit.
Famously, Germany, took a different path. But the environment, even for Germany, was caustic. By the time Angela Merkel gave her “Wir Schaffen Das” speech, she had to make her bold stand in a very muted way: “Germany will manage,” she announced to her people and to the world. She hoped, of course, that other countries would follow suit.
They didn’t. “There was collective action failure,” notes Betts. The UK, Denmark, Austria, and Europe as a whole took pains to limit refugees, so much so that by 2016, Merkel had to make an about face. Betts reminds us that although the door to Europe hasn’t completely closed today, “it’s very difficult to cross Turkey without the right documentation.”
So far, Betts is sharing a known story. It’s a sad and unfortunate story, but it is known.
But then Betts reaches the predicate to his lecture: “We need moral clarity about who we protect and how” he says. In other words, we need to understand what refugees really, actually need and provide that.
“I would argue that there is no moral right to migrate,” says Betts. “What’s needed isn’t migration per se, but rather a safe haven, where they can get access to their most fundamental rights.”
So what provides that safe haven, and what do refugees need? For Betts, those needs come in three categories:
Rescue – safe havens in host states, basic assistance
A route out of limbo – reimagined resettlement policies, updated visa systems, spontaneous arrival as last resort
Consider where refugees get to live. Today, many refugee aid regimes conceive of refugees as living in camps. Camps can provide rescue—though those on the Turkish side of the Syrian border might contest even that point—but they typically do not offer refugees autonomy or a route out of limbo. It’s not surprising that today’s refugees often opt to avoid encampment.
Office of the United Nations High Commissioner for Refugees —the international organisation meant to focus directly on this population—is struggling to adapt to this new paradigm. UNHCR is not present in urban areas, even though that’s where many refugees are . Take Turkey, which is host to more refugees than any other country in the world. UNHCR supports only about 10% of refugees in Turkey. Why? Simply because UNHCR is set up to support camps, whereas most refugees in Turkey are in what Betts calls “urban or peri-urban areas.”
So what are we to do? What can governments and aid organisations change to make these situations better? For one thing, all our assumptions should be checked. For instance, many refugees aren’t necessarily looking for permanent resettlement. A large number of Syrian refugees, for example, have tried to return to areas of conflict when their home regions appeared to quiet down. Indeed, when Canand’s Justin Trudeau offered a hand of welcome to refugees in the Gulf, his government targeted those in Lebanon and Jordan. Refugees were contacted by phone and SMS to ask if they wanted to resettle to Canada. 70% of those contacted declined. They preferred to stay close to their region of origin.
The refugees of today’s conflicts are distinct from those of the past. There’s a political implication here. Today, most countries have complex and differing notions of what separates a refugee from a voluntary migrant. The 1951 Refugee Convention that gave UNHCR its mandate doesn’t provide all the answers to today’s challenges. This could be updated to reflect more modern realities of the refugee experience.
And clarifying that refugee experience is critical. Sitting with many of these refugees, Betts found that a very small number are unemployed. Many, in fact, are self-employed. They have built their own forms of autonomy and have contributed to their host country’s economy at the same time. Even governments who are wary of allowing rights to work for refugees en masse might see the benefit of taking advantage of a skilled, available population of idle workers.
Could host country governments “help refugees help themselves”? By making the refugee environment as human as possible, governments can think of refugees as a resource, rather than as a burden. If host country governments are going to organise camps for refugees, and if many refugees do live in those camps, then at least governments should provide some physical connection to the rest of society. Some properly human, interactive environment for a micro-economy to thrive. That means offering rights to work when possible, even if only on a limited basis.
This is a complex problem, and Betts doesn’t claim to offer any simple solutions. Nor is he blind to the lessons of modern geopolitics that underscore the fact that the refugee crisis and the west’s new nationalism are intertwined. But that doesn’t mean that progress isn’t possible. The 65 million forcibly displaced people—and our own consciences—demand it.
Find out more about Alexander Betts’ research and other publications.
Alex Shapland-Howes is a 2016-17 Skoll Scholar and is leading the way for social mobility within the UK’s deprived communities. After his early career as a teacher, he discovers what it’s like to be on the other side of the classroom again at Saïd Business School!
It’s been almost ten years since I was last a full-time student. Having worked in education ever since, it felt a bit odd to go back to the other side of the classroom in our first week.
