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Ready, Set, Go! Launching the Sustainable Development Goals

Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.

MBA student and Skoll Scholar Sumit Joshi gives his perspective on the Skoll World Forum seminar session ‘Ready, abortion Set, view Go! Launching the Sustainable Development Goals’.

The Sustainable Development Goals (SDGs) were launched in September 2015. The key theme of these goals is world transformation – a development that necessitates tighter integration of efforts among international institutions, national governments, and corporate, social, and philanthropic actors.

Sumit

At the onset of panel discussion on SDGs in the Skoll World Forum 2016, Ray Suarez, Journalist and Author and the moderator of the discussion raised the question about the master agenda of SGDs. Elizabeth Cousens, Deputy CEO, UN Foundation and one of the panelists clarified that SDGs embrace a comprehensive approach to sustainable development issues and carry on the momentum generated by the Millennium Development Goals (MDGs).  While MDGs expired in 2015, there was “unfinished business”, she proclaimed. There has been a lot of debate around the adequate number of SDGs, and so a balance between focus and breadth of these goals is critical. The 17 SDGs span a wide array of issues such as eradicating poverty, improving health and education, and ensuring equality, but these objectives require a balance among environment, economics, and society and also their nexus.

Panelist Michael Green, Executive Director, Social Progress Imperative stressed upon the fundamental difference between MDGs and SDGs. While MDGs were targeted at improving the social and living conditions of people in poor or developing countries, SGDs are more ambitious. Although SGDs relied upon the traction that MDGs had achieved, they reap the benefit of the period of economic growth. Furthermore, SDGs are globally more collaborative than MDGs in that MDGs were largely determined by OECD countries and other donor agencies while SDGs are holistic and also measurable.

The other panelists Dhananjayan Sriskandarajah, Secretary General, CIVICUS and Jane Griffiths, Company Group Chairman Janssen EMEA, Janssen-Cilag Ltd. corroborated Green’s view that SGDs have broader audience. Sriskandarajah criticised MDGs for being too technocratic and having narrow scope of development. He further emphasised, “one of the most important things that will be critical to the success of SDGs is to popularise the goals and make sure that everyone everywhere does recognise that this is a framework that belongs to them.” According to Griffiths, MDGs did not engage the entire population of the world. SDGs are more inclusive and just and also engage the private sector and general citizens far more than MDGs did.

The year 2015 provided policy makers and citizens with a great opportunity of formulating the next global development agenda. MNCs and private players will have a major role to play to make these goals more inclusive. The new goals are based on sustainability. Therefore, the key consideration for the policy makers is not to update the MDGs but rather draft new sustainable agenda. The commonality of interest for all countries and people is critical to setting up a package of comprehensive goals rather than individual and immeasurable ones. What needs to be verified in 2030 is whether SDGs are able to serve as an accountability framework from the government that encourages participation of private sector and civil society.

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Let’s be boring. Using Digital Innovations Unlock Partnerships to Scale Impact

Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.

1+1 MBA student and Skoll Scholar, pills Ashley Thomas gives her perspective on the Skoll World Forum seminar sessions focused on design and innovation.

As I assume is the norm for Skoll World Forum, I found myself struggling to decide between two parallel sessions. In my case they were, “Can Digital Innovation Unlock Partnerships to Scale Impact” and “Design for Action: Innovation Interventions.” The metaphor was not lost on me- in one room we have the designers talking about how to use design thinking to create solutions for complex problems and in the other room we have implementers using innovative systems to scale operations.

As a mechanical engineer, I entered international development with the perspective of design- looking for solutions to be engineered and silver-bullet products to be made. It took the experience of working on the ground, trying to scale those products to realize the clear need for context, and for an integrated systems approach, where a product is a single player in the overall design. This systems approach cannot happen if we have the implementers and the designers in different room.

While hopping between sessions, I heard the same conversation in both rooms. We need to have a systems approach to designing innovations and using those innovations to scale. How do we do that? We need to be boring and we need to be intentional.

