A powerful social and political movement sweeps a new administration into office. A global of wave of rising consciousness about environmental degradation and climate change launches thousands of organizations to engage communities and nations in behavioral change. An increasing number of international summits convene to address the many crises and high-profile conflicts within and between nations in regions all over the world. Is that sufficient evidence that change is the new world order?
If there is a common theme in all these domains of challenge and change, it is that collaboration between and among organizations, governments and communities is essential for progress in addressing the compelling problems we face at home and around the world.
In a perfectly timed and insightful article, Linda Dunkel, president and CEO of Interaction Associates asks: is collaboration at a tipping point?
(please see:)
Collaboration: At a Tipping Point?
By Linda Dunkel, President and CEO, Interaction Associates
http://www.interactionassociates.com/ideas/2009/03/collaboration_at_a_tipping_poi_1.php
Ms. Dunkel, head of a 40-year-old consulting firm that describes itself as “the leading innovator of collaboration methods that help clients achieve critical business results,” puts it this way, “We’re watching how collaboration is reaching a critical tipping point. A rapidly growing cadre of leaders across the world — in business and elsewhere, including government — now view collaboration as vital for empowering individuals and for driving change. And, they're speaking up about it in clear and powerful terms.”
She cites President Obama’s landmark Memorandum For Transparency and Open Government as she makes the case for collaboration reaching a tipping point. “More evidence of that comes from none other than The White House itself — and a recent executive memo from President Obama directing cabinet secretaries and agency heads to focus on collaboration to make government work better, smarter, and more effectively,” she said.
The President’s memorandum is a directive to his administration, a statement of his philosophy of governing, and an expression of the times in which we live:
“Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperate among themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation.”
http://www.whitehouse.gov/the_press_office/TransparencyandOpenGovernment/
Applying the same philosophy directly to the world of business, Linda Dunkel says, “...collaboration is an essential tool for the new kind of business leader — the facilitative leader — one who engages relevant stakeholders in solving problems collaboratively and works to build a more collaborative culture in his or her organization or community.”
A” tipping point” – a descriptor made a household word by author Malcolm Gladwell in his book of the same name, defines that critical time when “conventional wisdom” or one set of expectations visibly begins to give way to a new order or paradigm. The Tipping Point presents “a new way of understanding why change so often happens as quickly and as unexpectedly as it does.” The book is an examination of the social epidemics that surround us. “As human beings, we always expect everyday change to happen slowly and steadily, and for there to be some relationship between cause and effect,” says Gladwell. “And when there isn't -- we're surprised. I'm saying, don't be surprised. This is the way social epidemics work.”
http://www.gladwell.com/tippingpoint/
If concepts such as “go-it-alone,” ”us-versus-them,” and “super power,” have failed to heal the rifts between people, alleviate hunger and poverty, prevent dangerous buildup of greenhouse gases in the atmosphere, or keep communities safe from oppression, then let's hope that there is a new social epidemic starting to spread and that we are, in fact, at a tipping point for collaboration, partnerships and change.
(Posted by David Swardlick with thanks to Linda Dunkel and Interaction Associates)
Interaction Associates describes itself as specialists at “developing collaborative work cultures, cultivating great teams, developing successful leaders, coaching individual performance, navigating change, and helping clients pursue profitable corporate responsibility strategies.”
http://www.interactionassociates.com
Thursday, May 28, 2009
Thursday, May 7, 2009
Partnerships, Collaboration – Working For the Greater Good
Faced with a potential global flu pandemic, health officials did something remarkable recently: They asked Google for help.
Scientists from the U.S. Centers for Disease Control suggested that the company create a version of Google Flu Trends for Mexico. Flu Trends identifies the presence of influenza in specific locations by determining where people are entering search terms such as “body ache” and “high fever.” The CDC already uses the system to identify flu hot spots in the United States, so it seemed natural for the government-funded agency to turn to its corporate colleague for help.
The Google-CDC relationship is just one small example of a sea change taking place across the world, as organizations from the business, nonprofit and governmental sectors come together in unprecedented ways. They are entering into creative and committed partnerships, determined to work together in a sustained and sophisticated fashion to address challenges that have grown so large and complex that they are now beyond the reach of any single group or sector.
Of course, cross-sector collaboration and working relationships are not new. Most non-profits have been heavily dependent upon corporate philanthropy, grants from foundations and the public sector, or contracts to provide services in conjunction with governmental agencies.
