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My Journey from New Delhi to Oxford

Nikhil Dugal is a 2017-18 Skoll Scholar on the Oxford MBA. He’s a social entrepreneur working in the field of environmental sustainability, specifically towards establishing a circular economy. Here, Nikhil shares his story and inspiration up to becoming an Oxford Scholar.

Portrait of Nikhil

My journey leading up to Saïd Business School has always been guided by one principle, to put the impact of the work I’m doing first, before anything else.

My journey started in 2014 when I had been working at a development economics research center in India for about two years. As a researcher, I became increasingly frustrated from working on multi-year, multi-million dollar projects that repeatedly unpacked major social challenges, without actually pairing them to actionable policy insights that could create change. It became clear that I enjoyed a more hands-on approach, and wanted take part in changing the problems I was working on. I set out to find opportunities to use what I’d learned to become part of building solutions myself.

While in college at New York University, I had taken a class on social entrepreneurship that first introduced me to the idea of establishing a business-for-good. I was immediately intrigued by the concept of a business designed to address a social or environmental problem, versus the traditional mode of CSR, which engages in philanthropy out of a percentage of profits made from the unsustainable systems themselves. This new breed of social –business instead leverages market-forces to implement change, without the constraint of relying on funding for their entire life-cycle.

It wasn’t long after first getting excited about social enterprise that I met a friend who had been inspired by the idea of repurposing shipping containers into infrastructure – and his inspiration really got me thinking. Having worked in the development sector, I understood there was an unmet need for organizations working on rented land, running operations in remote areas. I was also interested in working in the waste management space. I proposed that we focus on his expertise in manufacturing, and use my previous experience to start a company that provides custom container infrastructure to organizations in rural and urban India.

Image of colourful containers

Containers retired from use at a yard in Uttar Pradesh

Aadhan

Over the past two years, we’ve built a company that repurposes once unusable materials into beautiful classrooms, workspaces and more, anywhere in India. We provide an end-to-end service to any organization looking to build temporary infrastructure. Our facilities help up-cycle shipping containers that are over 20 years old and retired from use.

We’ve built a list of vendors who provide construction inputs made from waste, such as wall paneling made from Tetra-pak waste cartons or sustainably sourced wood, insulation made from PET bottles, and roofing sheets made from recycled plastic and aluminum. These are offered as a package to our clients, for each of whom we design a custom facility as per their requirement. We also offer off-grid solutions including solar-panels and dry-toilets.

Interior of a shipping container - built withTetra-pak Board

The interior of this facility is made from Tetra-pak Board

At Aadhan Infrastructure, we’ve helped recycle over 25 tons of steel, and built a diverse range of infrastructure including skill training classrooms for government programs, training facilities for rural healthcare workers, and even furniture showrooms for private companies. Over 400 children from disadvantaged communities have accessed skill training in rural Uttar Pradesh due to our classroom. We’ve also won grant funding, business competitions and were featured on national television.

Nikhil and his team standing on top of a shipping container they have converted into a space

Carrying out an inspection before dispatch

Why the Oxford MBA?

Despite our small and growing success in India, I feel there is so much more I need to learn in order to grow the company’s impact across India. We have faced innumerable challenges including an inability to scale up our work with the government, an inability to raise equity funding, the lack of an established market and low trust in the new building technology. I was able to receive significant peer support from organizations such as Unltd. Delhi; however, I realized I needed to build my skillset in order to successfully be able to run the business and change our model in order to scale up the impact of our work.

Coming from a background in economics and math, I wanted to study business in a place that was focused on supporting social entrepreneurs, and actively involved in the changing narrative on the nature of business. Due to this reason, I had a very specific list of MBA programs. Each one was a one-year program, focused on entrepreneurship, with a significant focus on social enterprise. Saïd Business School was at the top of this list, especially due to the countless resources they offer to social entrepreneurs and the presence of the Skoll Centre.

