Embedding: Co-Creating the Future

This post was written by Jay Kulkarni ’20. Connect with him on LinkedIn.

I am interested in the ethical issues around climate change mitigation strategies. I found similar themes in our class examples of base-of-pyramid (BoP) settings – underserved communities around the globe have disproportionately greater vulnerability to a changing environment. This was memorably illustrated by the Tamil fisher Ezhil, who lamented that local fishing knowledge passed down from his antecedents didn’t seem to be much use anymore; shifting migration patterns and ranges of fish species, as well as the vagaries of a changing climate, threatened poor fishing communities that didn’t have the economic resilience to bear the shock. Ezhil’s story also highlighted the intersection of many sources of disadvantage found in BoP communities. In his case, Ezhil’s low level of education, coupled with his geographically-marginalised position as a coastal dweller, surely contributed to the hopelessness and pathos in his words. It’s also hard to imagine that caste did not play a role in his marginalization and the limited roles easily available to him and his descendants.

Photo by Rajesh Ram on Unsplash

A frequent theme across the readings was the necessity of ecosystem thinking; communities lower on the socioeconomic ladder each have a unique context that present considerable challenges to business creation. I think Simanis’ discussion of market creation was the first time I really considered that the free market’s failure to provide opportunities at the BoP was damning, because, if the market didn’t make it happen, no-one else would do it. I was less enthused with his three-step prescription to follow to develop new BoP markets. If such market creation is as complex as Simanis, Vishwanathan and others say, any sweeping solution is unlikely to be successful in every BoP context. For example, Simanis recommends growing a BoP business by expanding upon a base of personally-vested customers. Would this step happen in exactly this way in a more individualistic society, or one with different geographic challenges, or a different economic context?            

Rather than only consider successful ventures such as Essilor’s low-cost glasses or Padman’s sanitary pads, I think it would be useful to consider promising BoP ventures that failed. The obvious failures that couldn’t bring all stakeholders in to the creative process or fully consider the local context are less interesting than those where all the stars seemed to align but tangible results failed to materialize.

An Industry in Shake-Out Mode

This post was written by Juan Adorno ’20. Connect with him on LinkedIn.

All I’m saying is simply this: that all life is interrelated, that somehow we’re caught in an inescapable network of mutuality tied in a single garment of destiny.” — Martin Luther King Jr.

From Carhart’s landmark 1997 study on mutual funds that found evidence of lack of skills across fund managers[1], to the 2008 Global Great Recession that rattled people’s pockets around the globe, driving historical levels of mistrust in institutions, (particularly government and financial services!), add on the clear signs of the times of the retail investments business: extreme pricing pressures, oversupply, commoditization, and overall industry consolidation, and what we have is — an industry at a crossroads, an industry in shake-out mode! The Active Retail Investments Business is at a turning point! I’d be remiss not to fully disclose that the recent Franklin Templeton acquisition of Legg Mason Asset Management sparked my motivation to free flow some industry thoughts, provided I spent most of the past decade bringing myself up in the business from inside those walls.

In describing the signs of the times, future business history textbooks will reference Larry Fink’s letter to CEOs, A Fundamental Reshaping of Finance [2], as a demarcation point toward a twisty-turny long-winded path toward Sustainable Capitalism. The letter promotes the ideas of long-term value creation and sense of purpose: climate risk as investment risk; the importance of transparency and accountability; and, improved disclosures for shareholders. That “awareness is rapidly changing, and […] we are on the edge of a fundamental reshaping of finance.”[2]

Ubiquitous in nature, in the same way that sustainable investing has emerged as a major trend in the investments space, renewable energies will continue to increase their share of the energy mix [4] as electric vehicles will increasingly make their way on roads [5], and healthier foods will increasingly take share of dinner plates[6]—all interconnected developments that are a part of a wave of consciousness: A Great Awakening. Albeit nature works slowly, demographics, globalization and technology have seemingly spurred an emphatic spark in humanity [3].

