23个社会创新妙点子

信息来源：http://www.businessweek.com/


Education

Academic Earth

academicearth.org

Richard Ludlow, 23
New York City

We first profiled Richard Ludlow last fall, when he was a finalist in our annual roundup of young entrepreneurs with big potential. At the time, Ludlow had turned down a job offer from McKinsey and deferred Harvard Business School in order to start angel investor-backed Academic Earth, a site with videos of university lectures and other educational content. Ludlow's mission hasn't changed: expand access to high quality education for free online and eventually make the for-profit operation sustainable through ad sales and affiliate marketing. The site, which is still pre-revenue, now features lectures from Berkeley, Harvard, MIT, Princeton, Stanford, and Yale. Ludlow and his two full-time employees and handful of part-timers and contractors are working on tools that will allow users to post questions and answers, browse video transcripts, and search within the videos themselves for specific clips. The Yale grad says he deferred Harvard again and is in talks with more schools about including their videos on the site, which he says had more than 200,000 unique visitors in February.

Lumni

lumninet.com

Felipe Vergara, 40
Miami

After earning his MBA from the University of Pennsylvania's Wharton School in 1999, Felipe Vergara took the traditional path and joined consulting firm McKinsey in New York as an associate consultant, working on strategy projects in the U.S. and Paris. But before long the Colombia native wanted to do something more entrepreneurial. Struck by the number of bright kids in Colombia who couldn't afford to attend college, he decided to shift gears. In 2002 Vergara co-founded Lumni, a new investment system that uses private capital to fund higher education. Lumni creates funds by raising money from groups like the Inter-American Development Bank, foundations, universities, and wealthy donors to help students in Mexico, Colombia, Chile, and the U.S. pay for college. Lumni earns revenue from fees based on creating and managing those funds. After graduating, students pay a fixed percentage of their income (never more than 15%) back to the organization for a set period of time. To date, 75 students who received assistance from the program have graduated from college. This year Vergara, who was named as an Ashoka Global Fellow in 2006, expects Lumni's funds to reach $8 million, allowing it to finance 1,000 students.

Heatspring Learning Institute

heatspring.com

Brian Hayden, 30, and Duncan Miller, 29
Cambridge, Mass.

Concerned about global warming and U.S. dependence on foreign oil, Babson grads Brian Hayden and Duncan Miller founded the Heatspring Learning Institute in 2007 to train general contractors, engineers, architects, and other building professionals in the U.S. in how to design and install geothermal heating and cooling systems. The technology, which has existed for more than 50 years but is only now gaining popularity, works by pumping water through underground wells, where the stable temperature can heat buildings in cold weather and cool them in hot weather. Geothermal systems, which replace oil or gas furnaces in homes and commercial buildings, can cut energy bills by 30% to 70% and reduce carbon emissions from burning fuel, according to Hayden. So far, over 1,600 people have participated in the four-employee company's courses, which range from $300 online training to $1,500 three-day boot camps. The firm now offers training to building professionals in solar panel installation as well. Heatspring had sales of over $1 million in 2008, a figure Hayden expects to double this year.

Environmental

BigBelly Solar

bigbellysolar.com
Jim Poss, 36
Needham, Mass.

Jim Poss is cleaning up by cleaning up. His $4 million company's flagship product, a solar-powered trash compactor that holds around five times as much trash as a traditional trash can, is catching on with municipalities looking to slash budgets. (So far, Poss says he's sold over 2,000 of them in 30 states and 17 countries. The units, which are manufactured in New England, aren't cheap: They cost $3,100 to $3,900 a pop or lease for $70 to $90 a month, depending on purchase volume. But Poss says they typically pay for themselves within two to four years because fewer collections are needed, reducing money spent on man hours, fuel, and garbage trucks. Poss thinks the time is right to expand his 23-employee company, which has secured $5 million in angel investment since it launched in 2003: "Our product fits into the goals of the stimulus packageand it makes government smaller," he says.

Cyber-Rain

cyber-rain.com

Diana Schulz, CEO, 44, and Reza Pourzia, founder, 58
Westlake Village, Calif.

Frustrated from years spent driving through his California neighborhood watching lawn sprinklers automatically click on, even as it was raining outside, Reza Pourzia, an engineer by training, decided to do something about it. In 2005, he quit his consulting job at car ratings site Edmunds.com, and launched Cyber-Rain. The company's Cyber-Rain XCI System uses a wireless connection to check the weather on the Internet, and controls the sprinklers accordingly. It's a win-win: By preventing water waste, it also protects the environment by reducing runoff, saving consumers unnecessary water expenses. Although a unit costs $399, it should pay for itself in seven months as a result of water savings, says Diana Schulz, chief executive of the firm. The six-employee company sells primarily to landscape contractors, but is also selling directly to consumers through Amazon and other retailers. That's no drop in the bucket. Smart controllers could help save 24 billion gallons of water a year, says Schulz. The $4 million company just started selling its product last year, but in the past few months has helped save 9 million gallons of water in California alone.

Ice Stone

icestone.biz
Miranda Magagnini, 48, Peter Strugatz, 53
Brooklyn, N.Y.

After years of investing in companies with social missions such as Zipcar and Stonyfield Farms, Strugatz and Magagnini wanted to go into business for themselves. Strugatz had run his family sculpture reproduction company, and Magagnini had run her own marketing firm after getting an MBA at Harvard. The pair had met through Investors' Circle and Social Venture Network in 1995. In 2003, while scoping the Brooklyn Navy Yard for business opportunities, they noticed an eviction notice on the door of a glass recycling company that was $5 million in debt and was being auctioned off. Strugatz and Magagnini snapped it up with the goal of creating recycled residential and commercial surface materials by removing waste from the production stream, and doing so in an energy efficient and nonpolluting way. Ice Stone is realizing its goals. Its current line of counter tops, flooring, back splashes, and interior wall finishes are fashioned from recycled glass and concrete using technology developed by Tim McCarthy. Fifty percent of the company's energy comes from wind power, and it recycles 85% of the water used in production, saving nearly five million gallons annually. The company has 60 employees, 40% of whom are Tibetan refugees, and about $12 million in annual revenues. Last year, Magagnini says the company eliminated 4.5 million pounds of waste material that would have gone straight to landfill.

Restore Products

Restoreproducts.com
Laurie Brown, 55
Minneapolis, Minn.

For eight years until 1998, Brown, a former mental-health lobbyist, owned and operated Restore the Earth, an "environmentally aware" retailer in Minneapolis, selling water purifiers, organic cotton clothing, and non-toxic paints. She had hoped to franchise the business but when big corporations started selling similar green items, commoditizing them, she switched gears. Instead Brown recycled two of her in-store concepts. The first: a brand of natural Restore cleaning products. The second is the Restore Refilling station: a patented in-store kiosk that allows consumers to bring back empty product bottles and refill them. A machine reads a bar code, mixes the product, refills the bottle, and prints out a discount coupon. The kiosk system helps to reduce costs for manufacturers, retailers, and consumers while keeping plastic out of landfills and reducing water consumption. In 2002, Brown deployed kiosks in six stores. Today there are machines in 22 stores (including Whole Foods in eight states. Last year revenue was just under $1 million. Currently negotiating with several European grocers as well as a large American company for a possible licensing deal, Brown expects revenue to reach $5 million this year.

Sustainability

CleanFish

www.cleanfish.com

Tim O'Shea, 59, and Dale Sims, 61
San Francisco, Calif.