What is happening now, though, goes beyond the kind of programmatic relationships we’ve grown accustomed to seeing. New models are emerging: Organizations are determined to become true partners with one another in something bigger, longer lasting and more powerful than what our societies have been able to build in the past.
Some of these relationships involve hundreds of millions of dollars in spending, operations that span continents and plans of action that stretch many years into the future. Others are tightly focused on local communities. All are determined to make a real difference by building on the strengths of their committed partners.
They are an expression of a powerful movement pulsing just beneath the surface of public consciousness: a growing sense of urgency for finding solutions to compelling challenges — in our communities, our nation and around the world. Paul Hawken called this worldwide movement for social and environmental change “Blessed Unrest.”
What’s Behind This New Way of Thinking?
A number of factors are contributing significantly to this shift.
First, there is growing awareness that we face urgent and collective challenges, rather than narrow-interest or localized issues that can be ignored or left for “others” to deal with.
The problems are numerous, deep and interconnected: A global financial crisis has led to the bankruptcy of some of the world’s largest corporations, the financial insolvency of governments and widespread social dislocation. Global warming is threatening the very survival of communities and species around the world. The emergence of swine flu has raised the specter of a mortally dangerous disease pandemic – if not in this instance, then certainly as a future possibility. These problems and many others are massive threats that no single country or set of organizations can address individually.
This awareness of the increased complexity and scope of today’s global challenges is reflected in the research and analysis that has given rise to terms to describe individuals as “conscious consumers,”1 “cultural creatives,”2 or perhaps simply, “global citizens.”
This worldwide concern is being fueled and spread at an unprecedented rate through technology and the adoption of advanced communications, public relations, advocacy and social-action tactics. The documentary “An Inconvenient Truth” and the movement it spurred present just one example.
Second, NGOs and governmental agencies have struggled to keep pace with the scope and urgency of many compelling problems. Fundraising and philanthropic support are in no way keeping up with the needs of non-profits, and in many cases, the non-profits lack the entrepreneurial or innovation skills or the operational adaptability to scale up to match the magnitude of the issues that are central to their missions. For their part, governmental agencies are often hampered by changing political and financial priorities or the inertia of bureaucratic structures. And while they may, at times, possess the best information and have the best access or hold the keys to the policy, regulatory or legal aspects of the issue in question, governmental agencies may be unable to commit to urgent or ambitious operational programs.
Third, corporations are changing. Just as citizens are demonstrating new commitments to social and environmental change, so are corporations. If a corporation is like a person in the eyes of the law, then “corporate citizens” should be demonstrating a rapid elevation of social and environmental responsibility and commitment in today’s world. Customers, employees and shareholders are making their expectations in this regard known, and consequently, fundamental changes in corporate behavior are taking place.
Corporate mission statements are being rewritten to include long-term, clear commitments for businesses to play active roles in addressing broad stakeholder interests, not just stockholder interests. Social responsibility and sustainability reports are becoming part of the annual reporting process.
Companies such as Royal Dutch Shell, Bristol-Myers, and Norsk Hydro are producing detailed reports that not only describe their firms’ financial performances, but also their ability to protect the environment and the communities in which they operate. They also are outlining best practices and detailing management techniques that worked in supporting this “triple bottom line,” so as to share that information with others.
Some of the most successful corporate leaders around the world have called for what might be considered a redefinition of capitalism to require this more highly evolved sense of corporate citizenship.
A Sea Change in the Approach to World Challenges
At the beginning of this decade, signs were pointing to the need for new approaches. In talking about the 2001 World Economic Forum in Davos, renowned journalist David Ignatius wrote in the International Herald Tribune:
Beyond the short-term economic worries, a deeper Davos problem surfaced in some of the sessions and corridor talk. The forum gathers each year partly to talk about big global problems such as the environment, AIDS and the spread of poverty, but solutions for these problems seem to be receding rather than getting nearer.
