The KIN is made up of visionaries, educators, facilitators, entrepreneurs and innovators.
This section highlights the work they do to shape the world we live in.

At the 2010 KIN Global Summit, three Kellogg students, Kasey Smith (KSM ’11), Nikita Mody-Patel (KSM ’11), and Surbhi Martin (KSM ’10), presented their KIN Global Scholar project on the role micro-franchising can play in creating sustainable economic growth in rural India. During the summit, the students met with Nancy Barry, Founder and CEO of Enterprise Solutions to Poverty (ESP), to discuss ways to continue their project with a partner organization. Together with ESP, the students subsequently began work with Drishtee, a social enterprise with 14,000 micro-franchise kiosks across rural India, and Novartis, the pharmaceutical firm, to develop partnership strategies aimed at building healthcare infrastructure in rural India.

This past summer, Nancy Barry, Surbhi Martin, and Emily Rasmussen, an associate at ESP, traveled to India to conduct fieldwork in rural Uttar Pradesh, site of the first joint Novartis-Drishtee pilot, to develop a strategy for a large-scale pilot and roll-out. The Novartis-Drishtee initiative is a unique model

leveraging the strength of Drishtee’s rural distribution footprint and of Novartis’ healthcare expertise to deliver improved access to healthcare. The initiative builds on Novartis’ existing social business in India, Arogya Parivar, which combines raising awareness of prevalent diseases through community health meetings with designing and delivering affordable treatments. Already a profitable and sustainable social business, Arogya Parivar will continue expanding its model into healthcare infrastructure through 2011 with support from ESP and a Kellogg student team.

With a large-scale pilot launch planned for early 2011, more details and an update of the project are planned for the 2011 KIN Global Summit. Kellogg students Kasey Smith and Nikita Mody-Patel will be joined by Pablo Varela (KSM ’11) and Mihir Naware (KSM ’11) to continue the project during the 2010-2011 academic year under the supervision of Kellogg faculty Kara Palamountain (KSM ‘04).

At KIN Global 2009, delegates pledged to support Youth Action International (YAI), a non profit dedicated to redeveloping economies in post-war countries. With a grant of $50,000, YAI was able to fund another year of training and expansion at women's empowerment centers in both Liberia and Sierra Leone.

The women's centers offer a unique model that provides both training and micro-loans to start small businesses. Each center is market driven, providing several career tracks for prospective students based upon local demand: catering, tailoring, textiles, computer literacy and cosmetology to name a few.

YAI realizes that it is not wise to flood the market and thus, swaps out old training modules with new career tracks as the market demands. Once a woman graduates from her chosen field, she is given a small loan to help her business get started.

YAI constantly looks for gaps in the marketplace and recently developed a training program to produce products for the tourism industry and also for the fair trade marketplace abroad. In the future, YAI hopes to add a robust hospitality training to meet the needs of Liberia's growing hotel industry. They also hope to train women to open daycare facilities near marketplaces where mothers come to sell their produce.

YAI is dedicated to reclaiming and maintaining traditional culture lost during times of war. In Liberia, they offer a training program to produce traditional fabric and the catering training includes traditional Liberian recipes.

YAI is a perfect example of KIN Global's mission of supporting prosperous, culturally diverse and sustainable societies around the world.

Kellogg Venture Community – Turning Innovators into Entrepreneurs

The KIN is based on a belief that entrepreneurship is an important key to economic prosperity, which is why the KIN is happy to partner with organizations like the Kellogg Venture Community (KVC), an organization dedicated to “turning innovators into entrepreneurs.”

The KVC offers a network of support for Kellogg entrepreneurs who want to get great ideas to market. KVC Business Concept Review meetings provide a platform for entrepreneurs to pitch new business ideas to a room of experienced Kellogg alumni, professors and students. The KVC then builds a core team of supporters/coaches for each start-up based upon specific needs and challenges identified.

“We created KVC to build actionable, long-term partnerships. This is what differentiates us,” says Patrick Smith, Co-Chair of the KVC Strategic Partnerships Committee.