Cleanfish co-founder and CEO Tim O'Shea likens large-scale commercial fishing to "Hoovering up ecosystems." Formed in 2004, the company connects small-scale fish suppliers with distributors to get sustainable seafood to restaurant kitchens and supermarkets, in an effort build a market for sustainable aquaculture and wild fishing that doesn't damage the environment. To do that, O'Shea has four full-time "cleanfish evangelists" among his 30-strong staff, separate from his sales force, who work to educate chefs and consumers about how they source their fish. The company's suppliers—24 artisan fish producers they call the CleanFish Alliance—have already been able to expand because CleanFish increased the market for their seafood. The company's revenue has been doubling each year for three years, and CleanFish expects to top $20 million in 2009.

D.Light Design

dlightdesign.com

Sam Goldman, 29, and Ned Tozun, 29
San Francisco, New Delhi, and Shenzhen, China

Goldman and Tozun first met in 2005 while MBA students at Stanford University's Institute of Design, where they worked together on projects during a semester-long class called Designing for Extreme Affordability. Goldman had spent four years as a Peace Corps volunteer in Benin, where he experienced the problems of living without electricity and relying on dangerous kerosene lamps. As a result of that experience, the two decided to focus on an affordable, scalable light solution. They turned their class assignment into a solar-powered LED lamp prototype, and in 2006 decided to commercialize it, working around the clock to refine the lamp for rural households without access to electricity. By last October, the pair had raised nearly $6 million in venture funding. Today, D.Light's 50 employees manufacture and market to those living on $5 a day or less in Africa and Southwest Asia. Goldman says the lamps are making an impact in a test market in Orissa, India, where they are available via a payment plan. "Families making less than $12 a day crushing rocks were able to double their income, [Because they are now able to work on handicrafts] into the evening hours." Goldman adds that participants also saved money because they no longer needed to travel two days a month to buy kerosene. He says that so far all families have repaid their lamps that cost between $15 and $40 in full, and the company expects to earn at least $5 million in sales this year.

Stonyfield Farm

Stonyfield Farm
Gary Hirshberg, 54
Londonderry, N.H.

Call it the little yogurt company that could. Twenty six years ago, Hirshberg, then an environmental activist and aspiring entrepreneur, set out to demonstrate that business could be both profitable and sustainable. Last year, Stonyfield earned more than $300 million in sales and controlled about 7% of the total U.S. yogurt market. Now he plans to expand the business to be able to control 10%, and push the overall segment to 5% of all U.S. consumption in the future, up from 2.5% today. "My colleagues think I'm insane when I say this, but I couldn't be more excited about the new competition in organic foods and private labels," says founder Gary Hirshberg. "It means we've arrived." The company wants to go to the next level, says Hirshberg, creating sustainable packaging, such as edible cups, using 100% renewable energy in its facilities, and investing in a nutrition program that reduces cows' carbon footprint and makes more nutritious milk. Despite the economy, he hopes to increase revenues 15% this year. "I have spent the last two decades trying to prove that our business was commercially viable and competitive, and at the same time committed to the environment and sustainability," says Hirshberg. "Now, the most satisfying thing is the fact that I can reach people I never would have reached as a nonprofit incarnation."

Social

CraftNetwork

craftnetwork.com

Christopher Benz, 31
New York, N.Y. and Bali, Indonesia

Christopher Benz founded CraftNetwork in 2007 to connect artisan producers in the developing world with wholesale and retail customers in wealthy nations. By employing local artisans in marginalized communities under a unified brand, CraftNetwork helps them meet quality standards and respond to market demands, boosting their employment and sales. To date, the 26-employee company has exported goods from 1,355 artisans in 124 villages in three countries, and Benz hopes to continue to expand CraftNetwork's reach. The 26-employee firm brought in $419,000 in revenue in 2008, and Benz projects it will hit $672,000 this year.

Fair Trade Sports

fairtradesports.com

Scott James, 37
Bainbridge Island, Wash.

A Microsoft veteran, James calls his 10-person Fair Trade Sports "a blatant rip-off of Newman's Own," the successful food company that he modeled his company after, including its model to donate 100% of after-tax profits to charity. The $300,000 company started in the fall of 2006, as a maker of fair trade soccer balls for the North American market. The balls are made in Pakistan using the labor of several hundred people who are paid fair wages and belong to an adult union. The rubber used in the balls is sourced from manufacturers whose workers are also paid fair wages in India and Sri Lanka. James expects sales to hit at least $500,000 in 2009, and says so far his company has already helped hundreds of families earn a decent living. "If parents are paid a fair wage, they don't have to force their kids to go to work," he says. "Paying adults fair wages hits at the root of child poverty." Although fair trade sports is not yet profitable, to date the venture has donated $2,000 a year since its inception to two children's charities: the Boys & Girls Club of America and Room to Read, says James. He plans to donate all profits to those charities and other children's organizations.

Interrupcion Fair Trade

interrupcion.net

Rafael Goldberg, 28
Brooklyn, N.Y.

Goldberg was a college student at New York University in 2001 when he became involved in a social movement to encourage social responsibility in Argentina's private sector, following the collapse of the economy there. Today, Goldberg oversees the group's for-profit arm, called Social Enterprise, which helps growers collectives in Argentina by ensuring fair trade standards are upheld for the products they export to the U.S. and that sustainable methods are used in production. Interrupcion works with some 250 family-owned farms and 2,400 rural workers to make sure they are getting livable wages and access to health care and education. In order to do that, the company charges what it calls a "social premium" on every item it sells—products that include Patagonia cherries, organic olive oil, and wildflower honey. Interrupcion sells its products to supermarkets like the Food Emporium and Whole Foods among others. The three-employee company had about $2 million in revenues in 2008, and Goldberg says it raised $140,000 for health insurance, education, and other quality-of-life initiatives for farmers in its network. That money also went to support an emergency health fund. "This is a community where if one farmer gets sick, it can have catastrophic consequences," says Goldberg. "The whole family can go under." Goldberg says he expects the social premium he raises to double in 2009, and forecasts about $5 million in revenue in 2009

Social and Environmental

Green Coast Enterprises

greencoastenterprises.com

Will Bradshaw, 32, and Reuben Teague, 33
New Orleans, La.

Will Bradshaw had spent seven years working on a business plan for a company to build affordable, environmentally friendly housing when Hurricane Katrina hit New Orleans in August 2005. The MIT grad student went to work on the recovery that fall, and began to form his business idea around making buildings in hot coastal regions more energy-efficient and durable in storms by using steel frames instead of wood. In 2007, he launched Green Coast Enterprises with Reuben Teague, a law clerk who had moved to New Orleans a week before the storm. The real estate development firm has two missions: to prove their concept by building storm-resistant buildings, and to develop practices that can be adapted to make more resilient structures in similar regions around the world. So far they have 24 units completed at a cost of $7 million in New Orleans. That includes four condo units they developed and sold or leased themselves, and 20 homes built for the nonprofit Project Home Again to house residents who lost their homes in the storm. Green Coast Enterprises had $180,000 in revenue in 2008, and sales contracts for $290,000 so far this year, with $550,000 in assets they hope to move into sales and leases in 2009.

Healthcare

Impact Makers

impactmakers.org

Michael Pirron, 38
Richmond, Va.

The health-care management and consulting company has an unusual business model, even for socially conscious enterprises, where double- and triple-bottom lines are the norm: 100% of its profits goes to the free clinic systems in Virginia. "We are a for-profit company with no ownership," says CEO Pirron, who adds: "We maximize profits for the community." To earn revenue, nine-employee Impact Makers works with medical management companies and health plans to construct disease management programs, as well as to perform IT work, systems consulting, and program audits. One of its big social goals is to provide free medication through its primary nonprofit partner RXpartnership.org, which donates insulin, asthma, and heart medication, among other things, to clinics that give health care to the uninsured. In 2008, Impact donated $9,000, based on about $300,000 in revenue. In 2009, it forecasts about double the revenue, from which it hopes to donate close to $40,000. Impact also donates pro bono consulting work to its partner, equivalent to 10% of its total annual hours.