I had been looking at the scholarship for over a year, and once I knew I met the criteria, I reached out to a previous scholar from India, who was incredibly kind and helpful. It immediately gave me a sense of the community here and motivated me further to apply. One year later, I’m sitting in Oxford, and have been blessed to receive a Skoll Scholarship.

This opportunity has enabled me to pursue my goals and continue to engage in my mission. There are truly few organizations in the world that provide such significant support to social entrepreneurs, with only the intention of encouraging them to lead an impactful career. There is no chance that I would have had access to such a great program without the help of the Scholarship and I look forward to using every opportunity I get over the next year to learn as much as possible.

Over the next year I plan to use all the resources we are offered here, including programs such as Map the System, Skoll Academy and Skoll Venture Awards to refine the mission of my organization and explore levers for change to help us scale our impact. I’ve had the opportunity to attend a few sessions at the Skoll Academy already, and am extremely impressed with the program the Centre has been able to put together as an alternative to the Consulting Development Program and the Finance Lab offered to the rest of the MBA class.

I’ve also had the amazing opportunity to meet my peers, each of whom is as accomplished as the next. They are the greatest resource we have here, and they come from all over the globe, with about a third from the development sector. Although they’re from a diverse background, what they have in common is a sense of collaboration and community, and I feel certain I’ll learn more from them than I can begin to describe here and now.

 

 

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From Lisbon to Oxford

Sandra Fisher-Martins is a 2017-18 Skoll Scholar on the Oxford MBA. She is also a plain-language activist and entrepreneur. Sandra shares the candid truth about leaving her 10 year old organisation to pursue an Oxford MBA.

“Can you read this letter for me?”, asked Mr. Domingos, the office center caretaker.

We stood by his desk and he watched while I sifted through it. I explained that the letter was in fact a surgery voucher from the Ministry of Health paying for a surgery in a private hospital of his choice. His smile was a mix of relief and disbelief.

“I had thrown it in the bin. Then I remembered you telling me about your job the other day…”

Mr. Domingos had his first job at the age of five and taught himself to read as an adult. He enjoyed the sports newspaper, but struggled with official letters, forms and pretty much everything else. His life story was unique, but his experience of depending on others to access crucial information was not uncommon. Nearly 4 in 5 Portuguese are ‘functionally illiterate’, which means that their reading skills are insufficient to meet the demands of daily life.

I founded Português Claro (‘Plain Portuguese’) in 2007 because I was appalled by the gap between the average literacy skills of our citizens and the complexity of the documents we had to read to get on with our lives. From electricity bills to insurance contracts, from bank statements to government websites, everything was riddled with jargon and legalese. How could anyone make informed choices? How could anyone know and act on their rights?

Sandra and the Claro team at work

Sandra and the Claro team at work

Sandra delivered a talk at Productized 2016

Sandra delivered a talk at Productized 2016

The low literacy problem is an important and complex battle to wage, requiring massive investments in education. I was too frustrated to wait. Seeing an opportunity to meet the needs of today’s Portuguese adults, I set out to persuade businesses and government agencies to simplify the way they communicated with the public.

Having little business experience, during my first years at Claro I used to dispel the flashes of self-doubt with fantasies of getting the Skoll Scholarship and picking up, in one swift year, everything I would need to run a successful social venture.

I never applied. I was too busy running the business and learning by trial-and-error to be a plain-language expert, a salesperson, an accountant, a project manager, a recruiter, a team leader, and a CEO. Stopping for a year was impossible.

And then, after nearly a decade of challenges and growth, Claro hit a sudden wall. A change in government had led to a sharp decline in private and public investment and our sales were plummeting. Faced with the possibility of having to close the company, I started questioning the sustainability of the change we had created over time. Without Claro to provide plain-language services, would these organizations revert back to their old ways?

As my doubts grew, it became clear that I’d allowed myself to be sucked into the day-to-day of running a social enterprise when the real challenge was in creating sustainable systemic change. It was time to stop and have a rethink.

I went back to the Skoll Scholarship and the Centre had added more programming focused on system change. So I decided to apply. This time I wasn’t looking for tools to run a business. I was looking for a space for reflection within a world-class network of systems thinkers, social entrepreneurs and researchers.