Some entrepreneurs need coaching on presentation skills, others need subject matter expertise, or connections or funding. KVC connects the dots for them. In some areas where the challenge is too big for one company, the KVC will help form a coalition.
Given increasing global issues such as poverty, disease and environmental degradation, KVC puts a special focus on entrepreneurs who are working on answers to these seemingly intractable problems.

“Creating thriving economies is a social mission in and of itself, however, many of our entrepreneurs are specifically working to solve environmental and social issues. These issues are a signal that unmet customer needs exist and indicate the potential for brand new markets to develop,” explains Kenneth Jones, Executive Director and Co-Chair of the KVC.

Currently, the KVC is providing business strategy and support to mission-driven companies such as Savannah Health, Inc., creator of a systemic approach to addressing the root causes of diabetes in India; FireBlocks, a producer of eco-friendly firewood; and GreenChoice, the Midwest’s first green community bank.

KVC’s goal is to provide relevant teams and relevant services that enable entrepreneurs to build successful businesses that meet the growing needs of the world.

Health is Wealth - The World Health Imaging Alliance (WHIA)

The World Health Imaging Alliance (WHIA) is a non-profit organization that is working to improve the health status and quality of health care received by people in resource poor areas worldwide. The organization has a goal to facilitate the deployment of 20,000 digital medical imaging solutions around the world, providing 1 billion people with better diagnostic care. “Global prosperity starts with health. A person’s health status plays a significant role in their quality of life and their ability to earn a living,” notes Ivy Walker (Kellogg ’98), CEO of WHIA. “Medical imaging is an important part of primary health care. Doctors need it in order to accurately diagnose and treat many kinds of medical conditions including trauma, respiratory ailments and cancer.”

According to the World Health Organization (WHO), 4 billion people lack access to basic x-ray services. WHIA is on a path to change this. The organization is leading a public/private partnership that offers complete, low-cost, sustainable digital imaging solutions to low-resource communities around the world.
The digital imaging system offered by WHIA is based upon the World Health Imaging Standards for Radiology (WHIS-RAD) which was developed by the WHO with the conditions of resource poor communities in mind. The WHIA system is low-cost AND sustainable. Because the system is digital, it does not require film or chemicals which are often an expensive upkeep requirement that is difficult for resource poor sites to maintain. It can be powered by a battery or backup generator, an important characteristic for sites that experience frequent power outages. It is simple to use and the digital nature of the system allows for the x-rays to be sent to specialists around the world.

Another key to sustainability: WHIA’s complete system of services including site assessment for all candidate sites, fundraising assistance for the purchase of the equipment and ongoing services, support and maintenance.

The World Health Imaging Alliance was born at Northwestern University, based upon a study done by biomedical engineering students. The study found that a digital solution would improve healthcare if supported by a sustainable business model.

WHIA is currently conducting a pilot project in Guatemala with thirteen additional sites under assessment. Dozens of countries have expressed interest in starting their own pilot program.
(RED) which engages business and consumer power in an effort to help eliminate AIDS in Africa, has joined the KIN as a Vision Partner for KIN Global 2009. (RED) was a featured participant in the KIN’s international summit on “Building Global Prosperity: Innovation and Action” at the Kellogg School of Management. During the summit, the KIN and (RED) announced a program of collaborative activities that will include MBA student internships at (RED) in 2010. The partnership also connects (RED) into the powerful network of changemakers who make up the KIN.
(RED)’s primary objective is to engage the private sector in raising awareness and funds for the Global Fund, to help eliminate AIDS in Africa. Companies whose products take on the (PRODUCT) RED mark contribute a significant percentage of the sales or portion of the profits from that product to the Global Fund to finance AIDS programs in Africa, with an emphasis on the health of women and children. Current partners are: American Express (U.K. only), Apple, Converse, Gap, Emporio Armani, Hallmark, Dell, Windows and Starbucks. Since its launch in the Spring of 2006, more than $130 million has been generated by (RED) for the Global Fund.
McCormick Tribune Professor of Technology at Kellogg and co-founder of KIN, Mohanbir Sawhney, co-authored The Global Brain to to explore opening the aperture of channels for innovation. Drawing on the experiences of the world’s most successful innovators, the book provides a roadmap for how to chart the best approach to tap into this new distributed model of innovation – the global brain.
The book outlines roles companies can play in innovation networks, the specific capabilities companies must create and the framework that needs to be fostered internally to harness and embrace open collaboration for innovation. The book provides practical guidance on every facet of network-centric innovation, from identifying opportunities to implementing metrics, from enhancing operations to overcoming “not invented here” cultures.