PharmaJet

Pharmajet.com

Kathy Callender, 67
Golden, Colo.

After 12 years in business, PharmaJet may finally be able to sell its first product: a simple, needle-free injection device with a disposable syringe designed for use in third-world countries that can help prevent injury and the spread of disease. The company just received clearance from the Food & Drug Administration to use the tool for vaccines and injectable medicines. The 25-person company has not recorded any revenues to date, but plans to start selling its devices this year. So far, it has been developing the product with help from angel investors. "I want to make a difference in global world health," says Callender, a 35-year veteran of the health-care industry. "Before starting the firm, my husband and I would do medical mission work in the developing world, and it really just showed us how much need there is out there. I want to get needles out of the garbage and prevent injury to workers and patients."

Economical

Microfinance International Corp.

www.mfi-corp.com

Atsumasa Tochisako, 55
Washington, D.C.

Atsumasa Tochisako saw the poverty in Latin America firsthand when he was stationed there for the Bank of Tokyo from 1979 to 1989 in a variety of positions. So in 2003 he decided to attack poverty with the tools he knew well: banking. Tochisako started Microfinance International as a way to pull poor Latin American immigrants, who send some $300 billion back to their native homes annually, into the world's financial system. MFI markets its remittance services, check cashing, microloans, and other services to people in the U.S., helping them build financial knowledge and a credit history. Right now MFI operates 10 microfinance service centers in the mid-Atlantic region with plans to expand into California and Texas. And Tochsako, who was named an Ashoka Global Fellow in 2007, is also pushing to serve immigrants from many regions in the world, including Africa. So far the 80-employee operation has served about 70,000 immigrants living in the U.S. Last year, the firm generated $9.7 million in sales from a variety of revenue streams, including licensing and processing fees charged to institutions that use the company's remittance system.

Peacemaking (Social)

Peaceworks Holdings

peaceworks.com
Daniel Lubetzky, 40
New York, N.Y.

Can joint business ventures end violence and fundamentalism in the Middle East and other hot spots around the world? Stanford Law School grad Daniel Lubetzky is proving they can. He hit on the idea for his "not-only-for-profit" business model while on a fellowship in Israel in 1993. A year later, he launched a joint venture between Israelis and Palestinians, a line of all-natural tapenades and spreads under the labels Moshe & Ali's and Meditalia. which we first wrote about last year. More recently, PeaceWorks introduced Bali Spice, a line of Asian sauces manufactured by women's cooperatives made up of Muslims, Christians, and Buddhists in Indonesia and Sri Lanka. "I try to create business and social models that work intrinsically well together where the business itself advances a social cause and vice versa," says Lubetzky. Four years ago, he also introduced Kind Fruit & Nut Bars, a for-profit venture. From the beginning, Lubetzky has plowed 5% of his profits from his companies into the Peaceworks Foundation to empower moderate Israeli and Palestinian voices who want to work toward a two-state solution in the Middle East. In 2008, Peaceworks Holdings had about $15 million in revenue and became a Skoll Foundation grantee. Next year, Lubetzky expects to bring in between $25 million and $30 million.

Technological

PhilanTech

www.philantech.com

Dahna Goldstein, 35
Washington, D.C.

Though time may equal money, most nonprofit organizations are short on both. Dahna Goldstein hopes to help solve this problem. Her four-employee company, PhilanTech, developed and sells an online grants management tool to help both nonprofit organization and foundations manage the onerous administrative work associated with funding, which uses up roughly 13% of all grant money, according to the Center for Effective Philanthropy. Goldstein's technology helps recapture a chunk of that annual $4 billion not being spent on services and programs. Her own company is rapidly capturing its own customers. It rang up about $100,000 in sales last year, and expects to hit $400,000 in 2009. But with a background in education technology and venture philanthropy, Goldstein initially planned to structure PhilanTech as a nonprofit. "I realized, though, that in order for it to be successful, it had to be self-sustaining. I didn't want to rely on outside funding," she says. "And I do believe in the power of business to solve social problemsand the responsibility it has to do so."

Innova Materials

innovamaterials.com

Alex Mittal, 24
Philadelphia, Pa.

While volunteering in Honduras, laying pipes to bring running water to villages, Mittal, then earning two degrees at the University of Pennsylvania—one from the engineering school and one from the business school—hit on the idea of purifying water to kill pathogens as the water traveled to the villages. "One of the biggest problems in the developing world is not just access to water but water quality," he says. Back at Wharton, Mittal and a group of fellow engineering students devised their thesis project around developing a low-cost water pipe that kills water-borne bacteria using off-the-shelf equipment. Mittal founded Innova Materials in 2007 to commercialize their antimicrobial technology in collaboration with Engineers Without Borders. That same year, he spun out Ion Armour. The six-employee (three full-time) company makes antimicrobial products for luxury automakers, the U.S. government, and high-tech firms. Five percent of the revenue generated from Ion Armour (including a special edition yoga mat introduced last year) is used to continue development on water purification technology. This year, the company expects $250,000 in revenue.

Social Venture Technology Group

svtgroup.net

Brett Galimidi, 35, and Sara Olsen, 37
San Francisco, Calif.

The strategic consulting firm advises profits and nonprofits alike on ways to achieve their environmental and social goals. To do so, it relies in part on software it created internally that measure how effective organizations' projects are. The software includes such things as a "social return on investment calculator," which helps companies measure the actual impact of the projects they want to do. But SVT also provides consulting services. It recently helped Humanity United, a foundation started by Pamela Omidyar, wife of eBay founder Pierre Omidyar, figure out what the social and environmental impact of building an eco-lodge in Rwanda would be. "We researched analogous regions and projects to understand how this might affect a community, similar geography and political climate," says Galimidi, who holds a master's in environmental management from Yale, and worked in Internet marketing and environmental sustainability. Olsen, a former Mississippi River Delta public school teacher and social worker holds an MBA from Berkeley. SVT's client list includes heavy-hitter companies and foundations, including the Goldman Sachs Foundation, the San Francisco-based law firm Morrison & Foerster, the Rockefeller Foundation, and Goodwill Industries. All told, the five-person company, which had revenues of $500,000 in 2008, estimates its services and software impact some $2 billion slated for environmental and social causes.

Food and Beverages

Revolution Foods

revfoods.com
Kirsten Tobey, 31 and Kristin Richmond (not pictured), 33
Oakland, Calif.

Tobey and Richmond met at the Haas School of Business at UC-Berkeley and hatched the idea of creating a venture that combined their backgrounds in education with their shared love of food. (Tobey is a former educator in the U.S., Mexico, and Ecuador, and a public health activist; Richmond is a former investment banker who co-founded one of the first special education schools in Kenya.) When the pair talked to teachers and principals, parents, and students in public schools across the Bay Area, they were told that the biggest need was better quality meals, and that nobody was doing anything about it. So the pair devised a concept to deliver nutritious and healthy lunches. After raising $500,000 in seed money from venture capital firm DBL Investors and partnering with executive chef Amy Klein, a former director of operations for Teach for America, and Whole Foods, they launched a pilot program at one Oakland school in the spring of 2006. By year's end, they were serving 10 schools. "We realized there was a huge demand and we needed to scale and grow faster," says Tobey. Within two years, Revolution Food went from serving 500 lunches a day to 5,000 in 30 Bay Area Schools. They raised two additional rounds of funding totaling $10 million from Catamount Ventures and the Westly Group. Currently, with 120 employees and two commercial kitchens, Revolution delivers more than 20,000 lunches to more than 100 schools in the Bay Area and Los Angeles, with plans to expand across the country. Two years ago, the pair launched a separate business: Revolution Foods, an organic line of food products sold online and at Whole Foods. Last year, the company earned $4 million in revenue for their fiscal year that ended in June and Tobey says they are on track to make $10 million this year

Fashion

TOMS Shoes

www.tomsshoes.com

Blake Mycoskie, 32
Venice, Calif.

