Social intelligence and intrapraneurship

“Insurgents accomplish their goals by identifying like-minded allies in key functional positions and persuading them that it is in their own interest to take action by demonstrating the value in sustainability,” says Unruh.

The key ingredient is “social intelligence.” Social intelligence involves the embedding of social and environmental responsibility into every level of decision-making. And it can be a valuable corporate asset. For example, “knowledge of the Millennial Generation’s greater expectations about social responsibility can be key in attracting, motivating and retaining the next generation of employees. Understanding activist and shareholder demands for transparency in political contributions can avoid damaging revelations about your company’s lobbying policies.”

What a great articulation of the value of social intrapraneurship.

The proposition that I’m least convinced of in this article is the idea that “once line managers know the personal and business value” then change and implementation will happen quickly. The questions for me are:

  • How much value needs to be demonstrated? 20% more? 10%? Measured in what way?
  • What leading indicators of line manager capacity and interest are there to understand when execution will happen, and when it will get stalled/hung-up?
  • What if the new business practice is an innovation that the line manager either will mess up in the implementation (i.e. not achieve social or business value) or not be able to get started because it requires skills or ways of thinking outside of his/her capabilities?

Also, if you’re interested in this stuff, check out EWB’s intrapraneurship fellowship:

Dealiest animal in the world? The Mosquito!

The Deadliest Animal in the World … the Mosquito!

What makes mosquitoes so dangerous? Despite their innocuous-sounding name—Spanish for “little fly”—they carry devastating diseases. The worst is malaria, which kills more than 600,000 people every year; another 200 million cases incapacitate people for days at a time. It threatens half of the world’s population and causes billions of dollars in lost productivity annually. Other mosquito-borne diseases include dengue fever, yellow fever, and encephalitis.

Which is more corrupt?

Transparency International. If you’d asked me yesterday about this organization and their annual corruption index, I would have gushed. Sunlight is the best disinfectant I would have replied, or some similar aphorism.

But I was challenged to think differently by this article, to examine more closely how the mechanism of exposing theft and what we call corruption in poor countries reinforces an unhelpful and unjust paradigm of under-emphasizing rich countries and their power as a major part of the problem.

Are there real best buys in global health?

This article makes the case very strongly that it isn’t specific interventions that are key in driving global health outcomes, but building the strength of global health systems.

What are the best buys in global health? While many may automatically think of key interventions that are both cost effective and save lives, the best buy in global health overall turns out to be health systems strengthening.

“What we found particularly interesting is the acknowledgement that more than new technologies, it’s service delivery innovation that’s the provides the greatest bang for your buck.”

Our work with Engineers Without Borders in adaptive public services suggests this is the case across all public service provision.

Bednets, spraying and Malaria

This quote is particularly striking:

“With bed nets, all you do is distribute them,” says Segbaya. “With indoor residual spraying you have to hire people, train them in managing the pump, mixing insecticide, handling people’s property, all of which require more skill.”

Another factor is the cost – a net to protect one or two people costs £2-3. “Currently it costs around $400,000 (£238,000) to spray one district, which is maybe $10-15 (£6-9) per person. This is almost three times the cost of providing bed nets.”

Translation: It is easier and cost less. But it’s also less effective.

What’s disturbing is that this article insinuates that public sector spending must be augmented by private sector spending in order to afford the most effective Malaria control. I’m not sure how one can come to that conclusion, especially if you look at the net present cost including future health care costs and lost economic activity. And this doesn’t even begin to include the moral issue associated with human suffering from being infected with Malaria, which is totally preventable.

The journal article below covers how using both bednets and indoor spraying together gets massive reductions.

Conclusion: At ~$15/per person, and 700 million people, we could basically get rid of Malaria in Sub-Saharan Africa for $10 billion. To put that in perspective, that’s only about 55% of what US consumers spent on pet food in 2011.


Africa Top 10 Problems: Not the ones you were thinking about!

Africa is not poor. Africa is a rich continent inhabited by poor people. Once we fix the people problem, everything else will fall into place.

How would you develop any country when the dream of  the majority  of its youth and elite is not entrepreneurship, innovation, education and self-sufficiency, but the dream to have a job with a humanitarian organization or to get their project financed by some International aid Agency or proxy.

This article is brash and bold, filled with a lot of truths though not a lot of nuance.

It definitely pushes one to think hard about perceptions and systemic issues in Africa, and how those are really global issues that all of us (in ‘Western’ countries and in African countries) have contributed to.

(Thanks to @PeterAwin for the link.)

Foreign workers skew the market

I hadn’t really been following the issue of temporary foreign workers. But this article is a must read and helped me see this issue for what it is. This is about rights, power, and the fundamentals of our economy and employment market.

My hope is that the public and media reaction to this starts to move beyond the superficial outrage and inspires a debate about how we want our society structured.

DonorsChoose Data

I’m still unsure if I think the work of is great for the educational system, or papering over the more fundamental problem of under-funded public schools.

But I am convinced that their open data site is simply cool!

It’s also a great demonstration of what you can do with scale. We’ve had similar ideas at, but we just don’t have the staff or volunteer capacity to put this kind of product out there.

Delta Force Leadership Lessons

I wouldn’t have bought this book myself (besides a few great leadership books, I’m not a big fan of the genre), but a friend sent me a copy, and so I skimmed it for some useful insights:

1) Context: Practice building a “Pause” button for your emotions/reactions in order to take time to build context.

2) Imagine: Take the time, even in pressure-packed or with serious problems, to humour your imagination (even ridiculous ideas) as lateral thinking can help solve very tough problems.

3) Audacity: Once you’ve developed an understanding of the problem or situation you are facing, be “all-in” with your actions.

4) Listen to the field: People who are closest to the action have the best information on what’s actually going on, in any situation. We need to design ways to listen to these individuals, and empower them to make decisions.

5) Mission, Men, Me: The title of the book is basically the last lesson, and an order of operations of sort of decision-making. First comes ‘Mission’ — focus on what you’re setting out to accomplish. Second is ‘Men’ — take care of your team, their health, their performance. Last, and only if the other two are secured, is ‘Me’ — focusing on your own interests.

Parts of the book are an engaging read and illuminating about special forces and their sub-culture of excellence within the broader military culture.