Prison Entrepreneurship Program - website

Our client is a pioneering, Texas-based non-profit 501(c)(3)
organization, which works to unite executives and prison inmates
through entrepreneurial passion, education and mentoring. The program
engages the nation's top business and academic talent to
constructively redirect inmates' energies by equipping them with
values-based entrepreneurial training - enabling them to productively
re-enter society. The thesis behind this organization is that many
inmates are proven entrepreneurs, and that their entrepreneurial
endeavors landed them in prison. In three years since inception, the
program has a CAGR of over 150%, and has generated numerous
entrepreneurial success stories, having assisted participants in
starting over 50 businesses. The program has produced the nation's
leading results in the prison rehabilitation industry, including
dramatically reducing return-to-prison rates - participant
return-to-prison rates are less than 10%, compared to over 50% for the
national average. The program has recruited 1,000+ senior level
executives and venture capital/private equity professionals, who serve
as inmates' mentors and business plan judges. Additionally, the
program has established affiliations with 24 top-tier MBA programs,
including Harvard and Stanford, whose 450+ students serve as weekly
advisors for the inmates' business plans. The program's innovative
work has won several awards, and has received coverage on NBC Nightly
News and in The New York Times, The Washington Post, The Wall Street
Journal and Entrepreneur Magazine. Read More...

French Speaking Summer Internship
Contact Ray Victurine to apply rvicturine@wcs.org

The Wildlife Conservation Society (WCS), a not for Profit organization based at the Bronx Zoo in New York city, is recruiting a short term business intern/consultant to help develop a business plan for the Virunga National Park. Virunga Park is Africa’s oldest and one of it’s most biodiverse parks, established in 1925, but to date it has never had a management plan. Read More...

I read a really interesting article recently about the rise in design as a desirable career path. Portrait of the Artist as a Young Businesswoman from City Journal does a really good job explaining that design has become much broader than just functionality and aesthetics of tangible objects and has developed as a way to solve problems.

There does seem to be a growing excitement to be a designer or work for a design firm and this article articulates that surge quite well.

Two Acumen fellows have recently posted short videos from Pakistan. Both have really hopeful messages about people and really remind us to see the good in things.

An interview with Jawad Aslam about his experiences with low-cost housing in Lahore.

Joel Montgomery's photo montage - Faces of Pakistan.

The IDEO team spent two days last week with Naandi Foundation designing appropriate water vessels for use at the community treatment plants. The current vessels are 20 liter plastic containers which are well-designed for men to carry on bicycles or motorcycles or for stacking in the back of a delivery truck. Unfortunately, these containers are generally too heavy for women to carry and are not designed to be held on the hip or the head, which are the preferred modes for women.

During our time with Naandi Foundation, we spent time with the team to try to understand the concerns with the existing vessels (designed like gasoline cans). After a quick brainstorm, we designed several concepts which we brought to the field for user feedback. While the sketches were certainly a useful way to explain concepts, it wasn’t until we returned to the office and began to prototype 3D concepts that we fully understood what we were working with.

One of the first things we did when we began prototyping was to fill a 12 liter and 20 liter container with water to get a better sense of the weight. The IDEO, Acumen, and Naandi team members then tried lifting and carrying each of the containers - laughing as the water sloshed onto our clothes and onto the floor. By feeling the weight of the vessels filled with water, we were able to design more appropriate solutions to carry water and by building 3D prototypes and observing them in use, we were able to make modifications to the design to make them more user-friendly and comfortable. The next step is to design slightly higher resolution prototypes and seek more diverse and extensive customer feedback on them.

Read more about the Ripple Effect project.

I am currently in India for the Ripple Effect project. Tiffany, Adam, and I spent the last three days with WaterHealth in Hyderabad and Krishna district, developing a communications strategy for them to increase their customer base. We went in to the engagement thinking we were going to design 2-D marketing materials (posters, banners, handouts) and ended up presenting six 3-D concepts.

Our time with WHI and our day in the field showed us that India is overwhelmed by advertising, even in the rural areas. Posters and banners are generally ignored and are not seen as trusted sources of information. People are curious to get into the details of a product – how does it work? why is it better for me than the competitor’s product? We learned that providing people with information about the water treatment process and the differences between the WaterHealth water and the well water was extremely important. Whereas exaggerated scare campaigns were ineffective and caused people to mistrust the information they received, information, facts, and proof were valued and appreciated.

We realized that developing experiences for WHI to engage with the community was much more effective than pushing information in a static format out to them. We looked at engaging the delivery people and trusted sources (teachers, doctors, religious and political leaders) to share information with people and presented other events-based approaches to engaging with potential consumers.