We are working towards a day where a child’s background doesn’t limit their future options
I’ve spent the last five years leading the expansion of the education charity – Future First. We are working towards a day where a child’s background doesn’t limit their future options. In the UK, we have one of the lowest levels of social mobility in the developed world. The correlation between parents’ earnings and those of their children remains stubbornly close.
Alex being interviewed on UK channel, ITV News.
The problem is incredibly complex, but one key challenge is that young people from less advantaged backgrounds are less likely to have positive role models in the world of work. Half don’t know anyone with a job they’d like to do themselves and a quarter goes as far as to say that ‘people like them’ don’t succeed in life.
By helping state secondary schools reconnect with their alumni, Future First is changing those statistics.
Having grown up in the same place and had some of the same teachers, former students can have a transformative effect on the lives of today’s young people – volunteering to deliver careers talks, act as a mentor, or support the teaching of a lesson related to their job.
Over the last five years, we’ve expanded the organisation to work with more than 10% of all secondary schools across the country. Even more excitingly, we’re starting to see the growth of alumni networks beyond our own work.
Our aim is to lead the creation of a genuinely national culture of alumni engagement. Every young person deserves a role model they can relate to, regardless of their background.
I started to look for opportunities for professional development…I wanted to learn what the textbook says about leading teams, developing long-term strategies and running efficient organisations.
Whilst we’ve had great success in growing the organisation and its impact, I started to look for opportunities for professional development about 18 months ago. Perhaps inevitably, we didn’t get everything right, but having moved straight from being a secondary school teacher myself to leading an organisation like Future First, I wanted to learn what the textbook says about leading teams, developing long-term strategies and running efficient organisations.
I came across the Skoll Scholarship by luck, but as soon as I saw it I knew I wanted to apply. I feel incredibly privileged to have the chance to spend a year learning from the world-class experts, reflecting on my own leadership journey and working with amazing people from all over the world. (And they really have been amazing and from all over the world!). There’s not a chance I’d have had been able to do this without the support of the Skoll Centre.
It’s clear from the first few weeks that it’s going to be hard work, but I feel unbelievably lucky to have this opportunity and I can’t wait to carry on making the most of it.
The Skoll Centre held its eighth annual Emerge Conference from 12-13 November – a highlight in our annual social impact calendar. Almost 500 attendees were present, including 65 speakers, and over 20 sessions were held ranging from workshops, to conversations, to speaker hosted lunches, and even an Oxford style debate. Emerge 2016 highlighted critical social and environmental issues, as well as cutting edge solutions. Its aim was simple – to inspire delegates and develop their understanding of global challenges.
With all the joy, inspiration, and excitement of Emerge 2016, there was an element of sadness to this year’s conference. We were missing Emerge’s inspirational founder and late Director of the Skoll Centre, Pamela Hartigan, who passed away this summer. She designed much of the programme for 2016, and it was her wish that Emerge continue to highlight key trends within the social impact space.
“go positively, she believed in you, and people like you. Her spirit lives on in this room and beyond”
It was clear by the number of mentions, by both speakers and delegates, and tributes dotted around the conference, that Pamela touched the lives of so many. The opening plenary speaker, co-author, and friend to Pamela, John Elkington, made reference to the current social-climate, “in these tough times what would Pamela say? She would urge us to continue, to get on with it and make it work”. He closed his opening speech “go positively, she believed in you, and people like you. Her spirit lives on in this room and beyond”.
From left to right: Daniela Papi-Thornton, Ola Suliman, Baljeet Sandhu, Alexander Betts. Photo by www.fisherstudios.co.uk
And indeed her spirit did live on throughout the weekend’s sessions. Some highlights of the programme included a session on Using Social Impact Media to Alleviate Conflict, which focused on how social impact media can be used to promote peacebuilding in conflict areas around the world; Using the Impact Gaps Canvas, which explored how this model can be used to understand the challenges and the solutions that have sprung up to address it; and One Year On: Revisiting the Refugee Crisis¸ which examined how the issue of forced migration has developed since Emerge 2015. This panel, in particular, was rich with content and well-received, bringing the perspective of migrants, grassroots activists and policy influencers to the table.