“Sustainability,” (in the broadest sense of the word) is a thread that binds the retail investments business with the whole of humanity: a truth best channeled as unlocked blue ocean opportunities for long-term, multi-dimensional value creation. An idea to stimulate the inherent social purpose for corporations. Like concepts such as money and capitalism, it all starts with an idea, like that which says that we are inextricably interconnected to each other and this one planet we all call home. In this spirit, and in tribute to Black History Month, I’ll conclude with words from Martin Luther King Jr.: Commencement address to Oberlin College in June 1965

“All I’m saying is simply this: that all life is interrelated, that somehow we’re caught in an inescapable network of mutuality tied in a single garment of destiny. Whatever affects one directly affects all indirectly. For some strange reason, I can never be what I ought to be until you are what you ought to be. You can never be what you ought to be until I am what I ought to be.T his is the interrelated structure of reality.”

Works Cited

[1] Carhart, Mark. On Persistance in Mutual Fund Performance. https://onlinelibrary.wiley.com/doi/epdf/10.1111/j.1540-6261.1997.tb03808.x (1997)

[2] Fink, Larry. A Fundamental Reshaping of Finance. https://www.blackrock.com/corporate/investor-relations/larry-fink-ceo-letter (2020)

[3] Rifkin, Jeremy. The Emphatic Civilization. https://www.ted.com/talks/jeremy_rifkin_the_empathic_civilization (2010)

[4] Nyquist, Scott; Manyika, James. Renewable Energy: Evolution, not revolution. https://www.mckinsey.com/industries/oil-and-gas/our-insights/renewable-energy-evolution-not-revolution (2016)

[5] DiChristopher Tom. Electric Vehicles will grow from 3M to 125M by 2030, International Energy Agency Forecasts. https://www.cnbc.com/2018/05/30/electric-vehicles-will-grow-from-3-million-to-125-million-by-2030-iea.html (2018)

[6] Renner, Barb; Ringquist, Jack. Capitalizing on the shifting consumer value equation. https://www2.deloitte.com/us/en/pages/consumer-business/articles/us-food-industry-consumer-trends-report.html (2015)

My Goals, and Life, After The Sustainable Innovation MBA

This post was written by Ruchi Nadkarni ’20. Connect with her on LinkedIn.

I remember I was 10, when I watched the cartoon network show ‘Captain Planet’ for the first time. It was a show about teenagers who would team up with Captain Planet to keep the spirit of the earth (‘Gaia’) safe. Eerily, little did I imagine that I would live to see the destruction that was only imagined in a cartoon show, come to life. I started my journey at 21, with a nonprofit for animals. It was the most pristine love I could have ever imagined. As life went on, I pondered being another version of ‘Captain Planet’ and 10 years, and millions of happy animals later I hope to expand the course of this odyssey.

The influential driving forces of everything I do in my life stem from uplifting the distanced and forgotten in our world. To me, at this juncture, the environment including waterbodies, land and air combined with the quickly disappearing animals of today are of immediate concern. I am especially passionate about aiding frontier markets with sustainable business solutions addressing their immediate environmental problems using environmental business and sciences. I am passionate about effective solutions that are about more than band-aid remedies, a panacea for most difficulties if you will. This includes creating business solutions for developing countries that especially address their environmental strains.

This is especially important as developing countries struggle as their environmental degradation is a result of the last priority given to it. Countries like India place such a high importance on the development of their economies, that this often comes at the cost of environmental disregard. The lack of facilities for waste processing, soil health, water health and air quality are quandaries we are all too familiar with. The existing large corporations do very well on empathetic marketing to get their products in these markets – however rarely ponder the consequences of their products. The lack of knowledge, education and concern for the immediate environment and the widespread effects of an impaired ecosystem cause relentless practices, that destroy the planet far more rapidly in these places.