Growing Prosperity, One Acre at a Time

Andrew Youn uses market forces to pull people out of poverty. Originally supported by the Kellogg School's Larry and Carol Levy Institute for Entrepreneurial Practice, Andrew started the One Acre Fund, an organization that gives Kenyan farmers the tools, training and access to markets that allow them to earn a living from their small plots of land. These ‘market bundles’ close the loop for farmers, providing support and collective buying and selling power for farmers at each junction from planting to selling their crops. Andrew employs business principles at every level of his operation, including rigorous baseline and success metrics. He isn’t interested in just increasing crop yield, he wants to make sure his model is making a difference in improving child nutrition and health – that is why one of his success metrics is child height. The One Acre Fund operates transparently, providing timely progress updates via a twice-yearly census of all OAF members.
The best part of his model is that in addition to providing a lasting solution to poverty, it’s also scalable and the One Acre Fund is planning on rolling out the model to other areas of East Africa. Andrew is reinventing sustainable development, recognizing that active participation is more effective than handouts, localization is key to creating lasting change and business principles can be effective even for the poorest of the poor.

Stat Box:

One in six of rural Kenyan children dies before age five, and 40% are physically stunted from severe hunger – One Acre Fund Study Hunger is the number one killer of African children – World Health Report 2002 Hunger plays a 78% contributing factor to diarrheal disease, 65% to lower respiratory infection, 82% to malaria, and 50% to measles – 2004 World Food Security Report, Food and Agriculture Organization
With a concrete vision for a better future, author Judy Estrin takes us on a trip through what it will take to save our economy, redeem our business schools and build a healthy eco-system for innovation.

Interview with Judy:

Question:

Let’s start at the top. What advice would you give to our new president elect?

Question:

What is the role of business schools?

Question:

What is the connection between Research, Development and Application?

Answer:

1. Balance focus on short-term crisis management with longer-term fundamental issues.
Look at the economy. There is a whole set of fires we need to put out so we don’t fall deeper into a hole. However, we must keep in mind things that need to be done for the long-term health of the economy. We need to lay the groundwork for improved healthcare, energy independence and climate change. Above all, we need to make commitments to behavioral changes that will prevent future crisis.

2. Be careful how you measure success – measure progress instead of quick fixes
Everyone is so fixed on the notion of what happens in the first 100 days. When it comes to these longer-term problems, we can’t expect results in the first 100 days. If we do, we will end up with compromises. Like any disruptive innovation, we should expect to see the right talent put in place, the right needs and questions framed correctly AND those needs and questions prioritized correctly. It will take longer to come up with the actual answers. If we put too much pressure on expecting results, we’ll wind up back in the short term with incremental innovation instead of the real change that we need for the long term.

3. Reignite innovation in science and technology.
Innovation is the key to long-term economic growth. It is incumbent upon government to provide a vision and inspire the nation using increased investment in research, better policies supportive of innovation and improved education policies to encourage the next generation of innovators and leaders.

We must also restate a commitment to science and evidence-based decision making and critical thinking into the process of government that has completely disappeared over the last eight years. This includes naming a science advisor sooner rather than later, raising the Office of Science and Technology Policy to a level where it has influence and supporting the President’s Council of Advisors on Science and Technology (PCAST).

4. Rethink the paradigm of government, business, academic and non-profit collaboration
Historically built around large companies lobbying government. We want to get away from that, but be careful that government has the resources to be educated and informed. We need to find a way to include the voice of small business, entrepreneurs, non-profits, and two-way collaboration based upon the interest of the whole.

