Cover
Title Page
About the Authors
I: Framing the Issues
1. 1 Introduction: Go Big or Go Home
  1. The Rise (and Often Fall) of the Entrepreneurial Social Enterprise
  2. Who We Are
  3. Big Ambitions
  4. Smashing the Sophomore Slump
  5. We Do It Because We Love It!
  6. Note
2. 2 Vision and Execution: Framing the Issues
  1. Negotiating Urgent and Important Issues in Social Endeavors
  2. The Nonprofit Two-Step (Cha-cha-cha?)
  3. The Three-Legged Stool Supporting a Theory of Change
  4. From Start-Up to Maturity, and Everything Between
  5. Notes
3. 3 Communications: Telling the Story
  1. Planning Your Communications
  2. Start-Up Stage: Building the Personality of Your Brand
  3. Transition Phase: Widening the Circle
  4. Mature Phase: Amplifying the Message
  5. Key Takeaways
II: What We Do
1. 4 Programs: A Theory (of Change) Is Just a Theory Until It Is Turned into Action
  1. Starting Off Right
  2. The Right Issues
  3. Evolving Our Program Approach
  4. The Right Content
  5. The Right Approach at the Right Time
  6. Key Takeaways
  7. Notes
2. 5 Research, Monitoring, and Evaluation: What Gets Measured, Gets Done
  1. Creating a Culture of Data Collection and Use
  2. Incentives and Disincentives for Creating a Culture of Data Collection and Learning
  3. Research, Monitoring, and Evaluation at Room to Read
  4. RM&E at Different Phases of Organizational Development
  5. Program Implementation Monitoring: Identifying Problems and Clues for Resolving Them
  6. Next Steps
  7. Key Takeaways
  8. Notes
III: How We Do It
1. 6 Administration, Finance, and International Operations
  1. A Tale of Two Libraries
  2. Overall Approach to Program Implementation
  3. Strengthening the Implementation Chain
  4. The Three Phases of Program Implementation
  5. External Technical Assistance
  6. The Pendulum Swingeth
  7. Key Takeaways
2. 7 People Management: Changing the World Is a Team Sport
  1. What Is Really Core in Your Core Values
  2. Leadership in the Social Enterprise
  3. Attracting Top Talent
  4. Retaining and Scaling Top Talent as You Grow
  5. Founder’s Syndrome
  6. Key Takeaways
3. 8 Fundraising: Defining and Selling the Value Proposition
  1. Fundraising Is Not a Dirty Business
  2. Phase I Fundraising Best Practices: The Lean Start-Up Years (Approximately $0–$3 Million)
  3. Phase II Fundraising Best Practices: Rapid Growth Years ($3 Million–$30 Million)
  4. Phase III Fundraising Best Practices: Maturing and Stabilizing Years ($30 Million–$100+ Million)
  5. Key Takeaways
IV: Scaling for Global Change
1. 9 Strategic Influence: Growing Our Impact
  1. Scale and Influence: Defining the End Game
  2. The Unique Role of ESEs in Scaling Social Change
  3. Expanding Room to Read’s Role as an Influencer
  4. Influencing Governments
  5. Networks of Influence
  6. Key Takeaways
  7. Note
2. 10 Government Funding: Damned If You Do, Damned If You Don’t
  1. The Triangular Partnership
  2. To Take Government Funding or Not to Take Government Funding—The Ongoing Question
  3. The Challenge of Big Box Development
  4. Limited but Strategic Participation in Government-Funded Projects
  5. A Slippery Slope
  6. A Complex Innovation
  7. Having Our Cake and Eating It, Too
  8. Early Impressions
  9. Who Owns It?
  10. Key Takeaways
  11. Note
3. 11 Strategic Planning: Wrapping It All Up
  1. Strategic Planning: Bringing It All Together
  2. Conclusion: Wrapping It All Up
Index
End User License Agreement