It is now Week 4 in Michaelmas (in plain language, that’s the beginning of November) and although the MBA has barely started so much has happened. This is a high-frequency learning environment, with daily opportunities to engage in mind-expanding conversations. Today I met with Patrick to learn about his experience running an impact investment fund in Peru. Last night I explored with Emily the systemic consequences of an ill-conceived agricultural investment in Ghana. Through this exposure to diverse experiences and approaches, my initial questions have evolved and unexpected themes — like ‘identity’ — have surfaced. Clearly, this journey has just begun.  I am eager to see where it takes me.

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Creating opportunities through the power of language

Macarena Hernandez de Obeso, is a current Skoll Scholar and is dedicated to economic opportunity and prosperity for deprived communities in Latin America.

She shares the story of starting her new social enterprise that aims to bring together a global community, all the while studying her Oxford MBA!

In September of 2016 I started the most incredible journey of my life so far, an MBA at Oxford. At the beginning, I was sure that I was here to strengthen my business knowledge to be able to combine a sustainable business model with a social mission. However, I wasn’t sure which path I was going to achieve it in the future. I had in mind three options:

1. come back to the social enterprise where I was working before

2. join an international organisation or enterprise focusing on the design of tools and impact metrics to enhance the work of social entrepreneurs

3. start my own venture

Surprisingly, in less than two months, one of these became a reality.

Meeting my Co-Founder

During the first week of my MBA, I met Ana Maria. Being both born in Latin America and having dedicated part of our life to social impact, we realised that we shared a powerful goal; to create opportunities for people in Latin America by embracing their talents and helping them to reach their full potential. She had the idea to fund a charitable project offering Spanish language practice for foreigners through conversations with native speakers within the project’s community. I loved the idea, but not the business model; I thought it should be a social enterprise that could fund itself by creating access to economic opportunities and a flexible way of income for all Spanish native speakers in Latin America.

Launching our social enterprise

In November of 2016, we founded Language Amigo. Today, we are connecting, through video calls, language ’Learners’ who want to practice conversational Spanish, with native speaking ‘Amigos’ from Latin America. For Amigos, Language Amigo is a flexible way of income and for Learners, Language Amigo is a flexible way to practice.

Through Language Amigo, we are not offering Spanish teachers. We are offering to language learners the opportunity to put into practice their foreign language knowledge and have real world conversations with real and friendly people, Amigos. I believe that the main objective to learn a language is to be able to connect with people from another country, culture, and background. Through Language Amigo, you can do that.

Language Amigo's first Learner-Amigo call

Language Amigo’s first Learner-Amigo call

Language Amigo's first Learner-Amigo call

Language Amigo’s first Learner-Amigo call

Challenges

I was very happy working on my new venture, but with every new path comes its challenges and scepticism. In February 2017, I was delivering a presentation about Language Amigo, to my communication skills’ group at the Oxford Language Centre. I explained that to generate income, Language Amigo keeps a percentage of the cost of the calls conducted between Amigos and Learners. The first question that I received after this presentation, from a Chilean student, was: “are you exploiting Latin American youngsters to create a business?” I couldn’t believe what I was hearing. I wasn’t sure what feeling this question had caused me. Anger? Deception? Surprise? Indignation? I realised that it is not obvious to everyone that a collaborative economy business model, such as Language Amigo, is creating economic inclusion for people who did not have an economic opportunity before. I was conscious that industries threatened by collaborative economy models, such as hospitality and logistics, have been raising critique against successful platforms and putting pressure into regulatory institutions. Nonetheless, the fact that an Oxford student from Latin American believes that we were exploiting our Amigos, completely shocked me.

But, we continue to grow

I believe that Language Amigo is creating value not only for Amigos but also for Learners. We are developing the means to create social and economic transactions between them. We are aggregating and connecting supply with demand that otherwise would never connect. We are constantly looking for potential customers to grow the economic opportunities for Amigos. We are constantly updating the Amigos’ training and generating support resources to improve the experience for the Learners.

