GLOBAL STUDY 2009

ASHOKA FELLOWS CHANGING SYSTEMS

“ Social entrepreneurs are not content just to give a sh or teach how to sh. They will not rest until they have revolutionized the shing industry.”– BILL DRAYTON, FOUNDER & CEO, ASHOKA

1700 NORTH MOORE STREET | SUITE 2000 | ARLINGTON, VA 22209 | USAASHOKA.ORG | CHANGEMAKERS.COM | YOUTHVENTURE.ORG

BUSINESS SOCIAL CONGRUENCE(more on page 13) 72%

51%

53%

44%

48%PUBLIC POLICY &INDUSTRY NORMS(more on page 9)

FULL CITIZENSHIP &EMPATHETIC ETHICS(more on page 17)

CULTURE OF CHANGEMAKING & SOCIAL ENTREPRENEURSHIP(more on page 21)

Percent of Fellows Who Have Changed a System at a National Level in at Least One Way Within 10 Years of Election

Acknowledgements

We thank the following people for their contributions to this work. Ashoka team members Karabi Acharya led the overall effort with Paula Cardenau, Jan Visick, Leila Akahloun and Shivangani Tandon conducting the case studies. Chris Korbey (chriskorbey.com) and Paula Castillo of Ashoka designed all the graphics and layout of the booklet. Thank you to the many Ashoka staff who contributed to copy-editing and Global Marketing for making all � nal edits and coordinating with the printer. Corporate Executive Board’s Pro Bono group led by Rachel Krantz implemented the survey. Most importantly, we thank the many Fellows who took the time to respond to the interviews and teach us about the ways they are changing systems to make the world better for us all.

83%

MARKET DYNAMICS &VALUE CHAINS(more on page 5)

If our goal is to change the fishing industry (or any other industry), how will we know we have succeeded? Wedefineimpactassystemchangesresultingfromthesocialentrepreneurs,ideasandnetworkswesupportthataffect(orhavethepotentialtoaffect)largenumbersofpeople. OurFellowschangesystemsinfivedifferentways:redefininginterconnectionsinmarketsystems(marketdynamicsandvaluechains),changingtherulesthatgovernoursocieties(publicpolicyandindustrynorms),transformingthemeaningofprivatevs.citizensector(businesssocialcongruence),fullyintegratingmarginalizedpopulations(fullcitizenshipandempatheticethics)andincreasingthenumberofpeoplewhoaresocialproblem-solvers(cultureofchangemakingandsocialentrepreneurship). TheresultsontheoppositepagereflectthepercentageofFellowssurveyedwhohavechangedthesesystemsatanationallevelwithin10yearsofelection.83%ofFellows(76%fiveyearspostelection)havechangedsystemsatanationallevelinatleastoneway.Onaverage,Fellowschangesystemsinthreedifferentways.

1

At this historic moment it is clear that many of the old ideas have failed, and more than ever before, Ashoka is a place where people can find answers to the world’s most pressing questions.TheworldislookingtonewleadersandnewkindsofleadershipwithqualitiesAshokahasalwayssoughtinoursocialentrepreneurs,ourglobalteamandourpartners.Forthirtyyears,Ashokahasbuiltaglobal

communitydistinguishedbyitsattentiontosystemchangeandethical,entrepreneurialleadership.

Theknock-outtestforelectingAshokaFellowsandforstartingnewAshokainitiativesisthesame:thereneedstobeasystemchangeideainthehandsofanentrepreneur.Ratherthanlookingtosomeonewhoisbuildingoneschooloronehospital,Ashokalooksforindividualswhoarechangingthewaychildrenlearnorthewayhealthcareisdelivered.Inotherwords,ratherthaninvestinginincrementalinnovation,Ashokathinksthemostleveragedwaytoinvestinsocialinnovationistoinvestinthepeoplewhohavesystemchangeideas.