We need to be boring. There’s a long history of social enterprises focusing on the cool app or in-vogue cause, but impact comes from unlocking how to do the boring things well. It is about creating systems, about driving institutions, and building supply chains. How it is about excellence in routine, and striving for ensuring operational effectiveness. It is through tackling the nitty-gritty details that once can design those systems for scale.

We need to be intentional.  Tim Brown said that “Design is being intentional about how you want to shape the world.” It is this long-term vision about shaping your piece of the world that’s critical. Tim’s vision doesn’t focus on the innovation, but the ecosystem around that innovation that allows practitioners like Andrew Youn from One Acre Fund to bring their projects to scale.

To truly unlock the partnerships that enable digital innovation to scale, we need to ensure we are thinking at an ecosystem level. WE need to get the designers and the practitioners in the same room, and have the system-level discussions together, intentionally, rather than in parallel. Much of this is not sexy- there is no shiny prototype, no cool digital platform. However, it is through achieving excellence in the mundane and tackling problems at a systems level that we can achieve impact at scale.

Follow Ashley: @aethomas

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Unavoidable Dilemmas

Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.

MBA student and Skoll Scholar, viagra order Pip Wheaton gives her perspective on the Skoll World Forum sessions themed around morality and empathy.

When you bring together nearly one thousand people whose work focuses on the biggest social, price environmental, sildenafil economic and political issues of our time, it is brave to ask the question, “What moral dilemma are you currently grappling with?” But that is exactly how Bill Drayton, CEO of Ashoka, opened the session on Moral Stances and Decision Making. The honesty of the responses from the audience was not only humbling but indicative of the fierce compassion with which people in the room treat their work. As Bill put it, we are all wrestling with something, and we all feel responsible for the things we wrestle with. And that’s the most important part.

Some big, meaty questions came out: How do we make trade-offs between breadth and depth? Is it ok to profit from poor people? When do we exit and how do we do that well? How rich is too rich?

Panelist Josh Nesbit, CEO of Medic Mobile, captured the challenge perfectly: “We want to maximise on all fronts – but it’s not possible. When we can’t, we have to make a choice, otherwise the choice will be handed to us.” So how do we make these decisions? Kirk Hansen, Executive Director of the Markkula Centre for Applied Ethics presented his guide to “Common Sense Ethics”, a high level overview of five of the most significant strands of moral theory from Aristotle to the present day. His argument is that moral language enables leaders to better think about moral decisions. Safeena Husain, Executive Director of Educate Girls, shared a moral dilemma that she and her team had worked through in Rajasthan while addressing critical gender gap issues, pointing out that all of us grapple with this, “but we don’t have the language [of ethics] built in.”

The last time I was a student, I studied moral philosophy and grappled with the morally and politically required responses to climate change. I thought that if I could just apply the frameworks of the great philosophers, the same ones that Kirk Hansen so clearly presented to the audience, I would be able to work out what we should do and, like magic, the world could think its way out of this global existential threat. I spent a year becoming increasing frustrated as I realised that the different theories give rise to different answers. And increasingly, I found evidence that even when we do know the “right” thing to do, we don’t always do it because of our imperfect, very human rationality. It’s only years later that I realise what I was struggling to articulate then: if we don’t have empathy then we won’t be able to create meaningful, enduring, compassionate change.

Bill Drayton went to the heart of the issue for me: rules-based ethics don’t work anymore. The world is changing so quickly that the rules are outdated or simply do not exist for the types of situations we find ourselves in today. He argued that we need to update our tools for moral decision-making: empathy-based ethics is the answer.

Empathy is a theme that has surfaced often over the past two days: as Roger Martin and IDEO’s Tim Brown discussed innovation in their panel, Design for Action; in a wonderfully honest conversation about education that emerged over dinner between three people from three different continents; from Selena Leem – an 18-year-old from the Marshall Islands who implored us to act on climate change so that her people don’t lose their home.