Why is the value of creating a network and the means to include people into the economy undervalued? What is harder: to produce and deliver the product or service, or to find the market and attract it to generate demand for the product or service?

Currently, we are looking for institutions such as language centres, schools, universities, and enterprises that already have Spanish students to become our partners. We would like to be able to offer Language Amigo to their students and to co-create the best tool for them, their students, and the Amigos. Together we will be able to demonstrate that it is possible to create fair opportunities through the power of language.

Language Amigo Co-founders: Ana Maria (Left) Macarena (Right)

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How to understand public healthcare challenges

The Skoll Centre’s Apprenticing with a Problem awards support individuals to engage in experiential learning and deep immersion around the challenges that they seek to tackle.

Oxford MBA alumna, Melissa McCoy, is a 2016-17 awardee whose apprenticeship took her to South Africa to learn about the real challenges faced in the healthcare system, from those who experience it first-hand.

About two years ago, I started trying to solve South African public healthcare challenges before setting foot in the country. For my Oxford MSc Computer Science thesis project, I built a low bandwidth-optimised online telehealth platform and a machine-learning based triage tool for South African patients to solve issues of doctor scarcity and misdistribution. While this sounds logical, I jumped into creating a solution before truly understanding the problem space.

The Skoll Centre’s Global Challenge competition, which resulted in an Apprenticing with a Problem grant, was a huge blessing. It gave me the resources and thought space to understand South African healthcare challenges from several angles and ensure I was tackling the problems in the right way.

The resulting research that my team and I completed focused on visiting 15 healthcare facilities, spanning several characteristic types:

  1. Primary, secondary, and tertiary levels of healthcare
  2. Gauteng, Western Cape, North West, and Mpumalanga provinces
  3. Remote rural, rural, and urban geographies.

The research also focused on speaking with four types of stakeholders (doctors, nurses, facility managers, ICT professionals) that represent the various healthcare system perspectives.

While our findings around the problem space were extremely valuable (and are fully detailed in our report), we also took away some surprising insights:

  1. Willingness to embrace change: Contrary to our initial beliefs, people in the public healthcare system in South Africa do not enjoy the status quo. They are cognisant of the challenges and inefficiencies in the system. They also believe that while there is a lot that rests on the powers that be, there is a lot that they can do themselves to bring about change. Our visits were viewed with optimism and most facilities were hopeful and confident that our suggestions would be beneficial for them. A system that is not cynical and is open to feedback is bound to see progress in due course of time. The positive attitude of practitioners and the administration alike towards embracing technological improvements was a huge motivational factor for us.
  2. Bottom-up, Organic Tech Solutions: While many facilities lacked digital infrastructure to allow for referrals and sharing information, healthcare facilities & professionals devised their own ways to facilitate these processes. Doctors had created WhatsApp groups to discuss difficult patient cases. Nurses had equally formed networks among themselves and would send SMS messages to each other to communicate bed occupancy and information about referred patients.
  3. Learning from field interviews is hard: We came into the research with several pre-conceived ideas around the core problems and the appropriate solutions to solve them. We wanted to validate if our hypotheses were correct without biasing interviewees in the process. In Rob Fitzpatrick’s book, The Mom Test (which we referenced often), he summarises the challenges of this process well: ‘Trying to learn from field conversations is like excavating a delicate archaeological site. While each blow with your shovel gets you closer to the truth, you’re liable to smash it into a million little pieces if you use too blunt an instrument. I see a lot of teams using a bulldozer and crate of dynamite for their excavation. They use heavy-handed questions like “do you think it’s a good idea” and shatter their prize. At the other end of the spectrum, some founders are using a toothbrush to unearth a city, flinching away from digging deep and finding out whether anything of value is actually buried down there.’ We botched at least a dozen conversations with stakeholder, by either introducing our concept of interest too early or never bringing it up and getting their true thoughts. This was a skill we gradually improved upon with every interaction.

