GENERIC ELECTIVE (GE-7)

Credit distribution, Eligibility and Pre-requisites of the Course

Credit distribution of the
Pre-requisite
course Eligibility
Course title Credits of the
Practical/ criteria
Lecture Tutorial course
Practice
Social
Class XII
Entrepreneurship and 4 2 2 Nil
pass
Social Innovation
Course Description:
The course provides students with the knowledge and skills needed to create and manage
ventures that address social, environmental, or cultural issues. Students will explore the
principles of social entrepreneurship, learn how to develop innovative solutions to pressing
social challenges and understand the unique business models, funding strategies, and impact
measurement approaches used by social enterprises. Through case studies, interactive
lectures, and practical exercises, students will gain the expertise required to turn their passion
for social change into viable, sustainable, and impactful ventures.

Learning Objectives:
Students of this course should be able to:
• Identify the key concepts, principles, and strategies related to social entrepreneurship
and social innovation.
• Discover how to identify social, environmental, or cultural issues and develop
innovative solutions using entrepreneurial approaches.
• Classify the skills and knowledge needed to create, manage, and scale social
enterprises, including unique business models, funding strategies, and impact
measurement approaches.
• Examine real-world examples and case studies, helping them understand the practical
aspects of social entrepreneurship and social innovation.
• Assemble tools that help the students develop critical thinking, problem-solving, and
decision-making skills; thus, enabling them to better navigate the complex landscape
of social entrepreneurship and create meaningful social impact.
Learning Outcomes:
At the end of this course, students will be able to:
• Match and apply the key concepts and principles of social entrepreneurship and social
innovation in various contexts.
• Inspect social, environmental, or cultural issues and develop innovative solutions
using entrepreneurial approaches.
• Manage, create and scale social enterprises
• Select the various critical thinking, problem-solving, and decision-making skills that
they have absorbed to navigate the complex landscape of social entrepreneurship and
create meaningful social impact
SYLLABUS
Unit 1: Introduction to Social Entrepreneurship and Social Innovation (16 hours)

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Classroom Sessions:
7.1.1 Understanding Social Entrepreneurship and Social Innovation
7.1.2 The Social Entrepreneurial Mindset and Skills
7.1.3 Identifying Social Needs and Opportunities
7.1.4 Social Enterprise Models and Legal Structures
Practical Sessions:
7.1.1 Assessing Personal Social Entrepreneurial Mindsets
7.1.2 Identifying Social Needs and Opportunities
7.1.3 Evaluating Social Business Models
7.1.4 Selecting Social Enterprise Legal Structures
Essential Readings:
7.1.1 Bornstein, D., & Davis, S. (2010). Social Entrepreneurship: What Everyone Needs to
Know. Oxford University Press.
7.1.2 Mair, J., & Marti, I. (2006). Social Entrepreneurship Research: A Source of
Explanation, Prediction, and Delight. Journal of World Business.
Suggested Readings:
7.1.1 Dees, J. G., Emerson, J., & Economy, P. (2002). Enterprising Nonprofits: A Toolkit
for Social Entrepreneurs. Wiley.
7.1.2 Nicholls, A. (2008). Social Entrepreneurship: New Models of Sustainable Social
Change. Oxford University Press.
Suggested Case Studies (Indian Context):
7.1.1 Social start-ups like SELCO India etc. (Focus on Pioneering off-grid solar energy
solutions)
7.1.2 Social healthcare providers like Aravind Eye Care System etc. (Accessible eye care
for all)
7.1.3 Furnishings start-ups like Jaipur Rugs etc. (Empowering rural artisans through a
sustainable supply chain)

Unit 2: Designing and Implementing Social Innovation (16 hours)

Classroom Sessions:
7.2.1 The Social Innovation Process
7.2.2 Human-Centred Design for Social Impact
7.2.3 Prototyping and Testing Social Innovations
7.2.4 Measuring and Evaluating Social Impact
Practical Sessions:
7.2.1 Understanding the Social Innovation Process
7.2.2 Applying Human-Centred Design for Social Impact
7.2.3 Prototyping and Testing Social Innovations
7.2.4 Measuring and Evaluating Social Impact
Essential Readings:
7.2.1 Mulgan, G. (2018). The Process of Social Innovation. MIT Press.
7.2.2 Brown, T., & Wyatt, J. (2010). Design Thinking for Social Innovation. Stanford Social
Innovation Review.
Suggested Readings:
7.2.1 Altringer, B. (2019). The Design Thinking Playbook. MIT Press.