The Ripple Effect project (done in conjunction with Acumen Fund) is centered around market-based approaches to water storage and delivery and the workshop this week was no different. While many of the organizations that participated in the workshop are social enterprises and do charge for their services, several of those who attended have traditionally relied on a more charitable model. Going into the workshop and during the first day, this divide made us a bit nervous. Would the insights and concepts apply to the more traditional NGOs? Would they dismiss the market-based approaches as capitalistic and unpure?

To our pleasant surprise, we actually saw that a number of these organizations actually began to explore the possibility of moving towards market based approaches for water delivery and storage by the end of the workshop. Over the three days, they looked around the room and began to understand how their counterparts had figured out ways to charge for their services and develop more sustainable models. They saw that people are willing to pay for the convenience and reliability of water and that with new technologies, payment could be easily facilitated.

We saw that in the pitches on Day 3, several organizations that had never attempted to collect payment for services were interested in prototyping payment mechanisms. Two organizations recognized that while they would not seek to maximize profits, they could design opportunities for entrepreneurs to deliver water and thus could both increase access to drinking water and provide livelihood opportunities.

By the end of the workshop, my opinions on market-based approaches as sustainable and scalable solutions was reinforced and I’m excited to see how the prototypes work for these organizations and how they might affect their organizational philosophy and their other offerings.

To read more about the project, check out the blog
Username: ripple
Password: effect

Last stop on the trip to India was Pune, a city of 3 million which lies 3 hours to the east of Bombay. Pune is sometimes called the design capital of India. We went to attend the India Design Festival, co-hosted by the National Institute of Design (NID) and the Confederation of Indian Industries (CII). Sandy and I delivered a workshop designed for small and medium enterprises about design for B2B companies in an economic downturn. I also spoke on a panel about the Growth of Design and how to manage innovation in a recession.

The conference pulled together a nice mix of speakers from India, Europe, and the U.S., a variety of disciplines including communication design, industrial design, business design, systems design, and architecture. The event was not as well-attended as I had hoped – at any given time, there were about 150 people in attendance. As is frequently the case at these types of events, the students were the most inspiring with their thought-provoking questions and their complex understanding about the role of design and how it might look in the future.

A few things that I heard at the conference that really stood out to me.

Sustainability was a clear theme. There was lots of talk about both green design and considerations about materiality and shipping costs. Based on what we hear about India’s willingness to play its part in terms of global warming, it was heartening to hear the design industry talk about the importance of the environment.

Base of the pyramid markets are an exciting place to work. A number of panelists spoke about the opportunities in BOP markets and the role design can play in making products and services that are affordable and appropriate. Indian designers user the term “inclusive design” and this commitment to designing for rural communities and using design to benefit people’s lives is certainly part of their history.

Systems design is hot. India has quickly moved beyond product design and is talking about designing systems and platforms. Students are interested in tacking complex design challenges related to poverty, sustainability, and complicated business systems. They recognize the importance of integrating business design into the work they do and see design, not only as a way of making things more functional or beautiful, but as a way of solving problems. They use “design thinking” frequently and use is correctly.

Designers are optimistic, or believe that they should be. During the conference, there was lots of talk about the recession and how to encourage innovation during an economic downturn. The clear message that everyone gave was that we must continue to innovate in a downturn if we want to grow. As designers, we see infinite possibilities in the world, and the same is true today. We must innovate in a strategic way, but we cannot stop designing.

Overall, I was impressed with the caliber of people I met and the thinking that’s happening within the Indian design industry. I look forward to participating in these conversations and see it all develop.

After Hyderabad, Sandy and I flew to Bhopal, in central India, where we were picked up and driven 3 1/2 hours to Kesla, where Pradan has a large campus. We were introduced to Pradan several months ago, and met them in person in Delhi during our last visit to India. Pradan has a long history of rural development in India and is a great example of an organization that has scaled. It was a pioneer in microfinance and Self Help Groups and has a focus on empowerment and livelihoods for the true base of the pyramid.

Pradan has an extraordinarily strong organizational culture. At the village level, they hire recent university or graduate school graduates as “Executives” who train local Community Resource People to advise and train families in the village. Pradan employees are called Pradanites and it’s clear that it is not unlikely for people to stay with the organization for their entire careers.

One thing I found very interesting about Pradan was their strong believe in their theory of change. In development, having a theory of change is critical. Organizations and individuals have a belief about where the biggest return on investment will come. For Nike Foundation, it’s empowerment of adolescent girls, for PATH, it’s investing in low-cost health technologies. For Kickstart and IDE, it’s about raising income levels for smallholder farmers. And, for Pradan, it’s about building self-esteem for poor rural women.