Since economy and survival is at the center of these communities, I plan to permeate through these issues, in ways that are coveted. To introduce a way that is sustainable and utilizes environmental gains as well is a triumph in my eyes. From environmental impact measurement, strategy, finance and restoration; I hope to beget measures that will gradually change the way business is done. More specifically I intend to do this by working within consulting companies before venturing out with my own consultancy, as well as business incubator a few years down the line. In this way I plan to start working with corporations, businesses and entrepreneurs to introduce business in these markets. The intentions of these businesses while economy driven of course, will not be to create new markets, but instead disrupt current markets and gain existing market share. Additionally, authentic intentions and shared value creation will be at the core of these solutions.

Whether with renewable energy, soil sequestration or pollution control practices – the businesses I will work with will combine environmental engineering, science and business. The merit of being able to affect all three facets of environmental well being in this way not only widens the scope of my practice but also satisfies my altruistic tendencies. I was often told growing up, that I need to hone my focus on one thing, and that I cannot fix everything in the world. While adult life has made me utterly aware of the fallacies of my childish fantasies, I think I have found a way to address this dilemma.

At the core of it all, I believe that we are transient beings in a home that we stay in for a little while. Our gracious host is currently sick and needs more from us. I am hoping I can influence enough businesses and people across the world to join this movement and that one day my aspiration to be ‘Captain Planet’ will be redundant.

Regenerative Agriculture: A Case for Glocalization Agriculture Practices

This post was written by Bavin Balakrishnan ’20. Connect with him on LinkedIn.

It is common knowledge that carbon emissions is a major contributor to the climate impact crisis. It is even more common to hear about the reduction of carbon emissions to mitigate the impact.

Photo by Roman Synkevych on Unsplash

What about the carbon already in the atmosphere? A common solution to develop carbon sinks is to plant trees, which is a great start to replace the deforested area. However, as the population grows and more land is converted into cities, we need to re-assess the previously suggested solution.

During our first semester in the SI-MBA program we were introduced to the following equation regarding human impact to frame what factors affect this developed by Commoner, Ehrlich, Holdren[1]:

As established earlier, the population is expected to continue rising with estimates of world population reaching 8.5 billion by 2030.[2] Similarly, affluence (or consumption) of people will continue to increase as developing countries are increasing their GDPs, which is commonly used as a proxy to judge consumption. Finally, technology represents the resources required to produce the units of consumption, thus increases with affluence.

So, what’s the solution? Simple algebra can reframe this equation to our benefit and reduce the human impact:

This equation represents that using our resources efficiently can significantly deter our impact. A resource that we are currently failing to make more efficient is the soil. Carbon naturally belongs in the ground and is the prime factor that creates an efficient ecosystem within the soil.

https://www.thegreendirectory.net/wp-content/uploads/2019/07/RegenerativeAgrictulture-1024x818.jpg
Source: Graphic produced by General Mills, 2018

The image identifies fundamental concepts behind regenerative agriculture, however, these holistic practices are not currently applied by majority of farmers as they believe it is not financially feasible. A common misconception in the farming community, especially within developing countries, is that monoculture farming will generating the highest revenues. Though this may have been true in the early days, with strong soil health and support from large enterprises such as Monsanto, those practices have depleted the soil of its natural benefits.[3]

Contrary to the misconception, those farmers who implemented regenerative agriculture practices have rejuvenated their land, which paid dividends through higher crop yields and greater soil health for future generations.

A caveat in this solution, it needs to be applied at a local level. On the other hand, the food industry is a globalized market with customer demands for exotic foods continuously increasing.[4] In order to deal with this supply short, the solution is glocalize the food supply chain, which refers to the production of native crops at a local level to meet the demands of global scale. This requires co-ordination between farmers so that an individual doesn’t face the burden / risks associated with monoculture production.

This is my case to create a platform for farmers in their respective countries to the power of agriculture back in their hands and regenerate their land, reduce the human impact, and provide hope for future generations.


