Word: drayton
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...social sector—which includes non-profit and non-governmental organizations—has gone through a dramatic revolution over the last 25 years, growing two to three times as quickly in the United States as other industries, William Drayton ’65 told a packed audience at the John F. Kennedy Jr. Forum last Friday. Drayton, a Rhodes Scholar, former Kennedy School professor, and Harvard Law School alum, spoke about Ashoka, an organization he founded in 1980. Ashoka—a social entrepreneurship group—is Drayton’s answer to close...
...list also places a new focus on the general field of social entrepreneurship. “Many of the leaders on this list are not just successful at what they do, but they also have deep social concern and are seeking social change,” Gergen said. Bill Drayton ’65, who first developed the idea for his non-profit organization Ashoka around a dinner table in Lowell House, is one of the social entrepreneurs named on the list. He stressed the importance of this growing field. “It’s not just...
...instead to work chronologically, with each chapter equaling approximately one decade. As such, it becomes a kind of social anthropology of women's societal roles as reflected through the comics. Chapter one, covering the turn of the century to 1920, profiles the work of Rose O'Neill and Grace Drayton, both of whom specialized in drawing cherubic, adorable children getting into cute, domestic scrapes. Drayton's pioneering style lives on today in the form of the Campbell's soup kids, whom she created almost 100 years...
That's one reason Drayton in 1980 founded Ashoka: Innovators for the Public (named for a benevolent Indian Emperor from the 3rd century B.C.). Its approach grew out of Drayton's background as a student activist at Harvard, traveler through India and consultant for nearly a decade for McKinsey & Co. Ashoka started by raising "seed capital" mostly from small donors, including three family foundations belonging to Bill Golden, Mark Lipkin and John Klingenstein. Drayton was named a MacArthur fellow from 1984 to 1989, which gave him more time and money to develop Ashoka. By 1991 its budget was $2.2 million...
...huge construction operation threatened to overwhelm even the committed Pessina. So McKinsey made available about 25% of its local staff as volunteers to manage the project. And the consulting firm received a major payback. "McKinsey has an understanding of the local housing market that it never had before," Drayton says. "It puts them in contact with some of the most powerful people in the community, and they got a lot of clout because they are working on a really big strategic change...