The most innovative thinking I have heard here about globalization starts with the frank admission that current efforts to solve problems are not working. Global warming is getting worse. The destitute countries of Africa are becoming poorer and more disease-ridden. The digital gap between the wired haves and the unwired have-nots is growing. 3
So what is the answer? Ignatius continues:
Davos attendee Jean-François Rischard, (former vice president for Europe of the World Bank) ventures an intriguing proposal. The only models that have a chance in the 21st century will be ones that share the network effects of the new economy. They will be coalitions of interested nations, private companies and nongovernmental organizations. They will use online polling to speed their work along. And they will focus on setting standards or norms—much like the informal bodies that built out the Internet without treaties or legislated rules and regulations.4
Global society, as a whole, appears to be setting the stage, if not explicitly calling, for new approaches to addressing the world’s problems. As Paul Hawken illustrates in his Blessed Unrest, there are hundreds of thousands of grassroots organizations springing up all over the world to address local, regional and global challenges. He likens this widespread phenomenon to the natural response of an organism to illness or disease:
If we accept that the metaphor of an organism can be applied to humankind, we can imagine a collective movement that would protect, repair, and restore that organism’s capacity to endure when threatened. If so, that capacity to respond would function like an immune system, which operates independently of an individual person’s intent. Specifically, the shared activity of hundreds of thousands of nonprofit organizations can be seen as humanity’s immune response to toxins like political corruption, economic disease, and ecological degradation.5
Recently, there has been an outpouring of new thinking and writing about innovative approaches to problem solving as reflected in the programs and the work of businesses, NGOs, governmental agencies, academic institutions and media professionals. A 2008 report on partnerships between corporations and NGOs published by the Environmental Defense Fund and the Global Environmental Management Initiative (GEMI) expresses this shift well:
Leading companies know that: ‘Business as usual’ has changed. Investors and customers want companies to address social and environmental concerns. Leading companies in the private sector recognize that they should develop strategies to meet these needs while remaining profitable. At the same time, many of the most effective non-governmental organizations (NGOs) recognize that they can achieve widespread and lasting change by harnessing the power of the market. To achieve these goals, companies and NGOs are finding ways to work together.6
There is a clear sense developing of the interdependency of business, government and society. In his remarks at the New York Stock Exchange on April 27, 2006, Kofi Anan said, “if societies fail, business fails.”
In the book Firms of Endearment: How World-Class Companies Profit From Passion and Purpose by Raj Sisodia, Jag Sheth and David Wolfe, an expanded vision of corporate purpose among exemplary companies is documented, as is the success of these companies: “The best form of corporate social responsibility is not making monetary donations to charities, but the dedicated involvement of everyone in a company in meaningful pursuits that transcend the bottom line.”
The authors continue, “...when (one of the world’s most valuable companies) begins to aggressively address issues of general concern that traditionally have been within the purview of government, the handwriting is on the wall. The well being of society increasingly depends on business. GE’s Jeff Immelt apparently knows that and accepts this role as being appropriate to his company’s place in society worldwide.”7
Bill Gates, addressing the World Economic Forum in Davos in 2007, called it “Creative Capitalism.” Mr. Gates said: "We need a creative capitalism where business and non-governmental organizations work together to create a market system that eases the world's inequities.”8
Duke University’s Center for Advancement of Social Entrepreneurship describes it this way:
Recent trends in the social sector have led to a blurring of the distinctions between business, nonprofit and government organizations. In particular, frustration with traditional governmental and charitable approaches to social problems has prompted social sector leaders to tap into the strengths of the business and entrepreneurial world in their search for more sustainable and systemic solutions.9
Through the formation of Google.org, Google’s charitable foundation, a powerful new commitment of corporate purpose was brought forward by the company’s leadership. They committed resources from Google's profits, equity and substantial employee time to this philanthropic effort, and they created the mission: "to use the power of information and technology to address the global challenges of our age."10
In the words of Dr. Larry Brilliant, Google's Chief Philanthropy Evangelist, “I think this is the highest contribution that I can make both to Google.org and to fighting the urgent threats of our day: from climate change to emerging infectious diseases, to issues of poverty and health care... I hope to be able to spend more time motivating policy makers, encouraging public and private partnerships, and generally advocating for the changes that we must make as a global society to solve these problems.”11
The Promise of New Approaches
The growing urgency of global problems, the heightened sense of personal and corporate social responsibility, and the willingness of organizations to work with partners from other sectors is inspiring new models of partnership and what appears to be a promising “blurring of the lines” between corporations, NGOs and public-sector agencies.
The greaterthan > conference will explore and foster such partnerships, across sectors, among multiple organizations, public and private. It will help bring ideas, creative approaches, tools, techniques and a supportive community together to be employed by those who are seeking new ways to tackle pervasive problems.