How I Learned to Love Business

This post was written by Ally Polla ’20. Connect with her on LinkedIn.

Halfway through my junior year in college, the reality of graduating with a business degree planted a pit in my stomach that manifested until I found The Sustainable Innovation MBA. Looking at what others did with a business degree, I could not see myself having any of their career trajectories or lifestyles. At that time, I truly believed that all businesses operated at the bottom line and I dreaded becoming part of that system. Hearing about the vast success of major corporations, I had little interest in their monetary successes, but thought about their carbon footprint, their employees, and how resource intensive they were. I wondered if anyone else in the business world felt the same way and why no one was doing anything more. 

Photo by Green Chameleon on Unsplash

 I was aware of fair trade and individual sustainability practices at the time but still was unaware of the positive impact businesses can  have. A few months before graduation, I desperately began to research fair trade and B corporations to find a career path that I could hopefully see myself in. This research ultimately led me to the University of Vermont and The Sustainable Innovation MBA. It felt like all the tension between what my life was and what I wanted it to be had fallen away and everything finally connected. I started my application, scheduled my GRE, and couldn’t see my future looking any other way. 

I  wanted to attend the University of Vermont for my undergraduate degree for civil engineering but upon getting accepted, I realized I wanted to stay closer to my family and home. This led to me attending Manhattan College, enrolling in civil engineering, switching to the school of business freshman year, transferring to Marist to study human resource management for 1 semester, transferring back to Manhattan College, graduating from Manhattan College with a business degree, only to lead me back to the University of Vermont for my MBA.  I never planned on getting a business degree, let alone an MBA. Being in this program has solidified my business knowledge from my undergraduate studies as well as changing my perspective about the problems in the world and ways to solve them through business. The pit in my stomach about business that I once had, has been shaped into motivation that pushes me to be a positive force in the world through business everyday.

Family Business, Entrepreneurship and the Base of the Pyramid

This post was written by Ruchi Nadkarni ’20. Connect with Ruchi on LinkedIn.

“Family Business,” I thought – sounded like just another core course in the laundry list of core courses that we needed to know about. I wasn’t inspired or even intrigued at the notion of it. I had committed the very first faux pas that the class instructor warned all of us about – our A’s – our assumptions. However, my postulations were quickly checked when a poised woman, world renown Family Business scholar Pramodita Sharma entered the class and shook me to my very core, with the inspiration that followed the notion of Family Business.

As if I wasn’t already excited to be learning about concepts that spoke to my very essence, I became deeply fascinated with the promise of family business in the first thirty minutes of the class. I was captivated. As someone that grew up in India, I had a picture of what family business in my mind. It was a common occurrence growing up for me to have come across several family members and friends who were in variously sized family businesses around me. Family business was close knit, small and seemingly inconsequential to me from what I had observed. It seemed to be just another way of making a living, and I concurred with the popular opinion of it as being rather minor-league. Interestingly, I was very aware of the top 1% of my country’s wealth as being in the hands of some of the wealthiest in the world from the Tatas, Ambanis and Birlas! I again erroneously assumed that they were a small minority to the rule.

The various advantages and disadvantages peculiar of family businesses started to familiarize me with the telenovela that is family business! From high passion to high drama, it seemed to have it all. I wasn’t surprised to read the first reason why I was always averse to the idea of family business – its Achille’s heel mixing family and business together. My aspirations to work with the base of the pyramid were augmented further when I read about household enterprises in developing countries. As a more privileged member of society, privy to the lives of the base of the pyramid, I have intimately seen the struggles, lives and phenomenal resourcefulness that resides within it. My nonprofit work took me deep into the slums of Mumbai, and I was honored to have made it into their circles, as these communities are usually very wary of outsiders.