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 7.2.2 Pol, E., & Ville, S. (2009). Social Innovation: Buzzword or Enduring Term? The
Journal of Socio-Economics.
Suggested Case Studies (Indian Context):
7.2.1 Social start-ups like Pratham etc. (Focus on Innovative education models to
address illiteracy in India)
7.2.2 Social start-ups like SEWA etc. (Focus on Empowering women through skill
development and microfinance)
7.2.3 Social start-ups like Gram Vikas etc. (Focus on Sustainable and inclusive rural
development)
Unit 3: Funding and Scaling Social Enterprises and Innovations (12 hours)
Classroom Sessions:
7.3.1 Funding Sources for Social Enterprises and Innovations
7.3.2 Impact Investing and Social Venture Capital
7.3.3 Grant Funding and Philanthropy
7.3.4 Scaling Strategies for Social Enterprises and Innovations
Practical Sessions:
7.3.1 Identifying Funding Sources for Social Enterprises and Innovations
7.3.2 Exploring Impact Investing and Social Venture Capital
7.3.3 Securing Grant Funding and Philanthropic Support
7.3.4 Developing a Scaling Strategy for Social Enterprises and Innovations
Essential Readings:
7.3.1 Bugg-Levine, A., & Emerson, J. (2011). Impact Investing: Transforming How We
Make Money While Making a Difference. Wiley.
7.3.2 Epstein, M.J., & Yuthas, K. (2014). Measuring and Improving Social Impacts: A
Guide for Nonprofits, Companies, and Impact Investors. Berrett-Koehler Publishers.
Suggested Readings:
7.3.1 Clark, C., Emerson, J., & Thornley, B. (2012). The Impact Investor: Lessons in
Leadership and Strategy for Collaborative Capitalism. Jossey-Bass.
7.3.2 Reis, T., & Clohesy, S. (2001). Unleashing New Resources and Entrepreneurship for
the Common Good: A Scan, Synthesis and Scenario for Action. W.K. Kellogg Foundation.
Suggested Case Studies (Indian Context):
7.3.1 Social start-ups like Pratham etc. (Focus on Scaling educational impact through
partnerships)
7.3.2 Social start-ups like Waste Ventures India etc. (Focus on Tackling waste
management through innovative business models)
7.3.3 Social start-ups like WaterHealth International etc. (Focus on Providing clean water
to rural communities)
Unit 4: Collaborations and Partnerships for Social Impact (16 hours)
Classroom Sessions:
7.4.1 Public-Private Partnerships for Social Impact
7.4.2 Collaborating with NGOs and Nonprofits
7.4.3 Cross-sector Collaboration and Collective Impact
7.4.4 Networking and Building Partnerships for Social Enterprises and Innovations
Practical Sessions:
7.4.1 Analysing Public-Private Partnerships for Social Impact
7.4.2 Exploring Collaborations with NGOs and Nonprofits

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 7.4.3 Designing Cross-sector Collaboration and Collective Impact Initiatives
7.4.4 Practicing Networking and Partnership Building Skills
Essential Readings:
7.4.1 Austin, J.E., & Seitanidi, M.M. (2012). Collaborative Value Creation: A Review of
Partnering Between Nonprofits and Businesses. Nonprofit and Voluntary Sector
Quarterly.
7.4.2 Kania, J., & Kramer, M. (2011). Collective Impact. Stanford Social Innovation
Review.
Suggested Readings:
7.4.1 Selsky, J.W., & Parker, B. (2005). Cross-sector Partnerships to Address Social Issues:
Challenges to Theory and Practice. Journal of Management.
7.4.2 Waddell, S., Waddock, S., Cornell, S., Dentoni, D., McLachlan, M., & Meszoely, G.
(2015). Large Systems Change: An Emerging Field of Transformation and Transitions.
Journal of Corporate Citizenship.
Suggested Case Studies (Indian Context):
7.4.1 Social service providers like Akshaya Patra etc. (Focus on Public-private partnership
for school meal programs)
7.4.2 Social education start-ups like Barefoot College etc. (Empowering rural
communities through education and skill development)
7.4.3 Social NGOS’ like Goonj etc. (Focus on Cross-sector collaboration for resource
management and upcycling)

Pedagogy and Course Operations

1. Course Credits: Taking all 7 courses on offer under this GE will allow the student to
earn 28 credits, thus conferring a Minor specialisation upon the student for their
regular course.
2. Interactive Classroom Sessions: Classroom Sessions should incorporate real-life
examples, case studies, and multimedia elements to facilitate learning.
3. Group Discussions: Students will participate in group discussions during class, sharing
their insights, experiences, and ideas to enhance collective learning and promote
critical thinking.
4. In-class Exercises: Students will engage in practical exercises and activities designed
to reinforce the concepts and skills taught in the Classroom Sessions. These may
include individual or group work, brainstorming sessions, or problem-solving
exercises.
5. Case Studies: Suggested Case Studies will be integrated into the curriculum to help
students analyse and understand real-world entrepreneurial challenges and
opportunities. Students will be encouraged to dissect the cases, propose solutions,
and learn from the experiences of other entrepreneurs.
6. Practice Labs: Students will participate in hands-on practical sessions; working on
projects or assignments that apply entrepreneurship concepts learned in class. These
sessions will allow students to develop and refine their entrepreneurial skills through
practical experience.
7. Student Presentations: The students will be encouraged to present their ideas and
projects in workshops and seminars.

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 8. Reflection Activities: Regular reflection activities will be incorporated into the course,
encouraging students to assess their progress, identify areas for improvement, and
develop a deeper understanding of their entrepreneurial journey.
9. Mentorship and Feedback: Instructors and/or industry mentors will provide ongoing
guidance, support, and feedback to students, helping them navigate challenges and
make informed decisions.
10. Assessment and Evaluation: A combination of assignments, quizzes, exams, and
project work will be used to evaluate students' understanding of the course material
and their ability to apply entrepreneurial principles and practices effectively.
11. Course Improvements: This is a new course thus regular evolution is needed. The
course contents would need to thus modified. DSSEED would constitute a Course
Improvement Committee which should be able to monitor and implement changes
upto 20% of the course content without the need to seek approval from the statutory
bodies of the University of Delhi.
12. Teachers: The course teaching will be supplemented by practitioners and industry
experts to enhance the learning experience.

List of Additional Case Studies

(Indian and International Context)

1. Blue Tokai Coffee Roasters

2. Narayana Hrudalaya
3. GoJek
4. Rapido
5. BluSmart
6. Mamaearth
7. BharatPe
8. Housing.com
9. GoMechanic
10. Unacademy
11. WeWork
12. OceanGate
13. BYD
14. NIO
15. Country Delight
16. Zepto
17. Urban Company
18. Burger Singh
19. RedBus
20. Akasa Air
21. Okinawa Motors
22. Treebo
23. Uniqlo
24. The Baker’s Dozen
25. Theranos

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