A serial entrepreneur who once launched a college laundry service and competed on the CBS television show The Amazing Race, Mycoskie traveled to Argentina in January 2006 to learn how to play polo, practice tango, and do some community service work. While there, he was struck by the country's health and poverty problems and discovered that numerous children did not have proper footwear. Soon after, he came up with the idea to create a shoe for the U.S. market based on the traditional Argentine alpargataa slip-on—in lightweight fabrics and vibrant colors and prints. Five months later he launched TOMS with $300,000 of his own money. Available at such retailers as Bloomingdale's and Nordstrom's, IT sold 10,000 pairs during its first year in business. For every pair of TOMS sold, the company donates a pair to a child in need. Since its launch, Mycoskie has donated over 115,000 shoes to children in need around the world through a series of "Shoe Drop" tours. The 45-employee company has earned an estimated $4.6 million since its launch.

全球化与社会创新

作者：《联合早报网》 田忠国

全球化的浪潮势不可挡。 有人认为，全球化就是全球的经济自由化，但 在我看来，所谓全球化，不过是世界范围内的一场、永无停歇的智力比赛， 一场新的利益角逐形式， 谁在这场比赛中始终不渝的走在创新者的前头谁就是最终的获胜者。
　　在这个智力竞赛的角力场上，没有停歇的伟大，只有创造的美丽。
　　所谓不断创新就是一个不断否定的过程，在否定中重新寻找、重新成长，如果一个人、一个国家、一个社会不愿承受生死循环的痛苦（否定，我称之为死，重新发现，我称之为生），她就无法拥有创造的美丽。
　　当然，这是一场综合创新能力的比赛，是在世界利益角逐前提下的一场惠及人类的比赛。所谓惠及人类，有有益的惠及和有损的惠及，比如，输血式的惠及就是标准的有损的惠及方式。因此，选择有益的惠及还是有损的惠及，就不单单是个经济问题了。
一、 创新者的原则
　　创新问题其实是个群体创新的问题。因为，不同阶层的群体，在思想多元的社会状态下，价值目标共识和整合价值目标共识的制度机制，就成了任何国家追求的目标。相对于群体创新的是个体创新。不论是群体创新还是个体创新，创新者都应该坚守某些原则。
　　1、 超越利益
　　超越利益对于任何者来说都是非常重要的，因为，超越利益关系是人类通向大智慧的坦途。
　　2、 价值判断标准客观独立
　　在分析问题的过程中，价值判断标准是否客观、公正、独立，是判断结果是否正确、准确的关键。一个人或群体是否能坚持客观、公正、独立的原则，其关键问题在于个人或群体能否超越利益关系。在长期的社会实践中，我们发现，不论是个人或群体，能够自觉超越利益关系的人毕竟是少数，是优秀分子中的极少数，因此，这就需要社会制定有效的制度规则和价值判断标准，剔除利益因素对价值判断标准的影响。
　　3、 惠 及 社会 、 有益于人类
　　惠及社会、有益于人类，是政治经济、思想文化、制度创新等创新工作者必须承担的责任，也是必须坚持的创新原则，但由于我国民众参与度不高，极少数知识精英的所思所想，不是建立在惠及社会、有益于人类的基础上，而是建立在个人欲望的基础上，在政治思想领域造成了极大的混乱，导致了社会的价值目标矛盾、冲突，引发了一连串的社会问题，因此，在以上创新领域，应该引入民众审议制。所谓民众审议制，就是在制度层面，有效落实民众的表达权，让民众从道义上对各种理论、思潮进行评判。
　　二、社会创新分类
　　1、思想文化创新
　　中国必须在世界上拥有独立的话语权，而拥有独立的话语权的关键是中国创新的实力，这是一个重要的基础条件，另一个基础条件是中国的思想文化创新必须被世界上大多数所接受，也就是说，中国必须创造出中国的普世价值观念。有人可能以为普世价值观念是西方创造的自由民主政治，但中国的伏羲在数千年前创造的自由、独立、和谐、民主的政治蓝图要比西方的自由民主不知要优越多少倍，因为，中国的自由民主是一种全民以自强不息、奋斗不止的主体精神为指导的价值秩序、文化秩序、制度规则秩序，其最终目的是在竞争过程中达到有效竞合，形成群体同步互动的巨大力量。
　　2、政治 制度 创新
　　政治主张、政治蓝图，是思想创新的产物，但是，不论多么美好处政治主张、政治蓝图，都需要制度保障才有实现的可能。任何国家，如果没有制度创新的能力和制度智慧，这个国家是不可能成为强国、屹立于世界民族之林的。制度创新的关键，是对实现政治主张、政治蓝图流程的深入研究，并通过制度形式规范流程的一种设计。制度创新的关键是对实现政治主张、政治蓝图流程的清晰认识的结果。但是，我国在制度创新上不可忽视的一个严重问题是制度上缺乏流程意识，而流程又缺少闭环功能，这就在可操作性上大大折扣。
　　3、 经济创新
　　经济创新的核心问题是创新经济思想。既然是创新经济思想，就不能跟在别人的身后捡便宜，人云亦云，换上自己的名字就成创新了，比如自由经济，人们一直把美国视为自由经济的发源地，其实，我国从古至今就是自由经济的标准版，只是到了解放后，人们才知道计划是怎么回事。有人把我国古代视为小农经济是不准确的，要说明这个问题，我们有必要搞清楚所谓的自由经济到底是怎么回事。通过货币的形式，物质可以自由流通，我以为这就是自由经济。如果按照这个概念看我国古代，我国自有货币以来，整个历史就是个自由经济的历史。我国古代的自由经济和美国的自由经济所不同的地方是，我国古代通过道德规则寻找自由经济的公平合理，美国通过自由经济制定规则寻求掠夺财富的有利渠道。
　　4、 科技创新
　　提升硬实力、加强软实力，无疑是一个国家创新能力的两面。软实力体现在思想文化和制度创新上，而硬实力中的老大，无疑是科技创新能力，因为，科技创新是带动一个国家硬实力发展的龙头。没有硬实力，就无法证明软实力的科学性、先进性和普世性，因此，从辨证哲学的角度说，软实力是建构硬实力的基础，硬实力是软实力科学性、先进性和普世性的明证，两者是一枚铜钱的两面，是一个完整的整体。我国某些人只所以看中西方的"软实力"，一个重要原因就是他们看到了美国的强大，也因为如此，他们看不到美国的自由竞分正在向自由竞合的方向前进，也看不到一个国家最强大的地方不是竞分而是竞合，因为，竞分是个体力量和个体智慧的单打独斗，而竞合则是群体智慧和群众力量的集合、优化与融合，是群体力量和群体智的重铸，从而形成强大的群体智慧和群体力量。从这一点上看，美国在向中国文化的源头-----伏羲八卦------学习。