Howdoweknowwhetherwehavechangedsystems?Howdoweunderstand,defineandmeasurechangesinasystem?WerecentlysignificantlyrevisedourglobalsurveyofAshokaFellowstotacklethesequestions.IncollaborationwiththeCorporateExecutiveBoard,wesurveyedasampleof172AshokaFellowsfrom32countriesin10languagesandwefoundthat83%ofFellowshavechangedasystematanationallevelinatleastoneway.

Letter from Ashoka President Diana Wells

2

What is a system? A system “is an interconnected set of elements that is coherently organized in a way that achieves something.”* A system must contain elements, interconnections and a purpose. Meadows gives the example of a football team as a system. The elements are the players, coach, field and ball. The interconnections are the rules of

the game and the purpose is to win games. Changing the elements of a system has the least effect on the system. A football team remains a team even if every player, coach and field are changed though it may play better or worse. However, changing the inter-connections of a system has profound effects; for example,

changing a game of football to a game of basketball. A change in the purpose of the system also has profound effects on the system – for example making the purpose of the game to allow every player a chance to play.

*Donella Meadows, Thinking In Systems, 2008

WehavelearnedthatAshokaFellowschangesystemsprimarilythroughthepoweroftheirideas.Mostbuildorganizationsasvehiclestoadvancetheirideasandsignificantlycontributetostrengtheningthecitizensector.AshokaFellowsrecognizethatachievinglarge-scalechangespreadsandadvancestheirideasthroughcomplexanddiversenetworks.ThroughtheresultsofthissurveywehavefurtheridentifiedfivewaysthatAshokaFellowschangesystems.Thefollowingpagesseektobeginaconversationtounderstandthesefiveavenues,howsocialentrepreneursactuallychangesystems,andwhatisdifferentasaresult.

Withthesemanyexamplesinourever-growingcommunity,wehopetoinspiretherestoftheworld’scitizenstobetterunderstandhowtomosteffectivelyengageinsocialchangeandtobeeffectivechangemakers.Withtheever-increasingrateofchangebeforeus,itisnowmorecriticalthanevertoensuremoreindividualsaremasteringtheskillsandconceptstobechangemakers.Theonlyanswertomoreproblemsismoreproblem-solvers.Ihopethatyoufindthefollowingstoriesandimagestobeasteptowardachievingthisend.

Withhopesthatyouwilljoinusinthispursuitandaddtothediscussion.

Sincerely,

DianaWellsPresidentMarch2010

3

AshokaContinuestoIdentifyandSupportPeopleWithSystemChangingIdeas.

Thesepeopleareincrediblyfocusedonachievingtheirgoalswith

93%pursuingtheiroriginalobjectiveafter10years.

80+%ofthemareseenasleadersintheirfieldand

90+%oftheirideasarereplicatedbyothergroups.

4

SYSTEM CHANGE 1 REDEFININGMARKETSYSTEMS’INTERCONNECTIONS

MarketDynamics&ValueChainsAllbusinesspeopleconfrontcommonchallenges:accessinggoodsandservices,increasingpriceefficienciesandreceivinginformation.Poorcommunitiesarechallengedtoaccessthemarketasproducersordistributors.Thesevariablesinteractinanintricateweb,sowhenonechanges,italtershowtheentiremarketsystemoperates.