In my working with the community, I happened to also have a chance to observe the enterprises run by them, leaving me fascinated and inspired to bring more to them. It was heartening to read about the resilience of these populations and how their close knit, family-oriented values created informal micro-enterprises that helped void marginalization for them. These societies internalized institutional theory without even realizing it with each member of the family contributing to the household in these enterprises to combat poverty. Their norms, solidarity, values and beliefs in forming these institutions despite being marginalized from resource rich networks was always something of a feat to me as I have admired them all my life. In the US, I recently learned of at-risk neighborhoods and how, the law enforcement and broken system keep them in an inescapable cycle of abjection. Despite the challenges the socio-emotional wealth as an economic consideration was comforting to read about. They subsist where opportunities do not exist.

All our simultaneous classes and lectures pointed out to the most opportunity for business and sustainability for all stakeholders was in the bottom of the pyramid. When we shifted gears to alter that notion and understand that opportunity also resided in the top of the pyramid which consisted of family businesses in a big part because of their legacy oriented outlooks, it was almost like a eureka moment for me. The idea of sustainable innovation can sound insipid to a lot of businesses primarily concerned with the bottom line, but when the bottom line can be tied into this idea, a golden bridge is created where it suddenly all makes sense. This bridge I thought, was that of family business.

Growing up as I went through the various stages of academia, and many of my decisions were usually influenced by my parents or by society and I always had an entrepreneurial streak. I was a natural risk-taker and even have a black book full of business ideas that can change the world. As my non-profit venture progressed, as I became familiar with the pains of entrepreneurship my rose-tinted glasses slowly came off. That combined with the severe strain that my nonprofit put on my work-life balance and my family relationships made me more averse to entrepreneurship than ever before.

Outside of these challenges, being in the non-profit industry for ten years and pure science academic background before that, through my academia and career I was always convinced that ‘entrepreneurship’ is a bad word. Even still, as I ponder about being an entrepreneur I am absolutely terrified of the notion. The lack of resources, loneliness and stress are concepts that I am all too familiar with, being a nonprofit owner. As we spoke of various family businesses that our professor studied over the years, and how passionately she felt about them being contributors to the sustainability and business future of the planet, my fears were slowly dissipating. Every day in this program as we are convinced of becoming entrepreneurs, I can see the silver lining and feel like I am gaining my starry-eyed wonder that I harbored before life’s many challenges bogged me down. I was all at once reminded of the dividends of entrepreneurship, as well as family business as a route to solve the world’s sustainability challenges. I was overwhelmed with gratitude and reminded to be completely in that moment even as I was churning several ideas for the future.

Because the truth is, that we only have the present moment, and to be completely immersed in it is the true joy of life. So even as I drew grandiose plans with my learnings from this class and this program, I truly enjoyed being right there, just in that moment.

Overcoming Imposter Syndrome

This post was written by Allison Baxter ’20. Connect with Allison on LinkedIn.

The term ‘impostor syndrome’ has been tossed around a bit since we started this program a little over five months ago. In a program that is as committed to sustainability and making the world a better place as The Sustainable Innovation MBA, it is natural to wonder if one is ‘green-enough’ or has the right type of professional experience to merit being in such a lauded, innovative program.

Class of ’20 planting trees during orientation.

I am speaking here from personal experience. I came to this program after five years of working in the energy industry – and not the renewable kind, mind you. An internship recommended by my accounting professor senior year of college brought me to the energy industry and, though I knew it was not something I was passionate about, great bosses, lovely coworkers, and personal success in what I was doing got me stuck in a rut I could not figure out how to get out of. Also, though I have always been passionate about sustainability, I was never sure how to contribute in a meaningful way professionally. When I came across the SI-MBA program, I viewed it as an opportunity to point me in a new direction and help me combine my personal and professional goals and passions.

Coming into this program, after reading the bios of my fellow classmates and meeting them during orientation week, I was extremely intimidated by the 29 people I was surrounded by. I was in awe of their numerous, amazing accomplishments and how many of their backgrounds reflected a strong commitment to sustainability. It felt as though they were so much more deserving than I of being in a program that integrates innovation and sustainability into every facet of its curriculum.