End Notes
1 Raphael Bemporad and Mitch Baranowski, BBMG Conscious Consumer Report: Conscious Consumers Are Changing the Rules of Marketing. Are You Ready? (2007). http://www.bbmg.com/index_whoweare.html
2 Paul H. Ray, Ph.D. and Sherry Ruth Anderson, Ph.D., The Cultural Creatives: How 50 Million People Are Changing the World (New York: Harmony Books, 2000). http://www.culturalcreatives.org/book.html
3 David Ignatius, “Try A Network Approach to Global Problem Solving,” International Herald Tribune, January 29, 2001.
4 Ibid.
5 Paul Hawken, Blessed Unrest (New York: Viking Press, 2007), 141.
6 Guide To Successful Corporate-NGO Partnerships by Environmental Defense Fund and GEMI, 2008. http://www.edf.org/documents/8818_GEMI-EDF%20Guide%20Final.pdf
7 Raj Sisodia, Jag Sheth and David Wolfe, Firms of Endearment: How World-Class Companies Profit From Passion and Purpose, (Philadelphia: Wharton School Publishing, 2007), 1 and 56.
8 Tim Webber, “Gates wants creative capitalism.” BBC News online, January 24, 2008. http://news.bbc.co.uk/1/hi/business/7207808.stm
9 Duke University Fuqua School of Business, Center for the Advancement of Social Entrepreneurship website. http://www.caseatduke.org/about/
10 Dr. Larry Brilliant, “Brilliant Takes on Urgent Threats,” The Official google.org blog, April 14, 2009. http://blog.google.org/
11 Dr. Larry Brilliant, “The Next Chapter for Google.org,” The Official google.org blog, February 23, 2009. http://blog.google.org/2009/02/next-chapter-for-googleorg.html
Scientists from the U.S. Centers for Disease Control suggested that the company create a version of Google Flu Trends for Mexico. Flu Trends identifies the presence of influenza in specific locations by determining where people are entering search terms such as “body ache” and “high fever.” The CDC already uses the system to identify flu hot spots in the United States, so it seemed natural for the government-funded agency to turn to its corporate colleague for help.
The Google-CDC relationship is just one small example of a sea change taking place across the world, as organizations from the business, nonprofit and governmental sectors come together in unprecedented ways. They are entering into creative and committed partnerships, determined to work together in a sustained and sophisticated fashion to address challenges that have grown so large and complex that they are now beyond the reach of any single group or sector.
Of course, cross-sector collaboration and working relationships are not new. Most non-profits have been heavily dependent upon corporate philanthropy, grants from foundations and the public sector, or contracts to provide services in conjunction with governmental agencies.
What is happening now, though, goes beyond the kind of programmatic relationships we’ve grown accustomed to seeing. New models are emerging: Organizations are determined to become true partners with one another in something bigger, longer lasting and more powerful than what our societies have been able to build in the past.
Some of these relationships involve hundreds of millions of dollars in spending, operations that span continents and plans of action that stretch many years into the future. Others are tightly focused on local communities. All are determined to make a real difference by building on the strengths of their committed partners.
They are an expression of a powerful movement pulsing just beneath the surface of public consciousness: a growing sense of urgency for finding solutions to compelling challenges — in our communities, our nation and around the world. Paul Hawken called this worldwide movement for social and environmental change “Blessed Unrest.”
What’s Behind This New Way of Thinking?
A number of factors are contributing significantly to this shift.
First, there is growing awareness that we face urgent and collective challenges, rather than narrow-interest or localized issues that can be ignored or left for “others” to deal with.
The problems are numerous, deep and interconnected: A global financial crisis has led to the bankruptcy of some of the world’s largest corporations, the financial insolvency of governments and widespread social dislocation. Global warming is threatening the very survival of communities and species around the world. The emergence of swine flu has raised the specter of a mortally dangerous disease pandemic – if not in this instance, then certainly as a future possibility. These problems and many others are massive threats that no single country or set of organizations can address individually.
This awareness of the increased complexity and scope of today’s global challenges is reflected in the research and analysis that has given rise to terms to describe individuals as “conscious consumers,”1 “cultural creatives,”2 or perhaps simply, “global citizens.”
This worldwide concern is being fueled and spread at an unprecedented rate through technology and the adoption of advanced communications, public relations, advocacy and social-action tactics. The documentary “An Inconvenient Truth” and the movement it spurred present just one example.