“Oneofthecausesofpovertyiswastage”saysAshokaFellowWillyPessoa.Willyisreducingthewastageinthesystemofhowfoodisproduced,processed,distributedandsoldinruralBrazil,leadingtoaviableeconomythatcreatesjobsthroughouttheproductionandmarketingsystem. Beginningwithreducingthewastageofnaturalresources,Willyinventedandexperimentedwithagriculturaltechnologiesandintegratedthesuccessfulonesintoamandalla,asustainableruralfarmingsystem.Amandalla,designedinconcentriccirclesthatrepresentintegration,simultaneouslysustainsasmallfarmer’snutritionalandeconomicwell-being.Asmallfarmerusesthreecirclestogrowsubsistencecrops,thenextfourtogrowmarketcropsandthefinalcircletoenableenvironmentalrestoration.Eachmandallacanfeedafamilyof5andgeneratesR1,800/month. NextWillyturnedtoreducingthewasteandinefficiencywithinthevaluechains.Individualmandallasareconnectedinamicroregiontoaggregatesalesandformfranchises.MandallaSocialTrade(asocialenterprise)establishedtheMandallabrandoforganicfoodandconsolidatestradeofthemandallafranchises.Byintegratingtheentirevaluechainfromrawinputstoretailproductbrandingandmarketing,theMandallabrandoforganicfoodscapturesvalueofproductsandprovideshigherincomestoeveryonealongthatvaluechain. WillyistrainingMandalladisseminatorssothatmorefranchisescanbeestablishedwithanexplicitfocusontrainingyouth:“Ifwereallywanttomakeachangeintheparadigm,weneedtotrain[youth],showthemnewalternatives.”Therearecurrentlymorethan2,800mandallasin18Brazilianstateswiththeexpectationthatin5years,theywillbenationwideinpartnershipwitharound900organizations.Thismodelhasbeenreplicatedin6countries.

FELLOW WILLYPESSOA

YEAR ELECTED 2003

LOCATION BRAZIL

ORGANIZATION AGÊNCIAMANDALLADEDESENVOLVIMENTOHOLÍSTICOSISTÊMICOEAMBIENTAL

After

Before

MANDALLA SYSTEM FOCUSES ON SUBSISTENCE, CASH CROPS, ENVIRONMENTAL EQUILIBRIUM

GROWTH OF A RURAL ECONOMY

MANDALLA BRAND OF ORGANIC FOOD CAPTURES

VALUE OF PRODUCTS

INTEGRATION OF ENTIRE VALUE CHAIN FROM RAW

INPUTS TO RETAIL PRODUCT BRANDING AND MARKETING

POOR USE OF NATURAL RESOURCES JOB LOSS

DISORGANIZED VALUE CHAIN

MIGRATION AWAY FROM RURAL AREAS

EFF ICIENCY

WASTAGE

7

Howdidwemeasurechangesinmarketdynamicsandvaluechains?WeaskedFellowsabout5keyelements.ItisinterestingtonotethatFellowselected5yearsagoaremakingmoreprogressinchangingmarketdynamicsthanFellowselected10yearsago.Thismaybeduetoincreasedunderstandingandattentiontotheseissuesgloballyinrecentyears.Theirnationallevelimpactisshownbelow.

10 YEAR 30%

10 YEAR 44%

10 YEAR 33%

10 YEAR 29%

10 YEAR 33%

5 YEAR 42%

5 YEAR 44%

5 YEAR 46%

5 YEAR 44%

5 YEAR 52%

48%MARKETDYNAMICS&VALUECHAINS

NATIONALLEVELIMPACT

Increased access to goods, services, or trade in the existing market

Created value for a product or service where one previously did not exist

Created a new market that allows people to trade or access a product or service they previously could not

Provided ways for low-income people to generate income

Changed or increased the flow of market information

8

SYSTEM CHANGE 2 CHANGINGTHERULESTHATGOVERNSOCIETIESANDINDUSTRIES

PublicPolicy&IndustryNormsWhensocietieschangepublicpolicyandindustrynorms,theychangetheinterconnectionswithinthesocialsystem;theychangetherulesofthegame.

