Sunday, 9 June 2019, the Skoll Centre’s Map the System Competition held its
Global Final in Oxford for another year. Making it to the final six teams out
of 20 overall finalists, the University of Oxford team, No Means No, took 2nd
place, winning £3,000 in cash prize money. But the money and the prestige of
being in the top three winners only came 2nd to the incredible
journey of learning and discovery this team of five Indian students, four of
which were Oxford MBAs.
Oxford MBA 2018-19, Prerna Choudhury and teammate and Duke University Sandford School of Public Policy alumna, Tanmayata Bansal, tell us how they mapped the system of gender-based violence in New Delhi, India.
In early January, we came together as a
team with a common thread that is unfortunately part of the lived narrative of
most Indian women—we all had either been victims of sexual assault or known
someone close to us who had. In 2012, the brutal gang rape and death of
23-year-old Jyoti Singh brought the city of New Delhi to the forefront. Seven
years later, Jyoti’s parents, who have now turned activists feel that change
has not occurred and that justice in India has failed Jyoti and women like her.
Not only were we frustrated by the lack of
progress made to address the problem in our country, but we were also
passionate about wanting to be a part of the change. Map the System offered a
public platform for us to break the societal taboo we had dealt with our whole
lives, using the lens of systems thinking, which was particularly relevant to a
problem as complex as ours that involved a diverse range of stakeholders and
was multi-faceted in its contributing causes and solutions.
We conducted extensive primary and
secondary research to help us map stakeholders and develop a narrative illustrating
the interplay between these stakeholders. This ongoing interplay contributes to
perpetuating sexual assault against women in New Delhi. We read news articles,
op-eds, reports, and academic literature to help us understand the history and
quantify the extent of the issue. We identified 20 distinct stakeholders that
were either experiencing, contributing to, or trying to prevent the problem.
The second phase included primary research
which included 31 interviews across our stakeholder spectrum. We started by
reaching out to our internal network and gradually progressed to sending out
cold emails. We received an overwhelming response to our cold emails, which
further strengthened our belief that the issue needs to be discussed on a
These interviews further tied to our
secondary research and gave us nuanced perspectives on the issue. The process
also contributed to our final systems map which underwent multiple iterations –
from a linear process map, to a rather convoluted and more accurate depiction
of the problem and aspects related to it.
So what were our findings? We’ve outlined
and synthesized our research and findings:
Widespread change can only be achieved if
the city of New Delhi implements a concerted city-level strategy that targets
solutions in education, policy, law, technology, and infrastructure:
All our interviewees advocated for education as key to fostering long-term
change in mindset. Solutions targeting education taking the longest to make an impact
but yield the highest probability of bringing about a paradigm shift.
Implementation and enforcement of policies takes time and is key to success.
comprehensive legal structure already exists in India to deal with crimes of
sexual assault. Reform should focus on expedition, reduction of errors, and
placing the victim at the center of the case.
Use of mobile phone apps and SOS emergency lines have provided women with an
avenue to report sexual harassment. Social media campaigns have also enabled
Physical infrastructure such as lighting, or social infrastructure such as
networks help reduce the incidence of sexual assault.
& Levers of Change
A lack of
prioritization and implementation can be addressed by prioritizing gender
equality as part of the national agenda through policy changes such as reducing
investigation times or portraying women in empowered roles in Bollywood movies.
A lack of
sensitivity and support is mitigated through the creation of a safe and
reliable place for women to fight against assault, achieved through repeated
gender sensitization trainings and the building of strong social networks and
cohesion among female professionals.
in staffing and representation are countered by increasing the agency and
representation of women across sectors.
A lack of
knowledge, awareness and accessibility can be addressed by increasing educators’
awareness of the importance of developing emotional intelligence in students.
Our systems map was divided into three
that promotes gender equality: A map tracing the way in which gender inequality
is deeply entrenched in Indian society and promoted from birth.
that normalizes sexual assault: A map analyzing the ways society, the political
and legal system engage in victim blaming and shaming and enable the attacker
through his ability to exercise control through power and bribery.
models and underlying structures that support the system such as a deeply
entrenched patriarchy, an outdated and rigid educational system, caste system,
religious and cultural traditions, weak institutional support, and social
Map the System empowered us to speak about a topic that was deeply personal to all of us. Ever since the competition, we noticed programs and campaigns happening in the city of New Delhi increasing awareness on the issue. Most notably, a leading radio station has started a campaign to make Delhi safe, especially at night by creating a sense of responsibility among its residents and urging them to be more vocal and actionable if they witness sexual harassment. We look forward to collaborating with such efforts and disseminate our findings and report among our stakeholders and organizations to take our efforts forward.