Overall, the exploration was invaluable and one-of-a-kind. It set the stage for how our company, ConnectMed, planned to work with the South African public healthcare system, as well as how we now think about engaging the Kenyan system.

Melissa recently completed her MSc Computer Science and MBA at University of Oxford on a Rhodes Scholarship and is now working on a Africa-focused digital health venture, ConnectMed, in South Africa and Kenya. She previously worked in the Americas and Africa as an engineer, entrepreneur, and consultant.

Follow @melissa_mccoy

Download Melissa’s Apprenticing with a Problem report.

Read more about Apprenticing with a Problem on the Skoll Centre website.

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The rise and challenges of social entrepreneurship

Skoll Centre Early Career Research Fellow Tanja Collavo hosted a workshop at Marmalade 2017 on the strengths and weaknesses of the social entrepreneurship sector in England… and where next.  

The State of Social Entrepreneurship in England – Strengths, Issues, and Solutions.

What is the state of social entrepreneurship in England? In the course of my DPhil research at Saïd Business School I interviewed key people at social entrepreneurship organisations, revealing a snapshot of strengths, weaknesses, worries and ambitions for the future development of the sector. At this workshop I presented some of my findings and asked participants to give their thoughts and elaborate actionable proposals around the issues most important to them.

The debate was lively! The overall agreement was that the sector is growing, vibrant, diverse, exciting, and constantly changing thanks to the very low barriers to entry. Its core strengths are its ability to break silos across sectors and organisations, and its democratic nature, encouraging bottom-up solutions to social problems and the retention of the wealth produced at the local level. Additionally, the perception is that the quality of products and services delivered by social enterprises is constantly improving and that this is a great business card to increase their market penetration both in the business-to-business and business-to-consumer markets. In this sense, many workshop participants welcomed the shift of the sector towards business and believe that more and more social enterprises should aim to become business-savvy and competitive.

But participants also agreed that there are still many key issues holding back the growth and success of the social entrepreneurship sector:

  1. No one talks about failures

There is very little learning inside the sector because media, intermediaries, social entrepreneurs and enterprises talk a lot about successes but hardly ever about failures.

  1. The passion paradox

Most ventures start because of founder’s personal experience with or passion for the problem they are trying to tackle. This has obvious positives but also can lead to a “do something now” mindset promoting easy solutions and immediate action more than the elaboration of long-term strategies. Further consequences can be the lack of professional sectoral knowledge and lower inclination towards collaboration due to high levels of personal ownership and commitment, also associated with stress and burnout.

  1. Difficulty accessing supply chains

A third issue present in the sector is the low presence of social entrepreneurial organisations in supply chains, both in the business and in the public sectors. In fact, in most cases, social ventures are too small to bid for contracts and too young to have a proven track record that would facilitate their winning supply or service contracts.

  1. Too dependent on government and poor finance

Participants described the sector as still too reliant on government and as lacking appropriate financial support matching its funding requirements and specificities. Financial support was described as particularly scarce at regional and local level, with core sector and financial intermediaries being based in London and mostly focusing on organisations and areas geographically close to them.

  1. Lack of collaboration amongst support organisations

Finally, the group agreed on one of the main findings of my research projects: the lack of collaboration among sector intermediaries. This leads to a duplication of efforts and to a degree of confusion among social entrepreneurs and enterprises about where to look for support and how to reconcile the different messages they hear from the different intermediaries they are affiliated with.

Out of this list of issues, the workshop participants picked two areas that they thought were especially relevant in order for the sector to keep on thriving: the access of social enterprises supply chains in private and public sectors, and the low collaboration among sector intermediaries.

Social entrepreneurship in supply chains

The group tackling the issue “access to supply chains” found several core causes for this issue. Some causes can be attributed to failings of social enterprises themselves:

  • a lack of transparency and metrics that would lower the perceived risk of social ventures;
  • a low understanding of tender processes;
  • and the inability of social enterprises to scale and integrate or collaborate in order to bid for big projects and commissions.