When Ashoka Fellow Lesley Ann Foster began working,lessthan3%ofrapeswerereportedinSouthAfricawhichhasoneofthehighestreportedratesofdomesticandsexualviolenceintheworld.Therewereoftenlanguagebarriersandoutrighthostilitybetweenwomenandthepolice,noservicesforrapevictims,andintensesocialstigma.Abubbleofsilencesurroundedrapeanddomesticviolencevictims.Lesleyisburstingthatbubbleofsilence. Lesleytacklesthesilencearoundviolenceagainstwomenontwofronts:byprovidingdirectservicesandworkingtochangepublicpolicy.ThroughtheMasimanyaneWomen’sSupportCentre,Lesleyprovidesservicesforthousandsofvictimizedgirlsandwomenandraisesawarenessabouttheepidemic’stollonwomen’squalityoflife.Shegiveswomenareasontospeakoutabouttheirabuse. TheCentre’sadvocacyworkhastransformedsociety’sstancetowardviolenceagainstwomen.Staffmembershaveattendedmeetingsoflocalandnationalgovernmentsandhaveadvisedthemonhowtoaddresstheissue.Takingadvantageofthecreationofnewlawsinpost-ApartheidSouthAfrica,theCentreplayedaninfluentialroleinimplementingtheDomesticViolenceAct,which–amongotherthings–stipulatesthatmencanbeevictedfromtheirhomesiftheyareviolent.TheNorwegiangovernmentlaterusedthislawtoredesignitsowndomesticviolenceact. LesleyandtheMasimanyaneWomen’sSupportCentrehaveinfluencedpublicpolicyinSouthAfricaandabroad,andthroughtheirefforts,societiesarelegallycommittingthemselvestoprotectwomenagainstviolence.

FELLOW LESLEYANNFOSTER

YEAR ELECTED 1997

LOCATION SOUTHAFRICA

ORGANIZATION MASIMANYANEWOMEN’SSUPPORTCENTRE

SILENCE OF VICTIMS

SOCIETY DOES NOT “SEE” PROBLEM

ABUSERS NOT PUNISHED

SOCIETAL MESSAGE THAT THIS IS “NORMAL” BEHAVIOR

INCREASE IN VIOLENCE AND ABUSE

VICTIMS REPORT VIOLENCE

VICTIMS RECEIVE HELP

SOCIETY “SEES” RIGHTS OF WOMEN

LEGAL FRAMEWORK ESTABLISHED

DECREASE IN VIOLENCE AND ABUSE

After

Before

11

Howdidwemeasurechangesinpublicpolicyandindustrynorms?WeaskedFellows(10yearsafterelection)abouthowtheyworkwithpublicpolicyinseveralways.

17%

33%

37%

50%

50%

51%PUBLICPOLICY&INDUSTRYNORMS

HOWDOYOU(ORYOURORGANIZATION)WORKWITHPUBLICPOLICY?

NATIONALLEVELIMPACT

Drafted key pieces of legislation or executive policy statements

Achieved changes in the code of conduct, mission statement, or official policy of a large organization or industry at a national level

Provided testimony or research

Created change in government policy or regulations at a national level

Organized citizen action to influence government officials

12

SYSTEM CHANGE 3 ERASINGTHELINESBETWEENTHEPRIVATEANDCITIZENSECTORS

BusinessSocialCongruenceAsbusinessesarebecomingmoresociallyawareandcitizenorganizationsarebecomingmorebusinesssavvy,thedistinctionbetweenthemisdisintegrating.Soonanewsystemwhichassessesitseconomicandsocialimpactwillevolve:thebusinesssocialsector.

AshokaFellowVineetRaiisworkingtocreatesustainablechangeinruralIndiathroughtheprovisionofventurecapitalfinancingandmanagementsupporttosocially-conscious,commerciallyviableventuresthathavelimitedaccesstofinancialinstitutions.Hisapproachissustainable,meetsinternationalventurecapitalstandardsandisinfullconformitywiththeSecuritiesandExchangeBoardofIndiaregulations. ThousandsofinnovationsarecreatedinruralIndiatoeasetheburdensonlocalcommunities.Thecreativityoftheseinnovatorsandtheirinnovations,however,remainsconfinedtotheirimmediatecommunities.Alongwithprofessionalexpertiseandmentoring,timelyavailabilityofcapitalisacrucialmissingingredient.Ingeneral,availabilityoffundsfromfinancialinstitutionsfornewenterprisesisscarce.Hightransactioncostsmakesuchinvestmentsuneconomical. Vineet’smodelreducesriskbypartneringwithruralincubatorsandgovernmentagenciesworkingwithruralinnovatorstodevelopatransparentanddetailedinvestmentprocess.Heestablishesexposurelimitsonanabsoluteandpercentagebasisanddesignsexitoptionspriortomakinginvestments.Adiversifiedportfolioisachievedbylimitingthemaximuminvestmentinanyoneprojectorprojectsto20percentofthecorpusfund.Vineet’smodelisfinanciallysustainablewhilealsoachievingsocialimpact. Vineetfirmlybelievesthatruralinnovationsandappropriatetechnologiescanbeleveragedtocreateviableandsustainablemicroenterprises.Thisspurseconomicactivity,createsproductivejobsandimprovesqualityoflifeinruralIndia.Suchamodelhasthepowertocreatea“virtuouscycle”ofsustainedgrowthanddevelopmentinIndiaand,eventually,aroundtheworld.

