Issue link: http://www.e-digitaleditions.com/i/57469
The MBA That Delivers Bringing Babson to the World. Bringing the World to Babson. LEADS THE FIELD IN EDUCATING GLOBAL LEADERS. BABSON ® Babson's strong global orientation, focused uniquely on entrepreneurship and innovation, presents students with: Study abroad experiences at 42 institutions in 23 countries Access to a highly diverse international faculty Opportunities to connect with global business leaders on campus International internship and consulting opportunities Unparalleled network of strategic partners and alumni throughout the world The MBA That Delivers® Babson's MBA program is ranked as the second-largest full-time international population by Financial Times. www.babson.edu/mba TWO-Y EAR MBA · ONE-Y EAR MBA EVENING MBA · FAST TR AC K MBA governments spend more money on buying weapons than they do on developing their people. It doesn't make sense. Someone once said, where there's peace, a thousand flowers bloom. I say, if people are engaged in peaceful initia- tives for their own development and their own livelihoods, they will not use their energies to make a negative impact on the world. If you don't want young people involved in drugs, build more community centers. This is true not just for South Africa's young people, but for the young people of the world. It's the shame of the G8 members that they put more money in mining than in people. Some people believe that you should invest 10 percent to 20 percent of the profit you make in the country where you're doing business. But other people are concerned about giving back even .5 percent to 1 percent—and yet they want to sustain their markets. It doesn't make sense. Assuming that big businesses do begin investing in their communities, how would you envision the role of UYF? My vision is that, in 2020, when companies say, "We're ready to make a 5 percent or 10 percent or 20 percent commitment," the Fund will be there. We will be the lever, we will be the institution that does the practical work. It's not good to have all that money unless you have the solutions and programs and products that use the money efficiently. That has been the criticism governments have made most often about development organizations—that some of them throw money at bad programs. I want to be one of the institutions where people can say, "If you give these guys a million dollars, they're not going to spend it unwisely. They will get it to the ground." And I want us to be one of the biggest players in the world. A multinational corporation in India just gave us five million rand, and we are matching it one-on-one to invest in microfinance. A life insurance company in Africa gave us half a million rand. We're matching it rand for rand and investing it in women and youth enterprise. By 2020, we want to attract close to $100 million per annum and put it in development. By the same year, where do you think you will be in your own career? I might not necessarily be with the Fund, but I will be involved in development in some way. I might want to be involved in development financing at the private sector level. For example, big companies like Wal-Mart are dis- placing small retailers. I want to help small retailers procure the goods, services, and technology that will help them compete with big organizations—and make money. I want to link the profit element with the social element. In 2020, I want to be doing what I'm doing now, but at the private level. This isn't a job, it's a cause. ■ z BizEd NOVEMBER/DECEMBER 2008 25