　　竞合的关键，是社会各阶层之间形成共同的价值目标共识。这是竞合的灵魂，没有这个灵魂就没有竞合过程中的同步互动。
　　5、管理创新
　　管理创新的能力是企业竞争的核心力量，也就是说，管理创新能力越大，企业核心竞争力便越强。在企业管理创新中，最关键的问题一是精神理念的创新，另一个是产品创新，而精神理念的创新最难的地方，是如何把精神理念转化为企业各团队之间共同自觉追求、自觉遵循的价值选择。我个人以为，前一个问题解决好了，产品创新将不成为问题，因为中国人的创造潜力巨大，现在人们看到中国人创造力萎缩的问题，其实是思想自由没有制度化造成的，如果一旦思想自由制度化了，中国将出现历史上从未有过的创新高潮。
　　三、 自由 民主的制度化 是社会创新的动力机制
　　自由民主制度化是社会创新的动力机制。我所说的自由民主是中国的自由民主，而不是西方的自由民主。中国的自由民主与西方的自由民主不同的思想内含在于：中国的自由民主是以竞合为核心的、全民参与的文化秩序、道德秩序和制度秩序，每个人都是制定价值规则的参与者，每个人也都是价值目标共识的追求者、遵循者。也就是说，这样的自由民主，是毛泽东民主实验尚未制度化的全民民主，而不是精英式民主。有良知的精英式民主可以把中国带进全民民主的民主社会，无良知的精英式民主则会把中国推进巨大的灾难-----精英专制-----成为掠夺民众和国家财富的强势力量。中国近三十年的改革开放恰恰证明了精英民主倡导者的真实面目是后者而不是前者。
　　1、从个人讲：
　　1）、精神追求的满足
　　2）、物质生活的满足
　　3）、志向达成的满足
　　4）、创新是不断自我否定的痛苦过程
　　5）、创新者的幸福就是创新 过程中 的痛苦
　　2、从社会上讲：
　　1）、制度保障激励
　　2）、物质保障激励
　　3）、成就认可激励
　　四、创新也有有益有害之分
　　创新有有益和有害之分，惠及全社会、有益于人类的创新是有益的创新，而惠及个别人、损害大多数人利益或大多数国家利益的创新是有害的创新，比如，美国的创新能力是世界上最强大的国家，但其创新-----在国际上实施霸权主义，就是有害的创新。
　　对于创新者来说，我以社会应该允许其犯一千个一万个错误，但只要这个创新是基于良知和无私的基础上的，社会都应该支持、原谅，但如果是基于自私自利、缺少良知所犯的错误，就是不可原谅的。人民道德和追求公平正义的眼睛是雪亮的，因此，对于有益的创新还是有害的创新，应该由人民说了算，也就是说，把所有的创新成果交由人民审议。
　　通过张宏良、俞可平、仲大军等先生不同的文章，我们看到，没有中华民族的民主自信，便没有中华民族的一切。因为，中华民族的自信心是创新的基础。创新就意味着有批评、有否定、有发展，因为，批评，是为了分清方向、找准路子，更好更科学的发展；否定，是为了剔除正确中的错误，在继承和发扬正确的基础上创新未来。需要指出的是，所谓全面否定式的创新，必然导致茫无所向的泥淖，因为，失去自我价值判断标准体系的判断，必然陷入别人价值标准的圈套。
　　五、深入社会与孤寂的美丽
　　邵子在"观物篇"中说："不以我观物者，以物观物之谓也，既能以物观物，又安有我干其间哉？是知我亦人也，人亦我也，我与人皆物也。此所以能用天之目为己之目，其目无所不观矣……用天下之心为己之心，其心无所不谋也。" 对于邵子的这段话，有人可能以为是邵子唯心主义言论，但在我看来，邵子在这段话中表达的是无欲而思的问题，是思想创新者的最高境界。如果带着这种境界深入社会、深入群众，就会发现在欲望如火的状态下无法发现的问题和解决问题的办法。但深入社会、深入群众后的思索是孤寂而又美丽的，正因为他孤寂，生命中才会绽放出智慧的花朵。
　　六、 中国文化与世界和谐
　　中国文化是什么？中国文化不是不讲斗争，而是讲双方有益的斗争；中国文化不是不讲搏弈，而是讲如何通过搏弈达到和谐；中国文化不是不讲竞争，而是讲弱势团队的竞优、竞强、竞合，强势团队竞争得更强；中国文化不是不讲自由民主，而是讲有价值的自由民主规则与价值秩序；中国文化不是不讲逻辑，而是通过程序逻辑的演绎，告诉人类一个至关重要的道理，任何无法闭环的程序系统都是错误的，因为，程序逻辑的演绎过程，就是一个程序推理、验证的过程。有人可能认为我这是胡扯八练，其实，人们只要认真读一读那本被人们称之为我国的"大道之源、文化之源、美学之源"的"易经"就会相信我所说的话不虚，当然，我所说的"易经"是卦画易而非文字易。文字易是后人对"易经"的解读，并非是真正的"易经"，真正的"易经"就是伏羲的卦画。但是，有的人只认有文字的祖宗，不认无文字的祖宗，这就给文化创新带来了巨大的障碍。
　　我个人以为，这种中国式的自由民主文化、自由民主精神才具有普世的意义，也才是世界人民乐于接受的普世价值观念，因为，中国式自由民主带给世界的是和谐和均强、同强，而西方式自由民主带给世界的是霸权和分裂，是暴力。今天的中国之所以成为西方强国的指责的对象，一是他们害怕中国崛起。二是他们有的人欺负我们对我国传统文化缺少真正的了解和理解。三是为了维护西方在世界上的霸主地位。
　　中国地大人多，地区差别巨大，中国只有掌握话语权，推广中国式普世价值，才能屹立于世界民族之林。
　　七、 不同思想间的批评、融合是社会创新的起始点、立足点和飞翔的动力源
　　不同思想间的批评、融合，是社会创新的起始点、立足点和飞翔的动力源，因为，同一个问题，在不同的思想观点烛照下，会看到问题的不同的侧面，并因看到的侧面不同，拿出解决的方案也一定是不一样的，因此，只有在不同的方案中融汇贯通，才能拿出一个全面的解决问题的最佳方案。我们可以说，思想的自由和多元思想是社会创新的基础，也是社会创新的动力之源。
　　八、 中国的权力创新：通过加强权力的制约提高权力的权威
　　有人认为，中国的权力是世界上最大最强的，但从实际情况看，一方面显示了背离宗旨的权力强大，一方面又显示了宗旨管理的无力，针对这种情况，我们就不能简单的用一句把权力关进笼子里的话解决问题了，而是要通过制度程序和权力结构的制约，把背离宗旨的权力行为关进笼子，一方面还要加强权力，通过权力的制度程序化运行，强化宗旨管理，并通过宗旨管理，使党的宗旨变成现实。从这个意义上说，我国的权力制度创新空间非常大。
　　结束语
　　我个人以为，所谓全球化就是个全球性的创新比赛问题。在这场全球性的创新比赛中，一个是国家创新，一个是社会创新，国家创新的目的就是为了激活、确保、增强社会创新能力，而社会创新则是为了为国家创新提供更强大的创新支持系统。国家创新是为了为社会创新提供创新保障。这是国家与社会两个不同的创新责任。换句话说，一个国家的社会无法焕发出创新的活力，这不能证明这个国家的人民缺乏创新的智慧，而只能证明这个国家没有为社会创新提供足够的创新条件和足够的创新保障。
　　有人可能以为这是我对全球化的误解，因为，全球化主要是指经济在世界范围内的自由流通而言的，但是，任何时代的经济，都是由国家和社会的综合创新能力所决定的，由此可知，在世界范围内的经济自由流通过程中，决定胜负的决定性因素就是这个国家的综合创新能力。事实上，所谓的自由流通，在经济全球化的今天，一直是美国掠夺世界财富的一种手段。虽然如此，我国也必须立足本国、立足创新，在全球化的过程中争取掌握主动权。

