Social Venture Management

Course Objectives

This course is designed to provide an overview of Social Venture Management and in-depth understanding of how the organizations that aim to solve social issues overcome challenges and maximum social impacts in their seed to expansion stages.

In this course, ‘Social Venture’ is defined as an organization that aims to maximize its social impact alongside financial sustainability.

The growing expectation for Social Ventures lies in today’s social problems which are increasing and rapidly changing. Through the cases of entrepreneurs from Japan and the world, students of this course will gain exposure to the grit of entrepreneurs, various social business models and new types of solutions for social issues.

 

Course Details

Programs: Full-time MBA, Part-time MBA
Discipline: Creation
Course Level: Specialized Course
Required/Elective Course: Elective Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35 (Part-time MBA)

 

Recommended Preliminary Courses

- Human Resource Management
- Organizational Behavior and Leadership
- Marketing I
- Strategy
- Accounting I
- Critical Thinking

 

Theme/Reading Materials

Day 1
Session A
THEME Introduction of Social Venture Management
CASE Muhammad Yunus and Grameen
Session B
THEME Introduction of Social Venture Management (Cont.)
CASE Muhammad Yunus and Grameen(Cont.)
 
Day 2
Session A
THEME Cause-analysis and Concept Building in its Seed to Early Stage 
CASE Hiroki Iwasa and GRA (General Reconstruction Association)
Session B
THEME Cause-analysis and Concept Building in its Seed to Early Stage (Cont.)
CASE Mobile Banking for the Unbanked
 
Day 3
Session A
THEME Business Model Development in its Early to Growth Stage
CASE Eiju Hangai‘s Calling - Life as a Business-development Professional (Abridged)
Session B
THEME Business Model Development in its Early to Growth Stage (Cont.)
CASE TABLE FOR TWO International

 
Day 4
Session A
THEME Impact Measurement
CASE Acumen Fund: Measurement in Impact Investing(A)(B)
Session B
THEME Impact Measurement (Cont.)
CASE Playgrounds and Performance: Results Management at KaBOOM! (A)(B)(C)
 
Day 5
Session A
THEME Impact Maximization in its Rapid Expansion Stage
CASE NPO Florence (2010)
Session B
THEME Impact Maximization in its Rapid Expansion Stage (Cont.)
CASE NPO Katariba: Autonomy, Diversification, Cooperation, and Challenges
 
Day 6
Session A
THEME Comprehensive Excises
CASE How to Change the World
Session B
THEME Comprehensive Excises (Cont.)
CASE Your Case

Faculty

Suzuka Kobayakawa
Suzuka Kobayakawa
Creation, Critical and Analytical Skills
Can business solve social issues? Can social impact and financial returns be compatible? If so, how? We go through these questions in the social venture field where markets have failed and government aid has fallen short for the most part. There is no absolute answer on how, and it’s up to you to figure out how you tackle the social issues you’d like to resolve.