Second, NGOs and governmental agencies have struggled to keep pace with the scope and urgency of many compelling problems. Fundraising and philanthropic support are in no way keeping up with the needs of non-profits, and in many cases, the non-profits lack the entrepreneurial or innovation skills or the operational adaptability to scale up to match the magnitude of the issues that are central to their missions. For their part, governmental agencies are often hampered by changing political and financial priorities or the inertia of bureaucratic structures. And while they may, at times, possess the best information and have the best access or hold the keys to the policy, regulatory or legal aspects of the issue in question, governmental agencies may be unable to commit to urgent or ambitious operational programs.
Third, corporations are changing. Just as citizens are demonstrating new commitments to social and environmental change, so are corporations. If a corporation is like a person in the eyes of the law, then “corporate citizens” should be demonstrating a rapid elevation of social and environmental responsibility and commitment in today’s world. Customers, employees and shareholders are making their expectations in this regard known, and consequently, fundamental changes in corporate behavior are taking place.
Corporate mission statements are being rewritten to include long-term, clear commitments for businesses to play active roles in addressing broad stakeholder interests, not just stockholder interests. Social responsibility and sustainability reports are becoming part of the annual reporting process.
Companies such as Royal Dutch Shell, Bristol-Myers, and Norsk Hydro are producing detailed reports that not only describe their firms’ financial performances, but also their ability to protect the environment and the communities in which they operate. They also are outlining best practices and detailing management techniques that worked in supporting this “triple bottom line,” so as to share that information with others.
Some of the most successful corporate leaders around the world have called for what might be considered a redefinition of capitalism to require this more highly evolved sense of corporate citizenship.
A Sea Change in the Approach to World Challenges
At the beginning of this decade, signs were pointing to the need for new approaches. In talking about the 2001 World Economic Forum in Davos, renowned journalist David Ignatius wrote in the International Herald Tribune:
Beyond the short-term economic worries, a deeper Davos problem surfaced in some of the sessions and corridor talk. The forum gathers each year partly to talk about big global problems such as the environment, AIDS and the spread of poverty, but solutions for these problems seem to be receding rather than getting nearer.
The most innovative thinking I have heard here about globalization starts with the frank admission that current efforts to solve problems are not working. Global warming is getting worse. The destitute countries of Africa are becoming poorer and more disease-ridden. The digital gap between the wired haves and the unwired have-nots is growing. 3
So what is the answer? Ignatius continues:
Davos attendee Jean-François Rischard, (former vice president for Europe of the World Bank) ventures an intriguing proposal. The only models that have a chance in the 21st century will be ones that share the network effects of the new economy. They will be coalitions of interested nations, private companies and nongovernmental organizations. They will use online polling to speed their work along. And they will focus on setting standards or norms—much like the informal bodies that built out the Internet without treaties or legislated rules and regulations.4
Global society, as a whole, appears to be setting the stage, if not explicitly calling, for new approaches to addressing the world’s problems. As Paul Hawken illustrates in his Blessed Unrest, there are hundreds of thousands of grassroots organizations springing up all over the world to address local, regional and global challenges. He likens this widespread phenomenon to the natural response of an organism to illness or disease:
If we accept that the metaphor of an organism can be applied to humankind, we can imagine a collective movement that would protect, repair, and restore that organism’s capacity to endure when threatened. If so, that capacity to respond would function like an immune system, which operates independently of an individual person’s intent. Specifically, the shared activity of hundreds of thousands of nonprofit organizations can be seen as humanity’s immune response to toxins like political corruption, economic disease, and ecological degradation.5
Recently, there has been an outpouring of new thinking and writing about innovative approaches to problem solving as reflected in the programs and the work of businesses, NGOs, governmental agencies, academic institutions and media professionals. A 2008 report on partnerships between corporations and NGOs published by the Environmental Defense Fund and the Global Environmental Management Initiative (GEMI) expresses this shift well:
Leading companies know that: ‘Business as usual’ has changed. Investors and customers want companies to address social and environmental concerns. Leading companies in the private sector recognize that they should develop strategies to meet these needs while remaining profitable. At the same time, many of the most effective non-governmental organizations (NGOs) recognize that they can achieve widespread and lasting change by harnessing the power of the market. To achieve these goals, companies and NGOs are finding ways to work together.6
There is a clear sense developing of the interdependency of business, government and society. In his remarks at the New York Stock Exchange on April 27, 2006, Kofi Anan said, “if societies fail, business fails.”