臧雷振:社会创新的国际比较

作者：江苏行政学院法政教研部硕士研究生 臧雷振

社会创新是以社会目标为指向，以崇尚创新为核心，以创新为社会进步的基本手段，通过充分发挥每位公民个体和社会组织的创新能力，完善社会服务功能，弥补政府和市场不足，为社会建设和社会挑战带来改革性的进步和功能性的升级，实现社会总体发展的过程。本文基于比较的视角，考察欧洲传统发达国家和亚洲新兴工业化国家的社会创新实践，探寻推动我国社会创新实践可资借鉴的经验与方法。

一、欧洲发达国家的社会创新实践

（一）瑞典的社会创新实践——企业家与政府的双重主导

瑞典的社会创新实践主要是以政府作为主导，另外再加上企业的辅助。瑞典的政府角色，到了20世纪开始急剧扩张。1985年的政府总预算，达国民生产总额的67%；政府的消费额度，达国民生产总额的30%；政府雇员则占所有劳动力的38%。原本由志愿性团体提供服务的项目，现在几乎全被政府接管。然而，政府的不寻常扩张，并未牵涉私人企业的国营化，国家从未控制超过10%的工业。政府通过对公共财政投资的引导和政策的偏向等系列激励措施，用更开放的心态吸收其他社会中的优点，以获得使瑞典的社会创新进一步完善的资源。

瑞典实行发达的私营工商业与比较完善的国营公共服务部门相结合的“混合经济”，共有52家国有和国有控股企业。这些企业分为两类：一类是完全在市场环境下运行的企业；一类是承担满足社会特殊需要责任的企业。政府要求这两类企业主动履行社会责任。首先，要求企业增加透明度。国有企业是全社会的财产，将其经营状况如实向全社会公布，是企业履行社会责任的基本要求。从1999年开始，政府要求国有企业像所有上市公司一样编制年度报告并向社会公布；2003年，又要求国有企业在年度报告中增加社会责任的内容。其次，要求企业按照可持续发展原则，履行相应的社会责任和义务。包括遵守商业道德，承担维护环境的义务，坚持性别平等，以及种族、宗教、年龄等的多样化，为职工提供健康安全的工作环境等。再次，政府利用政府信贷等手段鼓励企业遵循社会责任原则，抵制不符合法律和道德的行为，这也在一定程度上抑制了企业不择手段追逐利润的行为。以上健全的法制让瑞典企业作为社会创新实践的另一重要主体，在政府的主导下，承担企业责任，发挥“企业家精神”。

（二）德国的社会创新实践——较早的公民社会组织推动国

德国从19世纪以来，公民部门就具有高度结构化的特质，公民与公共部门之间的治理关系有三个基本的原则：(1)补助非营利社会服务条款优先于公共条款原则；(2)公民部门自我行政(self-administration)或自我治理(self-governance)原则；(3)公有经济（communal economy）原则[1-1]。德国已注册的协会数量逐渐扩张，由1960年代每10万个公民之中有160个协会的数量，到1990年代每10万个公民之中有474个协会存在，这些协会的型态有世界最大规模的运动俱乐部、大型的公民组织团体等。在1990年代，东德的协会团体数量也开始扩张。据估计，在德国有6 000—7 000个公民部门组织从事具有世界第二大规模的基金会部门（foundation sector）的各种工作[1-2]。德国公民部门的经济力量主要来自政府补助，政府采取补助的主要原因在于，政府被认为有责任提供私人部门无法提供的服务给社会大众[1-3]。

从工业时期到后工业时期的德国公民部门发展数据显示，德国公民部门在最近10年有实质的成长，德国人民期望公民部门扩张更多样、更丰富的组织型态，以满足各种不同人群的需求。但是我们也应该看到，德国政府与公民社会组织的关系是建立在政党政治的连结上的，德国的政党控制系统阻碍了公民社会组织的革新，德国政府认为公民社会组织只能拥有较低的自治权。尽管如此，由于德国公民社会组织在社会创新中的卓越贡献为其自身获得了特殊的社会地位，其广泛的社会活动越来越得到政府部门的认可。公民社会组织起到联系政府与公众的中介作用。

二、亚洲新兴工业化国家的社会创新实践

（一）新加坡的社会创新实践——在强势政府支撑下以技术创新推动社会创新

新加坡的社会创新模式主要是在强势政府支撑下以技术创新推动社会创新。2001年1月，新加坡政府针对国家创新推出“全国创新行动计划”，主要目的是为提升创新意识，加强创新教育及训练，改善政府创新环境，增强市场与技术的衔接。此外，新加坡政府颁发国家级的“新加坡创新奖”，以表扬在创新方面有特殊成就的公共部门与私人机构。2002年，标准、生产力与创新局推出一项“新加坡创新级”计划，目标是在未来10年内把3 000家本地企业提高到创新级的标准。创新级企业的内涵，是鼓励本地企业的员工多方面的发挥创造性，为企业创造更有利的工作制度、工作环境和文化等。

在社区建设方面，新加坡从国情出发，提出了具有亲和力的社区建设理念：个体——具有社会责任感；家庭——温馨而稳固；社群——积极并有爱心；社会——富有凝聚力和复原力。基于政府依法指导与社区高度自治相结合的城市社区公共管理模式，政府一方面通过对社区组织的物质支持和行为引导，把握社区活动的方向；另一方面，政府充分给予社区自治组织发育空间，使社区民间组织发育完全，能够通过自助和他助，分担政府和社区居委会的大量管理和服务工作。政府积极鼓励社会团体、宗教团体、中介组织参与社区建设，建立纵横交错的社区基层的组织网络，引导各族公民积极参与社区管理，培养社区成员的参与意识，促进公民社会的发展。强调政府主导下的“大众参与”，既能弥补社区建设所需公共资源的相对不足，又在一定程度上强化了执政党的基层建设。政府行政部门、社区管理机构、基层自治组织及社会团体之间职责分明，上下贯通，形成了科学、合理、灵活的社区建设模式[2]。

（二）日本的社会创新实践——立足现实，规划长远

日本国土狭小，资源匮乏，依靠创新增强竞争力早已成为日本全社会的共识。作为制度化较为成熟的国家，日本政府历来重视制定社会创新发展计划。2006年10月，日本内阁特别顾问黑川清在首相安倍晋三的指示下，开始起草日本创新立国的政策路线图——《创新25战略》。2007年6月1日，日本内阁正式审议通过了《创新25战略》，并付诸实施。这项新战略设想今后20年，日本将面临三大挑战：人口急剧老龄化，婴儿出生率迅速下降；知识社会、信息化社会和全球化加速发展，知识和智力竞争将成为国际竞争主流；环境恶化、气候异常、能源短缺、传染病蔓延等威胁地球，可持续发展的课题增加。为此，日本认为，在全球大竞争时代不可或缺的是通过科技和服务创造新价值，提高生产力，促进经济的持续增长；勇敢应对环保、节能和人口老龄化等挑战，不仅能够为改善本国人民生活和推动经济发展提供支撑，还可以为世界作出贡献；应该建设能够充分发挥个人能力的社会，利用科技和新服务消除疾病、语言和信息等障碍。