List of Illustrations

Chapter 2
1. Figure 2.1 The Three-Legged Stool.
2. Figure 2.2 Logic Model of the Programmatic Approach to the Girls’ Education Program.
3. Figure 2.3 Overlapping Phases of Organizational Development.
Chapter 3
1. Figure 3.1 Room to Read Message Map.
2. Figure 3.2 Proof Points.
Chapter 4
1. Figure 4.1 Room to Read’s Theory of Change.
2. Figure 4.2 Evolving Program Approach to Girls’ Education.
3. Figure 4.3 Evolving Programmatic Approach to Literacy.
4. Figure 4.4 Stages of Room to Read Programming.
Chapter 5
1. Figure 5.1 Room to Read Workflow Diagram.
2. Figure 5.2 Infographic Illustrating Lessons Learned from Monitoring and Evaluation.
Chapter 6
1. Figure 6.1 Example Staffing Structure for the Room to Read Global Office and a Country Office.
2. Figure 6.2 Room to Read’s Implementation and Feedback Chain.
3. Figure 6.3 Level of Influence of Room to Read Implementation.
4. Figure 6.4 Wave of Centralization and Decentralization in Room to Read’s Overall Program Implementation.
Chapter 9
1. Figure 9.1 Program Alignment and Likelihood of Adoption.
2. Figure 9.2 Increasing the Likelihood of Adoption.
3. Figure 9.3 Government Adoption Tool.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Names: Ganju, Erin, 1969– author. | Heyman, Cory, 1969– author.

Title: Scaling global change : a social entrepreneur’s guide to surviving the start-up phase and driving impact / by Erin Ganju, Cory Heyman, Ph.D.

Subjects: LCSH: New business enterprises. | Social entrepreneurship.

Classification: LCC HD62.5 (ebook) | LCC HD62.5 .G364 2018 (print) | DDC 658.1/1—dc23

LC record available at https://lccn.loc.gov/2017058572

Cover Design: Wiley

About the Authors

Photo of Erin Ganju. — Photo credit: Sergio Villareal.

Erin Ganju is the cofounder and a member of Room to Read’s Emeritus Board, an organization that believes World Change Starts with Educated Children.^® She is a Managing Director at Echidna Giving, a fund that invests in girls’ education in lower-income countries. She was CEO of Room to Read from 2009 to 2017 and, from the early start-up days of Room to Read, has been instrumental in the design and implementation of the organization’s scalable, replicable model for improving the quality of education around the world. As CEO and prior to that as COO, she oversaw Room to Read’s global operations across 14 countries; a technical assistance unit called Room to Read Accelerator; fundraising teams in North America, Europe, Australia, and the Asia Pacific region; and a worldwide staff of more than 1,500 employees.

Under her leadership, Room to Read was recognized with prestigious awards, including the U.S. Library of Congress Literacy Award (David M. Rubenstein Prize), the UNESCO 2011 Confucius Prize for Literacy, and the Skoll Award for Social Entrepreneurship. In addition, Erin has been selected as one of the World Economic Forum’s Schwab Foundation Social Entrepreneurs (2014); recognized as a Global Impact Featured Member for 2017 by the Young Presidents’ Organization; and honored with the Women’s Bond Club Isabel Benham Award (2014). Erin was named one of Fast Company’s Extraordinary Women (2012) and is a contributor to Fortune’s Most Powerful Women Insider Network.

Before founding Room to Read, Erin worked at Unilever; Goldman, Sachs & Co.; as well as a couple of technology start-ups. She has spent extensive time working and living in Asia, where she saw firsthand the need to enhance countries’ educational systems. Erin holds a bachelor’s degree from Johns Hopkins University and a master’s degree in international relations from the School of Advanced International Studies in Washington, D.C.

Dr. Cory Heyman is chief innovation officer and executive director, Room to Read Accelerator of Room to Read. Cory oversees Room to Read’s external technical assistance projects, and visioning for the longer-term programmatic growth and strategic positioning of the organization as a whole. Previously Cory served as Room to Read’s chief program officer as well as a member of Room to Read’s global advisory board.

Cory is also a franchisee of CoreLife Eatery restaurants, an expanding restaurant concept that provides healthy, great-tasting food as part of a healthy life. His first restaurant is scheduled to open in May 2018.

Having worked at the nexus of public, private, and nonprofit sectors, Cory has managed large-scale educational projects in the United States, Latin America, Eastern Europe, the Middle East, South Asia, and southern Africa for more than

Photo of Cory Heyman. — Photo credit: Sergio Villareal.

25 years. He has served as a professional staff member in the United States Senate; executive director of the Potomac Regional Education Partnership; principal research scientist at the American Institutes for Research; and vice president at the Academy for Educational Development.

A specialist in applied quantitative and qualitative research methods, Cory has worked to increase access to quality educational opportunities for underserved children in lower-income countries. Cory is the author of more than 20 academic and professional publications. He has presented at forums such as the Skoll Foundation for Entrepreneurship, World Bank, Brookings Institution, U.S. Peace Corps, U.S. Agency for International Development, the White House, and the British House of Commons. Cory received a BA in political economy and an MPP in public policy from the University of California, Berkeley, and has a PhD in sociology from Johns Hopkins University.

SCALING GLOBAL CHANGE

About the Authors

I
Framing the Issues