With Pradan, this empowerment happens with the formation of self help groups (SHGs) which teach the women how to work together, how to discuss and solve problems, and how to manage finances. Pradan is a patient organization and recognizes that change takes time. After several years in an SHG, women and their husbands begin to receive training on livelihood opportunities based on their interests and skills. Some will learn how to grow specialty mushrooms, others will raise silkworms. Once women are empowered, have a higher and steady income, and have access to credit and savings, they can then focus on issues related to healthcare and education for their families. They are also coached by Pradan about how to speak out to government officials and policymakers and how to use the government to make positive changes in their communities.

Pradan’s philosophy, approach, and methodology are tested and sensible. They are a deeply empathic organization and truly understand their clients. They continuously iterate their programs and over time have transferred more and more of their role to the local communities. And while they take a long-term view on development, they are one of the few organizations I’ve seen that is truly working themselves out of a job through their scale and effectiveness in the communities where they’re working.

I returned to Hyderabad for 5 days with my colleague, Sandy, to conduct the second of two workshops with VisionSpring. The design challenge we were working with VisionSpring to tackle was how to provide comprehensive eye care to children and their families. On this project, our role is not to do the design, but to coach the VIsionSpring team through the Human Centered Design process.

We spend a day listening to the stories the VisionSpring team heard during their interviews and observations and synthesizing them to get to the insights, opportunities, and principles for design. We then moved on to brainstorming and prototyping solutions and brought the prototypes out to the field on day 3 to test them with children and teachers.

With two insights, “kids are afraid to reveal their imperfections” and “kids often do not know how to identify when they have a problem” and two principles for design “build on social relationships and connectivity” and “make kids feel good about themselves”, one concept we came up with and prototyped was eye screenings done by kids. In the field, we tested our intuition that kids would enjoy screening each other’s eyes, especially if we designed the process to be fun, kid-centered, and inclusive.

Prototyping is such a valuable activity because it forces you to challenge your assumptions. We thought kids might respond better to an eye chart designed for them – one with animals or movie stars. In fact, they preferred the standard tumbling Es because it was less open to interpretation and by playing eye doctor with each other, they were able to pretend to be adults. The kids took the screening process very seriously (in contrast to when we prototyped animal eye charts and the kids all giggled and told each other the answers) and even started pretending to be a doctor by delivering the results to the other children. With a bit of coaching, kids said “You passed the exam. Remember to eat your vegetables to keep your eyes healthy.”

I remember that my favorite game as a kid was to play school, house, or doctor and pretend to be grown-up. It’s no surprise that this was fun to the kids in Mahbubnagar, India. But we started off thinking that kids would want to be surrounded by kid things and were able to get to a simple, yet extremely effective method for engaging children in their eye care through the design process. Most exciting was that by the end of the workshop, the VisionSpring team began to see children as ambassadors for eye care and as the ones who could encourage their parents to take the family to the community eye camp and buy glasses when needed.

The original purpose of my trip to India was to conduct a workshop with VisionSpring in Hyderabad. In 2005, I lived in Hyderabad and worked as the Interim Country Director of VisionSpring (at that time Scojo Foundation) for 7 months.

It was such a treat to return to the organization I had done so much work for and see some of my former colleagues. I was most excited to see Praveen and Shekhar, the bookkeeper and office assistant I hired 3 1/2 years ago. Both have really grown with the organization in exceptional ways - Praveen is now managing the accounting and supervises an employee. Shekhar now speaks some English, has set up the stock room in the new office, and manages the inventory of glasses on the computer.

The organization has really grown in terms of sales and staff, yet the enthusiasm and entrepreneurial feeling have not waned in any way. Arunesh, the Country Director, is doing a fantastic job managing the various sales channels and has really contributed to getting more glasses on people's faces by distributing through the channels of partners like Drishtee and BRAC.

We are teaching the VisionSpring team the process of Human Centered Design, facilitated by the HCD Toolkit. The design challenge we have undertaken with the team is how to convey the value of eye care to adolescents, their parents, and other stakeholders. With a grant from USAID, VisionSpring is expanding their offering to provide comprehensive eyecare to people 10 - 15 in addition to selling reading glasses to adults.

Anitha interviewing two children outside an eye camp in Mahbubnagar, Andhra Pradesh

I arrived at the Hyderabad airport and was confused - nothing was recognizable. I quickly realized that we had landed at the new airport - the one that had only begun being constructed when I lived here in 2005. The airport was stunning - open and airy, modern, clean, and quiet.