《创新25战略》为日本的社会创新制定了具体的政策路线图（包括“社会体制改革战略”和“技术革新战略路线图”两部分）。日本政府通过推进跨部门的政策，提供多样化政策分支的框架，立足于国内外居民的聚焦点，实现地区独立并使其充满活力；不是政府主导，而是最大限度地发挥民众活力形成社会架构。与此同时，构建培育企业家的社会体制，以公共利益为目标开展非营利组织活动，培育和资助社会企业家，实现国民意识改革。

三、启示与借鉴

上述四国无论是企业还是政府，抑或公民社会组织，在社会创新的感召下，对推动社会经济成长与社会进步，都产生了重要的作用；借助长远的规划和具有本国特色的长期实践，为社会创新绘制了良好的图景。而我国经过30年的改革开放，国民经济得到了飞速发展，国家实力也得到了大幅提升。但中国的现代化主要是依靠外来的资金、技术和对资源的掠夺性开发，其精神动力则是中国人对财富和现代生活方式的渴望。这对于改革开放初期的中国来说有一定合理性。然而在今天，中国的发展则只能建立在自主创新的基础上。自主创新并不仅仅是科学家和技术专家的事情，而是需要整个国家的投入与付出。

在全球化时代，对比其他国家的社会创新实践，有必要在我国目前单一强调“技术创新”概念的基础上，提出并重视“社会创新”概念。前者的重心是“技术”，后者的重心是“社会”。前者是强调提升在科技领域的动员能力、组织能力和管理能力；后者是强调整个社会的创新能力，是要发挥每一个社会成员的创造能力和创新能力。前者的目的是科技发展，后者的目的是社会进步。前者的创新是单向度的，后者的创新则是全方位的、动态的和开放的。尤其值得重视的是，在创新型社会里，人们首先追求的不是实用技术，而是认识事物，是发现世界的基本结构和事物发展的基本规律，是把握所谓的“第一原理”或“第一推动力”，并以严格的理论形式表现出来。也就是说，社会创新首先追求的是认识科学真理，是求真；在科学真理的基础上，实用技术的发展自然会结出丰硕的果实。正是这种追求真理的精神不断地推动着创新型社会的科学进步和技术更新。

只有在一个创新型社会中，人民的创造力才能真正被激发出来，科学技术、思想文化才能真正在世界舞台上大放异彩。

亚太地区学生企业家精神协会复旦工作组

社团名称
ASES-Fudan 全称为亚太地区学生企业家精神协会——复旦工作组
（Asia-Pacific Student Entrepreneurship Society ——Fudan Group）

社团成立背景
ASES首要解释为Asia-Pacific Student Entrepreneurship Summit——亚太地区学生企业家精神论坛，简称峰会。2000年4月，斯坦福大学亚裔工程师协会SSAE首先发起了这样一个峰会，峰会就是一把火，将那些富有企业家精神的学生们聚集在了一起，但在峰会之后如何将这温度保持下去，成为了大家思考的一个问题。于是最终决定成立ASES社团，除了总部斯坦福以外，在亚太地区也同时选择知名高校成立工作组。每年举行两次峰会，4月在总部硅谷（ASES斯坦福工作组承办），8月在亚洲地区的一座著名城市（当地ASES工作组承办），各国的工作组都会选派代表参加峰会进行交流。在中国最早成立的就是ASES-复旦工作组（2001年9月），在2004年又协助浙大成立了ASES-浙大工作组。

ASES宗旨
ASES-Fudan的宗旨同时也是ASES的发展宗旨就是建立一个倡导培养企业家精神的学生团体，在全球化背景下，面向那些未来的技术领袖、商业领袖，提供信息与培训，为他们建立一个交流的网络与平台，推动学生创新事业的发展。

ASES上海2002
2002年8月26日至9月2日，第五届ASES学生论坛由复旦大学主办，大会主题是：“今日之创业者，未来之栋梁”（Today’s Entrepreneurs, Tomorrow’s Future）. 会议以中国日益融入全球一体化经济为大背景，围绕风险投资、孵化器、咨询、政府特殊经济政策、跨国企业的经验以及最新科技发展趋势和行业热点等展开广泛讨论。同时，会议也对全球ASES联合体的长远发展做出规划，推动ASES在各个区域的协调和均衡发展，促成ASES联合体成员之间的进一步的紧密合作。

ASES社团活动范围
为学生提供一个国际化的交流网络，随着ASES-China的成员的增加，更多地组织国内学生企业家精神交流活动
针对会员组织启发式培训营，给予个人锻炼的机会.
接触企业家，更真切地了解企业家个人魅力对企业的影响
选派代表参加全球峰会，或是申办组织峰会。

历任会长
阎峰： 98管院 （首任会长，曾任科创协会会长，ASES复旦引入者）
周楚南：00世经
吴瑶： 00外文
王珏： 01国金
马莉春：02社会
杨文婷 03计算机
现任会长
郑米兰 04数学

社团的发展
ASES最初只是一个学生峰会，然后逐渐发展成了一个学生社团，创始的目的是想要为那些想要创业的未来企业家们建立交流的平台，每一任的组织成员都对它投入的很大的心血，但每个人对社团建设的理念并不是完全一样的，社团活动逐渐呈现两翼发展。一方面，我们仍然坚持倡导企业家精神，邀请企业家或风险投资方面专家来进行讲座，希望能够向那些有创业梦想，甚至拥有自己研发技术的学生给予创业方面的指导帮助，这是峰会也是社团的核心精神；另一方面，我们日常的培训活动呈现出倾向于管理类（毕竟在中国现在的学生创业土壤还不成熟，与硅谷那样的创业摇篮无法同日而语），希望能够帮助一些学子培养团队精神、在培训营中得到能力、素质方面的锻炼。

4个精品活动
DLSS讲座系列
为同学们与活跃于社会各界的卓越企业家、领导者们的交流提供一个平台。
城市定向
培养、训练参与者的耐心，勇气，智慧，体能等综合素质，更主要的是要参赛者感受teamwork, 加强团队的有效沟通和合作协调的能力，认识到团队合作的重要性和首要性。
Orientation Camp
培养沟通技巧 ，增进交流，组建优秀团结的合作团队。
Summit in Stanford
与各国学生交流的难得机会。
（如有需要，可以提供活动照片）

附：
我们对企业家精神的理解
企业家精神是成功的创业者和优秀的企业经营者和优秀的企业经营者所特有的综合素质，它包括对自身事业的不懈追求，对业务发展的深刻认识，对市场变化的敏锐触角，对风险的精确把握和面对挑战时的沉稳魄力，以及对人才资本的娴熟掌控。

复旦大学学生实践类社团介绍

http://www.fudan.edu.cn/new_stu/club.htm

实践类社团包括：

·理财协会
·演讲与口才协会
·环境保护协会
·人与自然协会
·美芹社
·成功心理协会
·科幻协会
·旅游协会
·人与健康协会
·营销与广告协会
·管理协会
·青年照明协会
·原创影视协会
·沟通协会
·青年社会工作组协会
·数码爱好者协会
·创意与实践协会
·信息技术俱乐部
·仁己社
·前程协会
·国际交流学生协会
·宜家社
·亚太地区学生企业家精神协会复旦工作组
·依笺社
·伯骏俱乐部
·少年中国学社


复旦大学较适宜开展社会创新的学生社团：

1、青年社会工作组协会

概述：
成立于2002年。我们怀揣着一颗爱心于2002年3月18日降生于复旦大学的校园。 这就是我们的宗旨——“助人自助”，帮助别人，同时也能帮助自己！当我们将爱传出去，我们得到的将不仅仅是爱，是感动，更加是勇气，鼓舞我们自己，帮助我们自己。我们坚信，爱会传递，通过我们的心，我们的爱！ 请用你纯真的行为关怀周围的人群，用你美好的心灵照映他们，用善良的情感沾濡他们；让时光去绵延好了，只请你用真诚的胸怀包容他们。