FELLOW VINEETRAI

YEAR ELECTED 2006

LOCATION INDIA

ORGANIZATION AAVISHKAAR

After

Before

BUSINESSSOCIALSECTOR

2XBOTTOM

LINE

DOINGWELLBYDOINGGOOD

BUSINESSSECTOR

HIGHRISK

SOCIALSECTOR

NOTSCALABLE

NO VIAB

LE M

ODEL

15

Howdidweexplorebusinesssocialcongruence?WeaskedFellowsabout4keyelementsshownbelow.

59%

25%

29%

27%

BUSINESSSOCIALCONGRUENCE

Earned revenue through a for-profit element

Average percent of budget covered by revenue from for-profit elements

Have a common vision with the business sector for social impact

Have a joint venture with a business

NATIONALLEVELIMPACT(after 10 years)

72%

16

SYSTEM CHANGE 4 FULLYINTEGRATINGMARGINALIZEDPOPULATIONS

FullCitizenship&EmpatheticEthicsCompletelyincludingpeopledisadvantagedbyclass,disability,ethnicity,gender,povertyorreligionmayseemlikeasmallripplewithinsociety.However,theirvoicesandactionscanpowerfullyrealignsocialinterconnectionstocreateamoreequitablesystemforall.

“Lua Nova works with the women that nobody wants.Theoneswhosteal.Theoneswhoareabused.Theprostitutes.Theoneswholiveinthestreets.Theonesnobodytrusts.So,fromthestartIknewthatinordertoopenrealopportunitiesforthemtofullyre-integrateinmainstreamsociety,LuaNovaneededtoworkwithotherorganizations,withotherpartners.IfIwantedtheirsilentvoicestobeheard,ifIwantedtoattractsociety’sattention,LuaNovacouldn’tbealone. IknowthatifIwantLuaNovawomentobepartofthesociety,theyneedtocreateconcretebondswithsociety.SoIhavedesignedawholecommunitynetworktobuildrelationshipswitheveryothergroupinthecommunity–schools,parishes,healthcenters,municipalities,artandsportsorganizations,companies,etc.Thisleverageswomen’schancesofsuccessintheirownliveswhentheyleaveLuaNova. IoncebroughtfourLuaNovawomentoafundraisingseminar.Thespeakerwassayingthat‘fundraisingisnotaboutbeggingformoney’–atypicalconceptyouhearineveryfundraisingseminar.SuddenlyMaria,fromLuaNova,raisedherhandandsaidthatsheherselfhadbeenabeggarandwasnotashamed.Infact,shedrewaparallelbetweenbeggingandfundraising.Theaudiencewasstunned.Butthisisrealandhappensoften.Wespeakonbehalfoflow-incomecommunities,ofatriskpeople,withouttrulyknowingtheirreality.That’swhyIcaresomuchaboutgivingLuaNovawomentheirownvoice,enablingthemtospeakforthemselvesinplacestheywouldprobablyneverhaveaccess.”—RaquelBarros

FELLOW RAQUELBARROS

YEAR ELECTED 2001

LOCATION BRAZIL

ORGANIZATION LUANOVA

WOMAN

HEALTHCARE

CHILDREN

SOCIETY

FAMILYIN

TERM

EDIA

RY

After

Before

HEALTHCARECHILDREN

SOCIETYFAMILY

19

Howdidweexplorefullcitizenshipandempatheticethics?WeaskedFellowsabout3keyelementsshownbelow.