In the increasingly complex world that we live in, and particularly in the work that we do, we are faced with unavoidable dilemmas. Going back to foundations of morality, particularly a morality based on empathy, allows us to make the best decisions.

Follow Pip: @PipWheaton

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Stronger Together? Government Collaboration with Social Enterprises in India

Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.

MBA student, viagra 100mg Skoll Scholar and Founder of Home Safe, ampoule Nikhil Saigal gives his perspective on the Skoll World Forum seminar session ‘Stronger Together? Government Collaboration with Social Enterprises in India’.

The question of the necessity and possibilities of fostering collaboration between the public and civic sector has been a pertinent one amongst practitioners. When champions from both sectors come together on a common platform, the insights are bound to be powerful.

Natalia Agapitova, Program Lead, Innovation Labs at World Bank kicked us off with her experiences working with multiple social enterprises across the developing world. Seeing a strong synergy in the objectives that both the civil sector and public stakeholders are working towards, she stressed the need to create an environment where support systems can help these social enterprises scale the work they do.

Rwitwika Bhattacharya, CEO for Swaniti Initiative, has been working in the space of delivering development solutions to government officials in India. These solutions have ranged across the fields of healthcare, education, gender equality and livelihoods. Sharing her experiences on working with a government in a rapidly developing environment, she explains that most often the challenges arise out of a difference in perceptions of the problem. While local government officials feel extremely connected first hand to issues in their areas, organizations that have seen successes in other settings are not always perceived to be able to tackle it and may be seen as outsiders. Suggesting that the best approach is to build a track record and show results in a similar environment visavis geography or nature of the challenge, strongly helps push the cause through.

On the flipside, hearing from Ms Vidyavathi Vaidyanathan, Joint Secretary at the Government of India, gave a balanced view of how the public stakeholders view collaboration opportunities with social enterprises. Over her 25 years working with the Indian political system across levels ranging from the Zila Panchayat all the way to her current role as joint secretary, one sentiment that came out strongly throughout was her insight that the perception from governments is changing. While there was a time that for profit organizations were perceived as negative partners, she says “Profit is not a dirty word”, matching Ritwika’s insight on how the transparent profit motive gives the government a clear understanding of what’s in it for the partner.

While times are changing and an environment of greater openness to working together are seemingly closer, we still have a long way to go before these conversations are more common. In the experiences shared, we could see how governments are open to overcoming traditional challenges like partnerships being driven on the basis of individual motivations and changes in this by bringing about longer term, multi year agreements on solutions being delivered. We are also seeing changes in the push for collaboration coming from both sides of the equation, governments reaching out to look for partners combined with the more traditional route of social enterprises advocating the government to open up to partnerships.

In my experience of working on Road Safety in India, there are certain social issues where collaboration with public stakeholders – governments and law enforcement agencies, becomes imperative to see a change. A for profit start up, we faced multiple challenges engaging with the public sector and understanding how these challenges are being addressed by other organizations working with the government. Armed with strong insights and experiences of practitioners in India on successes and challenges on fostering government collaboration, these experiences allow us to evolve our approach to taking the social missions we are passionate about to fruition.

Follow Nikhil: @nikhilsaigal

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Mindful Action, Intelligent Fearlessness: Creating Movements that Inform, Inspire, and Change the World

Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.

MBA student and Skoll Scholar, recipe Maria Springer gives her perspective on the Skoll World Forum seminar session ‘Mindful Action, Intelligent Fearlessness: Creating Movements that Inform, Inspire, and Change the World’.

Panel moderator Ron Schultz, Co-Founder of Waterman Aylsworth, opened the early morning session with a request for the audience: “Please root your feet on the floor, place your hands on your knees, sit up straight, gently lower your gaze, and feel your heart. Then let your heart radiate out.”

Within sixty seconds, the hearts of 75 delegates were radiating. If we believe that individuals are connected to the universe and by default other individuals, building movements that inform, inspire and change the world require mindfulness and fearlessness. Radiating hearts are just the beginning. Three key insights on mindful action and intelligent fearlessness emerged from the session.