Authors: Prerna Choudhury Oxford MBA 2018-19 & Tanmayata Bansal Masters in Public Policy Analysis at Duke University.
The Global Challenge offers participants a chance to learn more about an issue they care about, by researching what is fuelling the challenge and holding the status quo in place, what is already being done to try to solve the issue, as well as the gaps in the landscape of solutions. Entrants are then asked to compile the findings into an ecosystem map as well as a report and bibliography outlining their research. Winners are awarded cash prizes and tickets to the Skoll World Forum, with top teams also given the opportunity to apply for Apprenticing with a Problem funding. This funding provides students with the opportunity to go out into the world and ‘apprentice’ with issues the care about, through research projects, internships, or secondments, giving them opportunities to learn more about how they might use their careers to create positive change.
Saïd Business School offered the first Global Challenge this year, with leadership from the Skoll Centre and a partnership with Malaysia’s Sunway University, inviting students from two ends of the globe to partake in the inaugural challenge. After an initial problem assessment round with nearly 50 applicants, The Global Challenge received 23 final applications from individuals and teams across both Universities, and then nine teams were selected as semi-finalists to present to an esteemed panel of global judges.
The winners were announced that evening, and included an additional prize for Best Presentation decided by live audience vote. Papi-Thornton commented after the event: ‘We designed the Global Challenge and the Apprenticing with a Problem funding to support students to learn about and get involved in the global issues they care about. At the Skoll Centre we don’t think the only path to impact is by starting new ventures. We will feel successful in our work at the Centre if the students we work with go on to effect change as intrapreneurs, policy makers, thought leaders, or by plugging into any gap in the landscape of solutions for the issues they care about’.
‘[The Global Challenge] is such an important piece of preparation for students to become the change-makers the world needs!’ Shams-Lau also commented.
One purpose of this contest is to change the discourse around traditional business plan competitions. The Global Challenge team plans to open this contest up to partner universities around the world next year in the hope of influencing other universities to create funding and support for students to ‘apprentice with problems’. Papi-Thornton added, ‘By creating an award that encourages and celebrates an understanding of the existing landscape of solutions to a given challenge and helps students build upon the work of others before asking them to ‘solve’ problems they don’t yet understand, we hope to help more students build successful social impact careers.’
Anisha Gururaj, MSc in Global Governance, University of Oxford, 2016 and MSc in Evidence-based Social Intervention, University of Oxford, 2017; Ashley Pople, MSc in Economics for Development, University of Oxford, 2017
Fresh Produce Value Chain in Sierra Leone
Songqiao Yao, Kaspar Baumann, Ryan Chen-Wing – all MBA, Oxford Saïd, 2015-16; Julian Cottee, Researcher at Environmental Change Institute, University of Oxford
Third Prize (and the Best Presentation Award)
An Analysis of Gaps and Opportunities in Germany’s Refugee Integration System
Noura Ismail, Avinash Nanda, Karen Ng, Amrinder Singh – all MBA, Oxford Saïd, 2015-16
Cultural Trauma and Resilience in the Pacific: Ho’owaiwai
Laura Taylor, MBA, Oxford Saïd, 2015-16
Urban Air Pollution in Kuala Lumpur
Seng Zhen Lee, BSc in Accounting and Finance, Sunway University Business School
Kaspar Baumann, Ryan Chen-Wing, Julian Cottee, Songqiao Yao
This team will travel to Sierra Leon and learn more about the barriers to success and opportunities for scale in fresh and canned produce distribution.
Noura Ismail, Avinash Nanda , Karen Ng, Amrinder Singh
The team will volunteer/research in Germany and learn more about the solutions landscape and gaps in the work addressing the refugee crisis.
Taylor will travel to New Zealand and intern with successful organisations working with Maori cultural preservation and economic empowerment, and then take that learning back to Hawaii to share with local organisations there.
Zweli Gwebityala, Melissa McCoy, Allan-Roy Sekeitto
The funding will enable the team to spend the next 3+ months in South Africa testing assumptions about technical solutions to doctor scarcity, to learn more about the public healthcare system, and to map and understand the reasons other global telemedicine initiatives have succeeded or failed.
The funding will support Littaye’s follow up trip to Mexico to do further research on the state of milpa farmers and the potential for commercializing blue corn products and to spend a few months working with a successful agricultural product export company, likely in Ghana, to understand how their business works, the difficulties and barriers they have faced, and what lessons can be applied to a potential business model in Mexico.
Yandell will return to Jordan and spend 3+ months volunteering with a skills-training organization in the region, to understand their model, and see if/how it can be expanded.
Further reports will be created by the teams and individuals, so be sure to watch this space!