In the book Firms of Endearment: How World-Class Companies Profit From Passion and Purpose by Raj Sisodia, Jag Sheth and David Wolfe, an expanded vision of corporate purpose among exemplary companies is documented, as is the success of these companies: “The best form of corporate social responsibility is not making monetary donations to charities, but the dedicated involvement of everyone in a company in meaningful pursuits that transcend the bottom line.”
The authors continue, “...when (one of the world’s most valuable companies) begins to aggressively address issues of general concern that traditionally have been within the purview of government, the handwriting is on the wall. The well being of society increasingly depends on business. GE’s Jeff Immelt apparently knows that and accepts this role as being appropriate to his company’s place in society worldwide.”7
Bill Gates, addressing the World Economic Forum in Davos in 2007, called it “Creative Capitalism.” Mr. Gates said: "We need a creative capitalism where business and non-governmental organizations work together to create a market system that eases the world's inequities.”8
Duke University’s Center for Advancement of Social Entrepreneurship describes it this way:
Recent trends in the social sector have led to a blurring of the distinctions between business, nonprofit and government organizations. In particular, frustration with traditional governmental and charitable approaches to social problems has prompted social sector leaders to tap into the strengths of the business and entrepreneurial world in their search for more sustainable and systemic solutions.9
Through the formation of Google.org, Google’s charitable foundation, a powerful new commitment of corporate purpose was brought forward by the company’s leadership. They committed resources from Google's profits, equity and substantial employee time to this philanthropic effort, and they created the mission: "to use the power of information and technology to address the global challenges of our age."10
In the words of Dr. Larry Brilliant, Google's Chief Philanthropy Evangelist, “I think this is the highest contribution that I can make both to Google.org and to fighting the urgent threats of our day: from climate change to emerging infectious diseases, to issues of poverty and health care... I hope to be able to spend more time motivating policy makers, encouraging public and private partnerships, and generally advocating for the changes that we must make as a global society to solve these problems.”11
The Promise of New Approaches
The growing urgency of global problems, the heightened sense of personal and corporate social responsibility, and the willingness of organizations to work with partners from other sectors is inspiring new models of partnership and what appears to be a promising “blurring of the lines” between corporations, NGOs and public-sector agencies.
The greaterthan > conference will explore and foster such partnerships, across sectors, among multiple organizations, public and private. It will help bring ideas, creative approaches, tools, techniques and a supportive community together to be employed by those who are seeking new ways to tackle pervasive problems.
End Notes
1 Raphael Bemporad and Mitch Baranowski, BBMG Conscious Consumer Report: Conscious Consumers Are Changing the Rules of Marketing. Are You Ready? (2007). http://www.bbmg.com/index_whoweare.html
2 Paul H. Ray, Ph.D. and Sherry Ruth Anderson, Ph.D., The Cultural Creatives: How 50 Million People Are Changing the World (New York: Harmony Books, 2000). http://www.culturalcreatives.org/book.html
3 David Ignatius, “Try A Network Approach to Global Problem Solving,” International Herald Tribune, January 29, 2001.
4 Ibid.
5 Paul Hawken, Blessed Unrest (New York: Viking Press, 2007), 141.
6 Guide To Successful Corporate-NGO Partnerships by Environmental Defense Fund and GEMI, 2008. http://www.edf.org/documents/8818_GEMI-EDF%20Guide%20Final.pdf
7 Raj Sisodia, Jag Sheth and David Wolfe, Firms of Endearment: How World-Class Companies Profit From Passion and Purpose, (Philadelphia: Wharton School Publishing, 2007), 1 and 56.
8 Tim Webber, “Gates wants creative capitalism.” BBC News online, January 24, 2008. http://news.bbc.co.uk/1/hi/business/7207808.stm
9 Duke University Fuqua School of Business, Center for the Advancement of Social Entrepreneurship website. http://www.caseatduke.org/about/
10 Dr. Larry Brilliant, “Brilliant Takes on Urgent Threats,” The Official google.org blog, April 14, 2009. http://blog.google.org/
11 Dr. Larry Brilliant, “The Next Chapter for Google.org,” The Official google.org blog, February 23, 2009. http://blog.google.org/2009/02/next-chapter-for-googleorg.html
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