The opposition argued that there are issues which are simply too large and complex for private and social sector organisations to tackle alone
Left to right: Hangwi Muambadzi, Liam Black, Colleen Ebbitt, Kieron Boyle, Dr Shelly Batra, Allegra Day, Julian Coyne Photo by www.fisherstudios.co.uk
This year’s Emerge Debate was held at the Blavatnik School of Government and was aptly titled: “This house believes government involvement constrains social innovation”. Dr Shelly Batra of Operation ASHA brought a touch of wit and charm in her speech for the proposition, jokingly questioning: “apathy, wastefulness and sloth, were these words created keeping govts in mind?” succinctly making her point that “social innovations have been strangled by governments in India”. However, Liam Black of Wavelength, dealt a knock out speech, noting that it’s “fashionable to kick government” and that we seem to take government policies for granted, even those laws that have made our lives safer. The opposition also argued that there are issues (like climate change) which are simply too large and complex for private and social sector organisations to tackle alone, and that policy is a necessity to tackling these effectively. Kieron Boyle, a first-time debater, closed with a strong argument, putting forward that “we need to help government be more socially innovative”. After an audience vote, the motion was rejected – in the eyes of our Emerge delegates; government involvement does not constrain social innovation.
Crisis Cafe – Performance by Oxford Imps Photo by www.fisherstudios.co.uk
To wind down the first day, delegates and speakers alike headed to Crisis Café for dinner, networking, and Emerge Spotlight entertainment. This year’s Emerge Spotlight was super-charged! Post-supper energy from the Oxford Imps, an improv troop, had the crowd roaring with laughter at their spontaneous scenes. The Imps were followed by impromptu performances from Emerge delegates themselves, and Oxford MBA graduate, Denise Hearn, closed the night with an intimate set of rock and country covers.
The sun was finally shining on Sunday morning, and as in years past, the second day of Emerge opened with the Mustard Seed Pitch Competition. Eight social start-ups pitched to win investment from Tribe Impact Capital. There was stiff competition, but ultimately diabetes prevention start-up Our Path came out on top, and were offered a £5000 prize, which is convertible to equity by Tribe Impact Capital if they raise further funding. Our Emerge delegates gave the audience choice award to BubbleNutWash, who produce and sell fairly traded, environmentally friendly soap nuts. Both companies will have the opportunity to meet mentors and investors from Mustard Seed’s network in a greenhouse day in London.
Pail Lindley, Founder of Ella’s Kitchen Photo by www.fisherstudios.co.uk
The Sunday keynote was delivered by entrepreneur Paul Lindley, founder of Ella’s Kitchen and Paddy’s Bathroom. Paul, proudly wearing his B-Corp UK t-shirt, talked about values and people in business. Ella’s Kitchen currently turns over €100M a year, and he put that success down to four key factors:
Values based business
An awesome team
Actively finding ways to deepen consumer’s trust
Paul is an advocate for business as a force for good, and he believes profit making businesses can change the world. We should also mention that Paul should probably win the award for most endearing and creative PowerPoint; he engaged the audience through his entire 90 slide presentation, and had them laughing at video clips from his playful campaigns. His speech affirmed that we all, as individuals, have the power to make small changes each and every day in the way we choose to consume. #Bethechange!
The final keynote was delivered by founder of MyBnk, Lily Lapenna. MyBnk is a financial education initiative designed to equip young people with the knowledge they need to be in control of their money. Lily took us through her impact journey, and where she is headed next. Her charismatic approach had the audience shouting out their very own tagline after she disclosed her own as “Nigel Farage, Donald Trump, I don’t want to run away from you, I don’t want to move to Canada. I want to coach you!”
Lily Lapenna – Founder and Chair of MyBnk Photo by www.fisherstudios.co.uk
Work for an organisation where there are people who will mentor you and where they take staff learning opportunities seriously.
Find problems to care about. You won’t find your calling by looking for “solutions” – first you need to find a problem you really care about, and as you begin to understand it, you will start to gain the perspective from which solutions can emerge.
Connect and network! Don’t just walk out of here asking for help from someone – instead offer your help TO someone. Connect them with someone you know who might help them get them on their impact journey, share resources, or give other support! (Check out our Collaboration Clothesline for connections)
Gain skills! Ask yourself “What can I learn from those around me, from my bosses, from our organisational systems?” Even if you don’t think your current job is high impact, there are certainly things you can learn!
Join us at Emerge next year!
And with that, it was all over; inspiration, challenge, and rejuvenation to last until Emerge 2017.