Other challenges are created by the surrounding ecosystem:

  • procurement practices and contracts that do not favour the involvement of social enterprises and small organisations in supply chains of corporations and public bodies;
  • the existing regulatory environment;
  • and the still low recognition of the value and specifies of social enterprises outside of the sector.

Proposed solutions to improve the situation relied on the involvement of social entrepreneurs and enterprises and/or in that of sector intermediaries. Social entrepreneurs and enterprises should, with the help of intermediaries, lobby both the government for changes in legislation regarding tendering processes, and private companies to convince them about the possibility to collaborate with social enterprises to enhance the sustainability and credibility/effectiveness of their CSR practices. Furthermore, on their own, social entrepreneurs and enterprises should collaborate to win contracts and present stronger evidence about their performance and competitiveness, which would reduce the perceived risk for procuring organisations. Finally, sector intermediaries and research bodies should: analyse where the Social Value Act has worked; prove the benefits of values-based supply chains; and ensure social ventures involvement in supplier network platforms like Ariba.

Increasing collaboration amongst intermediaries

The second group of participants decided instead to work on the problem of low collaboration among social entrepreneurship sector intermediaries. The origins of this situation can be found in the presence in the sector of multiple umbrella bodies and intermediaries that publicly state that they are cooperating and collaborating with one another but in reality are very territorial and not interested in what other intermediaries do because “they occupy a separate niche in the sector”. In addition, many intermediaries have very specific views and beliefs about the definition of social entrepreneurship, about what the sector should look like, or about its role in society. This makes it difficult for them to really collaborate beyond sporadic cooperation for specific projects and events.

In this case, the proposed solution was to start from existing successful platforms involving several intermediaries (such as the Social Economy Alliance) and create a “network of networks”. This would have shared ownership and governance, would avoid exclusive definitions, and would initiate collaborations among different organisations around specific projects, such as “improving the access to supply chains for organisations in the social economy”. Cooperation on specific projects could be a starting point to create trust and a mutual understanding. At the same time, this “network of networks” should map out all the different intermediaries present in the sector and develop an online list differentiating organisations according to their core competences and easily accessible for organisations interested in obtaining support from the ecosystem. The creation of such a database would simplify the research process for individuals and organisations in need of help and would create the opportunity for intermediaries to understand where their respective strengths are and, thus, for sharing best practices and outsourcing to each other non-core activities.

What’s next?

The meeting finished with some networking and the hope that these solutions could lead to some concrete initiatives in the sector as well as to other opportunities to meet and discuss also the other issues present in the sector and ways to solve them in a collaborative way. Is anyone there up for the challenge? From my side, the door is open to anyone willing to know more or to jointly organise something along these lines to help the social entrepreneurship sector as well as other parts of the social economy grow and thrive even more.

Want to learn more about the interconnected networks within social entrepreneurship and social enterprise? Come along to Tanja’s talk ‘Networks in social entrepreneurship – how to support the sector while mobilising it‘ on Wednesday 17 May, at the Saïd Business School, Oxford.

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Emerging Leaders shaping the future at the Skoll World Forum

Forging Common Ground – Series of Oxford Student Insights to the Skoll World Forum 2017.

Irina Fedorenko, DPhil Candidate at the University of Oxord’s School of Geography and the Environment, gives her perspective on the  Skoll World Forum session “Fault Lines Story Studio: Emerging Leaders Initiative”.

Increasing impact by amplifying stories of entrepreneurs

The Skoll World Forum Emerging Leaders

The Skoll World Forum Emerging Leaders

The Emerging Leaders The MasterCard Foundation initiative that identifies and sends 10 young, passionate leaders to the Skoll World Forum every year. Today I had the honour of attending the lunch session where 6 leaders were presenting. I have never had a lunch break that inspiring.