(1) Fear is workable. What if we see fear as workable? After all, even the fearless fear. Insight Meditation Society co-founder, Sharon Salzberg, suggests that if we “loosen the grip on fixed thinking and expectations, new options emerge.” Fears that are acknowledged can be turned around. By creating space and an internal practice for managing fear, we can accept the world as it is, not how we think it ought to be, savings us time, frustration and energy. Founder and CEO of International Bridges to Justice, Karen Tse, summed up the point with a quote from Khalil Gibran, “your joy is your sorrow unmasked.”

(2) Compassion is a practice. Practicing compassion enables social entrepreneurs to align intention with heartfelt, powerful action. APOPO Founder, Bart Weetjens, suggests that social entrepreneurs are often successful because they demonstrate compassion for themselves and for those they serve. Social entrepreneurs who love themselves authentically connect with those they serve.

(3) Boldness and compassion are not mutually exclusive. Fierce compassion does not make one weak or foolish, and the notion of being compassionate towards oneself is not to be confused with laziness, a lack of rigor or an inability to pursue excellence. On the contrary, “being compassionate can increase the audacity and intensity of action,” advises Salzberg. By practicing fierce compassion, social entrepreneurs create the space to avoid superficial reactions, and can instead respond intelligently and strategically.

Mindful action, fierce compassion and intelligent fearlessness require practice and commitment. By valuing mindfulness, compassion and fearlessness, social entrepreneurs can inform, inspire and change the world.

 

Follow Maria: @mariaspringer

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Healthcare as an Engine for Social Transformation

Oxford’s Fierce Compassion – Series of Student Insights to the Skoll World Forum 2016.

MBA student and Skoll Scholar, discount Ritesh Singhania gives his perspective on the Skoll World Forum seminar session ‘Healthcare as an Engine for Social Transformation’.

Ritiesh - Healthcare

Is healthcare about disease management or delivering health?

While it is so important to provide quality affordable healthcare to communities at the bottom of the pyramid, can healthcare alone improve the lives of the people?

This is how we began the session with Gary Cohen, co-founder Healthcare Without Harm; Tyler Norris, VP Total Health, and Rebecca Onie, Co-founder Health Leads. It was very thought provoking to start the session broad, with questions that make us challenge our own thinking about the fundamental role that healthcare can play in the lives of local communities.

It is difficult to set up a medical clinic in the middle of a village community in rural India and expect the community to grow. Illness treatment or disease management in segregation can only have a limited impact in the lives of the people. To give an example – most of the women in rural India still use firewood for their cooking energy needs, leading to massive amounts of smoke within the four walls. This smoke is inhaled by just not the women of the family, but also by their children. As Annie Griffiths, from Ripple Effect Images highlighted during her fantastic opening plenary at the Skoll World Forum, that more children (under the age of five) die due to breathing problems, than diarrhoea, dengue and pneumonia together. Thus, while setting up a medical clinic in a remote village definitely has value addition for the community, it is important to understand the needs of the community and set up a cross-sectoral relationships with other areas of development for a healthier life-style of people.

I would like to share a small example from my days back in India, where we used to set up small scale power plants in the Indian Himalayas to generate clean electricity and cooking charcoal (by-product) from flammable pine needles. We would employ local women in the villages to collect pine needles and remunerate them both in the form of cash and cooking charcoal. Women in the villages are normally responsible to meet the energy needs of the family and spend the entire day gathering firewood. By employing them to collect pine needles, for the first time we were not only empowering them with money, but also offering a cleaner source of cooking fuel so that they do not have to go but down trees, in the fragile Himalayan eco-system. Thus, trying to create an impact at every step in the value chain by not only offering cleaner electricity to people, but also a cleaner cooking fuel and employment.

Similarly, healthcare offerings in the local communities have to be integrated with the needs of the community so that we can actually see a difference in the lives of the people – better, healthier people for a brighter future.

Follow Ritesh: @riteshs01