Answer:

1. Become a translator between groups
Collaboration is impossible when entities don’t even use the same language. My friend, Ellen Levy, posed a unique ROI model while she was Director of Media X at Stanford. As we know, it’s all about ROI, but ROI can mean different things to each group. When you map a problem onto each group’s ROI, that’s when you get magical collaboration.

Business schools can play a role by teaching a class in collaboration across the spectrum so that future leaders develop an understanding and empathy for non-corporate entities such as government and non-profit.

2. Conduct collaboration research
Research the changing dynamics of collaboration. How does the internet influence collaboration? What are the new trends and forms? What is the value of open collaboration? What works and what doesn’t?

3. Act as an independent convening entity
Universities have the unique ability to become an independent platform for collaboration. They can become a safe haven to bring differing groups together on neutral ground to share ideas and work toward a more systemic ROI.

4. Stop contributing to the problem
Business schools have contributed to short sightedness by churning out students to meet the quarterly return demands of the marketplace. Business schools need to teach students how to balance short-term gain with long-term value creation.

Answer:



Innovation is not a line—it’s a circle. Sometimes it’s something in the application space that triggers something in research. Perhaps users drive development to build a product that does a better job.

It’s a biological eco-system, nutrients are passed amongst communities of the innovation eco-system, nutrients are needs and questions. This sharing between research, development and application provokes the right type of collaboration.
Innovation can come from unexpected places. In this case, a group of high school students from the Illinois Mathematics and Science Academy (IMSA) have won a 2008-2009 Lemelson-MIT InvenTeam grant to develop a low-cost water filtration system for use in poor countries. The InvenTeam initiative is designed to excite high school students about invention, empower students to problem solve, and encourage an inventive culture in schools and communities. Each InvenTeam receives up to $10,000; the IMSA team was awarded $7,670.00 towards their project.
IMSA’s successful proposal is a low-cost, durable water filtration system that will meet the needs of families with minimal or no external power at a targeted annual cost of $20.00 or less. Manny Hernandez, associate professor in the School of Art at Northern University, designed the filtration system’s initial ceramic mold which the students will use for further testing and development of their prototype.

This is just the sort of real-world learning project Stephanie Pace Marshall, Founding President and President Emerita, envisioned when she launched the IMSA over two decades ago. IMSA’s mission is to ignite and nurture ethical and creative scientific minds to advance the human condition. IMSA provides a unique educational landscape that allows students to learn how to be innovators and change-makers by finding solutions to current problems.

IMSA is an internationally recognized leader in developing the methodology for problem-based learning, or PBL. “PBL is a framework where students are learning critical and creative thinking, complex problem-solving collaboration across networks, entrepreneurship and how to analyze data and communicate it,” says Marshall. “It’s a model to build the intellectual and creative capacity we need to address current and future global issues.”
This need was reinforced on a recent trip to Africa. Marshall was in Kenya over the summer visiting a girls’ boarding school built by Free the Children, a non-profit with the unique mission of empowering children to become change agents for children in the developing world. Marshall became connected to Free the Children through her participation in the Clinton Global Initiative conference.

During her visit, Marshall saw that the girls were unable to attend school because the nearest clean water source was a river nearly two miles away. Making this trip three times a day made attending school impossible.

“You can build a school, but unless you connect to the community and provide safe water, micro-financing, and other necessities, you don’t change anything,” says Marshall. “It’s all connected.”

The Lemelson-MIT InvenTeam grant will help the students create an affordable water filtration system and immerse themselves in a powerful project that just might develop a new technology that can be used by communities like the one in Kenya.

Photo:
IMSA student Frederick Damen (left) meets with faculty member Dr. Mark Carlson, Dr. Stephanie Pace Marshall, and students Alexander Drummond, Sharada Dharmasankar and Melissa Tao to discuss their InvenTeam project, a low-cost, durable water filtration system for use in developing countries.


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