55%

34%

60%

53%FULLCITIZENSHIP&EMPATHETICETHICS

NATIONALLEVELIMPACT(after 10 years)

Achieved the full inclusion of disadvantaged groups into society

Connected critical parts of society

Increasing empathy toward marginalized groups is a major focus of their work

20

SYSTEM CHANGE 5 INCREASINGTHENUMBEROFPEOPLEWHOARESOCIALPROBLEM-SOLVERS

CultureOfChangemaking&SocialEntrepreneurshipEachpersonpossessesthepotentialtochangehis/hercommunityforthebetter–directlybytacklingsocialproblemsandindirectlybysupportingothers’ideas.Whensocietiesembraceandpromotethisbelief,anewglobalsystemwillemerge:anEveryoneaChangemaker™world.

Adisastercanbeaboonforanimpoverishedareabecauseoftheattentionandaiditgenerates. But,oncetheintensityofmediacoveragediminishes,thepeoplewholiveinthoseareasare“justaspoorastheywereyesterday.”ThroughGoonj,AshokaFellowAnshuGuptabuildstheperceptionamongvillagersthattheycanjointogethertomeettheirownneeds.Havingdemonstratedthattheycanberemarkablycompetentpartners,theycancollectivelyapproachthegovernmentfromapositionofstrength. Forexample,duringthefloodsinBiharin2009,Goonjconcentratedonshowingpeoplethattheyalreadyhadtheskillstobuildnewwellsandbridgesthathadbeenlostinthefloods. WithGoonjtheretoadviseandorganize,andwithclothingasanincentive,thevillagersproceededtodigtheirownwell.Evenwomenjoinedinthedigging.Peoplewereabletobuildthewellallthewayuptothetopsection,whichneededtobereinforcedandfinishedoffwithaconcretelip.Thenthecommunity“pressuredthegovernmenttodotherest.”Seeingwhatthecommunityhadalreadydone,thegovernmentofficialsprovidedthematerialsandskilledlabortocompletethewell.Inothercommunities,villagersbuiltaroad,bridgesandschools.Throughthesesuccesses,thesecommunitymembersfoundstrengthandcapabilityattheirtimeofgreatestneed.Theyrecognizedtheirownabilitytobechangemakers;skillsthatwilllastlongafterthecamerasanddonationshavedisappeared.

FELLOW ANSHUGUPTA

YEAR ELECTED 2004

LOCATION INDIA

ORGANIZATION GOONJ

BUILDINGCHANGEMAKERS

After

Before

PASSIVELY ACCEPTCHARITY

CRISIS

VICTIMS

CYCLEOFVICTIMIZATION

MOBILIZATION OF LOCALS

ACTIVELY SOLVE PROBLEM

PARTNER WITH GOVERNMENT /COLLABORATIVE ACTION

CRISIS

23

INTERNATIONAL 44%

NATIONAL 85%

Gained media coverage

83%

Directly trained individuals to build the specific skills to solve social problems

52%

Partnered with institutions to create programs that promote social entrepreneurship

65%

Gave speeches about social entrepreneurship

INTERNATIONAL 35%Received awards or recognition

NATIONAL 57%

Howdidweexplorethecultureofchangemakingandsocialentrepreneuship?WeaskedFellows(10yearsafterelection)about5keyelementsshownbelow.

44%CULTUREOFCHANGEMAKING&SOCIALENTREPRENEURSHIP

24

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tives

Methodology

During June-August, 2009, a survey was conducted of all Fellows elected in 1998, 1999, 2003, 2004. The survey was implemented through the internet with follow-up from country staff. The total number of Fellows with current contact information from those years is 315. We received completed surveys from 172 Fellows for a response rate of 55%. These Fellows come from 32 countries and completed the survey in 10 languages. In addition, 18 in-depth case studies of Fellows in Latin America, Africa, and India were completed.