Each leader delivered a short speech about how they found their missions and what their organisations are currently working on. I cannot even start to convey the impact of storytelling and the energy in the room, but at least I can give you some highlights:

Dorcas Amoh-Mensah is a MasterCard Scholar at the University of Edinburgh from Ghana. Her story started with an internship in London, and that received acts of kindness form distant relatives and some cash to help her by new clothes. This has transformed her and she decided to dedicate her life to kindness and sharing with other people. In Edinburgh she works alongside many other volunteers are sharing and sacrificing their time to teach underprivileged children. “Our mindsets create labels, that strip people off the ladder of humanity – this always happen. “Rats” during the Holocaust, or “cockroaches” in Rwandan genocide…We need to stop that!”, she said.  “Do not be afraid to share your privilege with other people, and do not be scared to empower people to become better than you are”, was the message from Dorcas.

Michelle Chimuka, runs the Sani Foundation in Zambia. She is concerned that in her country they don’t even have statistics on intellectual disability. Promoting inclusion for people with intellectual disability is her personal mission, as grew up with a brother who has a down syndrome. She founded the Sani Foundation to help people like him to have a life, to provide the support to young adults and help them finding jobs. “These people should be considered as active and participating citizens. They have better attendance and retention than average workers”, Michelle says. Her biggest challenge is that many people don’t even know about intellectual disability in Zambia. “Educate your self, make a friend!”, is Michelle’s message.

Olivia Muiru, works for B Lab East Africa. She wanted to work in finance, but then realised when executives are making decisions, they look only at the bottom line, and not on how it impacts on all the stakeholders. She then started a quest for finding an organisation that would consider all the stakeholders and she found her answers in micro-finance initiatives. These would provided loans for very poor people, who would be considered un-bankable. After getting these loans, Olivia’s research concluded, most of these people felt included, they felt that they had a voice were proud of being able to contribute to the economy. B Lab uses the power for businesses that do good for the world. “Please join our tribe!”, Olivia invited the audience. She noted though, that the concept of social entrepreneurship is still very Western for Africa, and it is a challenge that the awareness is very low. But we could be sure that Olivia will change this perception very soon!

Andrew Ozanian, works for the International Bridges to Justice. He said that torture is forbidden in most countries, yet it is the most used form of police investigation in the world today. He believes that the rule of law is a foundation, the bedrock of a stable society. His organisation supports local lawyers to defend the rights of people in their local communities. And they have  the lawyers in 40 countries! The Justice Hope project that Andrew runs system scaling is more important than organisation scale. For the first time, Human Rights defenders can be a part of a living breathing network, that brings them closer to the 4th industrial revolution – the big data revolution. And this excitement keeps Andrew going!

Zeeshan Sumrani, is a leader from India and he runs Educate Girls organisation. His life changed forever when he was 16 after he spent a day volunteering in a girls’ orphanage. He saw that the school was focused on getting the girls educated and then married off as soon as they could. He then found out that his own mom got married just after high school, and have him birth when she was 18, and never came back to school. Zeeshan then applied to an MBA course together with my mom in 2008, and she graduated a year earlier then him. “I didn’t want to work for adding shareholder values, but I wanted to work on increasing happiness. Give education and life skills to girls who can negotiate with their family to tell that they want to continue their education.”, he said. His organisation now has over eight thousands volunteers who work on even empowerment.

Fhazhil Wamalwa, works in Kenya for Disa Energy Management, Ltd. “The energy inequality is a big issues, in some countries in Sub-Saharan Africa only 2% of people have access to energy”, he says. Lack of access to energy impacts on education, health and quality of life. Fhazhil was born and raised in a remote village in Kenya, that still has no energy. Had to run to school 7 km one way, and was not being able to complete his school assignments. He then won a scholarship to attend a university, which came with a leadership programme, and that led him on the path of energy leadership. “We cannot wait for the government to create a central electricity for people. We can distribute solar lamps to every person now”, said Fhazhil.

After such an inspiring session, it was clear that those people are not emerging leaders, they have already emerged and going to lead us to the better world.

Irina is a DPhil Cadidate at the University of Oxford’s School of Geography and the Environment. She is also the Co-Founder of a social enterprise, BubblenutWash, which makes evironmentally friendly soap detergent using soapnuts. Follow them at @bubblenutwash