2、创意与实践协会

概述：
成立于2002年9月。社团秉持敢于创新，勇于实践的精神 ，倾力为校园师生打造一个发挥自己独特才华，展示自己个性创意的舞台。相信每个人都有过自己创意灵感的火花，但却常常苦于没有一个实践它的大好机会，就这样眼睁睁地看着它熄灭！ 我们就是要乘着想象的翅膀，想我敢想，行我所创，用奇思妙想来装点我们的校园生活！

3、前程协会

概述：
成立于2001年。随着大学生光环的渐渐褪去、毕业生就业形势的渐渐严峻，协会作为上海市第一家就业指导类学生社团，旨在为即将踏上求职道路的同学提供信息、咨询、经验以及心理指导，帮助同学了解行业的前景，从而在择业和发展中游刃有余。 我们提供求职培训技巧，力求为同学们建立适合自己的职业规划。
为了弥补目前高校就业辅导体系不足，上海市第一家指导学生就业的学生社团“复旦前程协会”一手操办：大学生自行设计的就业自助体系。

4、亚太地区学生企业家精神协会复旦工作组

概述：
成立于2001年，是一个全球范围内的学生组织。2002年8月26日至9月2日，第五届亚太地区学生企业家精神协会学生论坛由复旦大学主办，大会主题是："今日之创业者，未来之栋梁"。会议以中国日益融入全球一体化经济为大背景，围绕风险投资、孵化器等行业热点等展开广泛讨论。同时，会议也对全球亚太地区学生企业家精神协会联合体的长远发展作出规划，推动在各个区域的协调和均衡发展，促成联合体成员之间的进一步的紧密合作。

北京大学学生实践类社团收集

北京大学学生社团

北大社团信息网
http://bdtw.pku.edu.cn/stwtb/

实践类社团包括：

· 商业金融协会
· 公共关系协会
· 青年成才促进会
· 未来社会企业家协会
· 新闻与传播学生通讯社
· 学生实践促进会(医学部)
· 学生实习交流协会
· 学生校友交流协会
· 学生职业生涯促进协会
· 职业发展研究会
· 咨询协会
· 模拟公司协会


北京大学较适宜开展社会创新的学生社团：

1、青年成才促进会
http://w3.pku.edu.cn/life/neec/main.htm

概述：
针对于许多青年人对即将走入社会的迷茫，对人生的把握的不确定，对自己的潜在能力的忽视，以及在校学生希望有更多了解社会的渴望，我们社团定位于为青年人提供多种渠道去了解自己，认识成功，用最小的成本取得最大的收益，接受更多的锻炼，为个人素质的提高，为成功奠定良好的基础。这是我们建立社团的初衷，也正是因为迎合了青年们的需要，而且从我们招新报名时报名的积极性可以看出，社团具有广阔的发展前景，大有可为。

北京大学青年成才促进会本着探索、建设性的精神，促进大学生个人价值与社会价值最有结合的宗旨，积极关注青年人的成长问题。在求索中，我们取得了许多令人欣慰的成绩。学术方面，我们组队两次参加北大“挑战杯”学术竞赛，一次荣获二等奖、一次荣获一等奖；实践方面，每年暑期协会都组团到各地进行考察，并且都完成了较高质量的调研报告，部分报告在媒体发表；内部培训方面，协会由开展零散的培训活动走向开展系统培训项目，去年，协会推出了管理技能开发和ＭＥＳＥ培训项目，提高会员的各方面素质。活动领域方面，协会将工作范围拓展到ＮＧＯ领域，搭建起北大学子实现社会化的“新通道”。社会网络方面，协会与ＮＧＯ领域的众多组织、学者、媒体建立了良好的关系，在该领域具有一定的社会影响力。新的学期，在骨干会员坚持不懈的努力下，我们又成功地从国际青年成就组织引进“商业道德”和“成功技巧”两个培训项目。相信，青年成才促机会能够为个人的成长提供更多的机会。

2、未来社会企业家协会
概述：
未来社会企业家协会（Future Social Entrepreneur Association）是由北大学生发起的，旨在让大学生了解社会企业家，在大学和社会企业家之间搭建桥梁的学生团体。

全国大学生创业基金“千万亿”工程

2007年12月5日上午，北京人民大会堂，休闲与公益共谱琴瑟和谐，一场意义非凡的新闻发布会在此隆重举行。发布会上，拜丽德集团有限公司董事长郑秀东郑重宣布：耗资一亿人民币，携手团中央成立的拜丽德全国大学生创业基金“千万亿”工程正式启动，此举得到了各界与会人士的热烈反响。

此次参加新闻发布会的有包括新华社、人民日报、中央电视台、羊城晚报、齐鲁晚报、燕赵都市报、东南早报、安徽商报、三晋都市报等在内的全国30多家主流媒体的记者。会上，郑秀东董事长发表了激情洋溢的致辞，团中央中国青少年社会服务中心副主任赵振平在会上盛赞了拜丽德集团有限公司的慈善义举。随后，郑总与几位领导共同为基金举行了揭牌仪式，并启动了创业基金“千万亿”工程，第八届全国工商联副主席、中国企业家协会副会长姜永涛、中国名牌战略推进委员会副主任李宝国等领导发表了讲话，他们对大学生创业基金给予了高度评价，对这种新兴的创业模式寄予了厚望。会议最后，郑秀东董事长与百家平面媒体和百家网络媒体举行了战略合作签约仪式。

拜丽德集团董事长郑秀东在会上表示，本次活动是对全国在校大学生的公益性爱心奉献，创业基金是在团中央的大力支持下创立的，旨在帮助在校大学生创业，拓宽高校毕业生就业渠道，营造社会创新创业环境，提出的创业模式在国内也是首次提出，是传统商业与电子商务的完美结合，这种新型的创业机制和文化将会是未来发展的方向，它必将会被大众更广泛的接受并使用，将会掀起中国乃至全球服装行业的营销变革。

据悉，该项基金于2007年12月正式面向社会推广，届时，凡有志创业的在校大学生均可申请报名，取得“千万亿创业基金”申请资格，便有机会获得拜丽德集团提供的创业基金，实现自己的创业梦想。同时，在整个创业环节中，拜丽德集团将提供大学生创业和经营管理知识的培训，传授最前沿的电子商务、品牌管理和实体经营理念，并承担大学生的创业风险。可以说这种创业模式是为大学生量身打造，更引领了中国的慈善事业走向新的领域与高度。

申请联系方式:
E-mail：bailide@bailide.com （邮件主题请注明：申请大学生创业基金）
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基金资助周期：

　　基金使用以十人团队为一资助单位，团队内的学生毕业后将由新生替补，以保证该基金有纵深和有序的使用，最大程度地发挥基金的作用，让更多的在校学生受益。

基金的资助对象和方式：

　　1、资助对象：全国高校(含有关科研院所)在校大学生。
　　2、资助方式：
　　基金资助以大学生自主创业为根本目的，提供大学生创业的网络平台，帮助他们创办拜丽德网店，并配备相应的货品；另外本基金还将支持在校大学生参与的其他公益性活动。
　　(1)对立志创业的项目申请者，根据实际情况，可先进行项目培训，培训后拜丽德派相关人员对项目进行评估，决定是否创办该项目，签订相关协议。
　　(2)每个项目投资的额度为10万元。特殊情况根据申请人的资金需求，通过审核和评估，可以加大投资额度。