No one is allowed to linger outside the airport selling their wares or begging for money. American chain restaurants are found in every hall. Leaving the airport was efficient and self-explanatory. It was truly an amazing experience and much nicer than most American or European airports that I've visited.

I hope this is an indication of the future of India.

My colleague, Sandy, and I are currently in India where we're spending a couple weeks. The impetus of the trip was a project with VisionSpring, my former employer. We decided though that to get over jet lag and to get adjusted to India, we needed a weekend in Goa.

We arrived at the Delhi airport on Friday at 3 a.m. and put a bit on-guard after seeing a hundred security guards and police officers with AK47s slung over their shoulders. The lines to enter and exit the airport were many cars deep and we were a bit alarmed to hear that there were rumors about a shoot-out at the airport that may have occurred an hour before we landed.

Goa was spectacular – lovely white sand beaches and perfect temperatures in the 80s. We stayed at Elsewhere, a NY Times recommended spot, which had beautiful little houses and platform tents on the beach. The service was spectacular and the place bragged of having more staff than guests. The commerce on the beach of Goa was actually less prevalent or aggressive than I expected. But perhaps that’s because I’ve become used to it. Or maybe because we stayed on a particularly quiet piece of the coastline. Our days and evenings were relaxing with activities that included swimming, walking along the beach, reading, relaxing, and treating ourselves to Ayurvedic massages.

What was most interesting to me about Goa was that is was so difficult to figure out what Goa is about. It has almost lost its personality with all the tourism. It’s restaurants serve a mélange of North Indian, South Indian, and coastal cuisines and its boutique sell tapestries from Jaipur, stone boxes from Agra, and puppets from Rajasthan. Most of the people we met in Goa were from other parts of India or Nepal. In this way, it was unlike Kerala or Zanzibar, which, despite their tourism (or maybe because of it), have retained their strong cultural identities and have aptly expressed their own points of view in relation to the countries to which they belong (India and Tanzania).

Goa has been affectionately termed “India lite” because it is so easy to get your bearings and feel at ease compared to other parts of the country. It is a beautiful, relaxing, and fun place and I would certainly recommend it as a place to adjust to the sub-continent, especially for those coming for the first time.

The Better World by Design Conference was hosted last week by Brown University and the Rhode Island Design Institute (RISD) in Providence, Rhode Island. I attended the conference as a speaker and was impressed that the event was entirely student organized and run. The conference drew about 200 people from the design industry, private sector, social sector, and academia. We heard from a good mix of practitioners, consultants, and researchers.

The conference mapped closely to IDEO’s Design for Social Impact initiative so it was very much in-line with the work we’ve been doing for the past year. Just as way of background, the purpose of IDEO’s design for social impact work is to cause transformational change in communities of need.

One theme that was repeated throughout the conference was the importance of developing empathy. We heard from Ross Evans (founder of Xtracycle and World Bike) and Cameron Sinclair (founder of Architecture for Humanity) about the need to live and eat in the communities we are designing with. We must work to understand the complexities of the local context and be sure to work closely with local partners. While this seems like an obvious tenant of design, many people at the conference shared market insights but didn’t share stories of people or human insights. We need to make sure that we’re looking not just as what’s for sale at markets and what is being advertised, but that we actually talk to people about what they want and need.

A second theme which was emphasized at this conference as well as at the Design in the Developing World panel at SoCap, was the need to apply design thinking to business models, distribution systems, and marketing. As Emily Pilloton, Founder of Project H said “The design is easy. The implementation is tough.” This was reiterated by Paul Polak who spoke about the need to design products and their distribution cheaply enough so companies can be profitable by selling them and multinationals will be enticed to enter base of the pyramid markets.

Finally, at the conference, there was a general sense of excitement, accompanied by a sense of urgency. There was a feeling that social design, or design for the greater good, was catching on, both within the design industry, as well as within the social sector and low-income markets. There was little discussion about how to run a business by working with clients who are not able to pay (or pay much) for design services. However, the work that IDEO and Rockefeller Foundation engaged in addresses this question to some extent. I am optimistic about the future of design for social impact and saw that the Better World by Design conference was able to convene a number of the leaders of this movement and engage us in 3 days of interesting and inspiring conversations.

A new social network site, BOP Source, launched recently. This is the first social networking site for the base of the pyramid. While at this point, it looks like members are people who are interested in working with the BOP (not necessarily BOP customers themselves), there are nevertheless, some interesting conversations that are starting to take place.

Check it out and complete your profile. Let's see if we can get some discussions going about BOP markets.