40% 60% Male

South America

AsiaFemale North America

Africa

Europe

Middle East

Field of Work Distribution of Respondents

Civic Engagement 54%

Economic Development 42%

Environment 43%

Health 41%

Human Rights 47%

Learning/Education 63%

Agriculture 20%

Invention 15%

Percentage of Fellows Serving These Populations

Rural 67%

Urban 65%

Poor 40%

Children 48%

Youth 63%

Women 62%

Disabled 20%

Conflict/Disaster Victims 22%

Ethnic/Religious Discriminated 36%

Sexual Orientation Discriminated 10%

Gender Distribution of Respondents Geographic Distribution of Respondents

9%

11%

43%

26%

6%

5%

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Indicators of 5 Types of System Changes

Proxyindicatorsweredevelopedforeachtypeofsystemchange.Thesearenotsimpleconceptsandnoneofthemareeasily“measurable.”YetAshokaremainscommittedtounderstandinghowweknowwehavechangedthesystem.Thelistofindicatorsforeachtypeofsystemchangeisshownbelow.IfaFellowreportedanationallevelimpactonthese,theyscoredpositivelyforsystemchangeinthatcategory.

Market Dynamics & Value Chains

– Increasedaccesstogoods,services,ortradeintheexistingmarket

– Createdvalueforaproductorservicewhereonepreviouslydidnotexist

– Createdanewmarketthatallowspeopletotradeoraccessaproductorservicetheypreviouslycouldnot

– Providedwaysforlow-incomepeopletogenerateincome

– Changedorincreasedtheflowofmarketinformation

Public Policy & Industry Norms

– Changesinthecodeofconduct,missionstatement,orofficialpolicyofalargeorganizationorindustryatanationallevel

– Changeingovernmentpolicyorregulationsatanationallevel

Business Social Congruence

– Revenueearnedthroughafor-profitelement

– Haveajointventurewithabusiness

Full Citizenship & Empathetic Ethics

– Achievedfullinclusioninsocietyofdisadvantagedgroupsatnationallevel

– Connectedcriticalpartsofsocietyatnationallevel

Culture of Changemaking & Social Entrepreneurship

– Internationalmediacoverage

– Internationalawardsorrecognition

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“Ifyoucanputintopeopletheabilitynottobeafraid,theunder-standingthatthey’vegotnothingtolose,theycandoanything.Icreatemonsters—theyareinvulnerablepositionswhenyoufindthem,butonceyouidentifytheherointhem;youunleashsomethingpowerful.Icanjustspotaherotenmilesaway.”–JackieBranfield,AshokaFellow

32

BUSINESS SOCIAL CONGRUENCE(more on page 13) 72%

51%

53%

44%

48%PUBLIC POLICY &INDUSTRY NORMS(more on page 9)

FULL CITIZENSHIP &EMPATHETIC ETHICS(more on page 17)

CULTURE OF CHANGEMAKING & SOCIAL ENTREPRENEURSHIP(more on page 21)

Percent of Fellows Who Have Changed a System at a National Level in at Least One Way Within 10 Years of Election

Acknowledgements

We thank the following people for their contributions to this work. Ashoka team members Karabi Acharya led the overall effort with Paula Cardenau, Jan Visick, Leila Akahloun and Shivangani Tandon conducting the case studies. Chris Korbey (chriskorbey.com) and Paula Castillo of Ashoka designed all the graphics and layout of the booklet. Thank you to the many Ashoka staff who contributed to copy-editing and Global Marketing for making all � nal edits and coordinating with the printer. Corporate Executive Board’s Pro Bono group led by Rachel Krantz implemented the survey. Most importantly, we thank the many Fellows who took the time to respond to the interviews and teach us about the ways they are changing systems to make the world better for us all.

83%

MARKET DYNAMICS &VALUE CHAINS(more on page 5)

GLOBAL STUDY 2009

ASHOKA FELLOWS CHANGING SYSTEMS

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