But the problem of sustainability is too big to be solved by any one person. The more people joining the conversation, taking action, and looking to solve the problem the better. Impostor syndrome does not serve anyone in the sustainability space. Regardless of what is on your resume, no one is too inadequate or undeserving to contribute to the cause. Every person here matters. 

Therefore, while I am indeed in remarkable company, I have come to accept that I do deserve my place here. Making the choice to be part of this truly special program was the first step on the path of many towards using my professional toolkit to ensure a more sustainable future. I bring my own unique perspective to this group, which is something I have come to find so valuable in this program. Each of us 30 individuals have wildly different backgrounds and experiences, which enriches our joint learning experience immensely. In a program like this – one that is preparing us to address the most pressing problems of today in sustainable and innovative ways – it is the bringing together of people with diverse voices, backgrounds, and perspectives that we need most.

Embracing Plastic(ity)

This post was written by Cody Semmelrock ’20. Connect with him on LinkedIn.

Plastic.

Understandably, this word has been vilified as it becomes more and more apparent how its mismanagement may define our generation. It is painfully clear how damaging this resource can be in the natural ecosystem. As such, I won’t spend much time on that discussion. Instead, I would like to offer up a different take – one that embraces the word. These synthetic materials boast a tremendously impressive and valuable quality; they all are plastic in nature because they are easily shaped or molded. From a manufacturing standpoint, they are highly adaptive and can be purposed and repurposed to serve different needs under different conditions. Although some promising programs are beginning to emerge, on the whole, the industry’s management of recapturing the value of their product has not looked for inspiration in the product’s defining adaptable nature, and has instead practiced the status quo for far too long.

Photo by Jonathan Chng on Unsplash

As I reflect on the first few months in The Sustainable Innovation MBA program, it is hard for me to shake the word. Initially, I felt like I shouldn’t acknowledge my work history that I shouldn’t talk about plastic production in a sustainability program unless I had to. I quickly realized this was the wrong approach. My work background includes project development, management and sales of plastic packaging. My job was to develop and create products that don’t have adequate or appropriate disposal methods. Many single-use medical device packages inevitably would end up thrown away and/or incinerated. The “Take, Make, Waste” model was, and still is, being practiced. Movement away from this model is on the rise and conversations centered on a circular economy are materializing. When I think of the greatest take away of this program so far, I can’t help but think to the adaptability I have been forced to hone, how essential it is for my own career and how this level of adaptability will need to be utilized for a successful transition within the plastics industry.

These past few months have been truly transformative. Like many, I decided to pursue an MBA for a variety of reasons. I was looking to outfit myself with a “toolkit” comprised of a variety of skills that would help bolster my career while simultaneously setting a foundation for using business as a vehicle for substantive social change. Ultimately, I was seeking to better understand financial statements, canvass business strategy and evaluate the feasibility of my own crazy business ideas. For the purpose of strengthening my resume and making myself more marketable, I understood these skills to be most critical. It has become apparent, however that my ability to adapt, to be reshaped according to new conditions and embrace plasticity in my career approach and personal development has been my greatest take away of the program thus far.

My education in adaptation started the first day of orientation. Transitioning back to life as a full-time student after a five-year academic reprieve did not occur overnight. It was difficult and it was exhausting, but innate in the program’s structure were lessons I can reflect on as defining moments which have made me a more adaptable student, employee and citizen.

Prior to starting in the program, I would have incorrectly identified myself as being adaptable. I would have cited some lesson learned on the mini-tour golf circuit about how important it is to approach novel problems (like sitting 40 yards off the fairway with the pin nowhere in sight) with calm, optimism and creativity. The primary distinction between this example and the adaptability required in SI-MBA and moving forward toward a more sustainable future is the notion of playing with others.

Within an intimately sized cohort of 30, we are assigned to module learning teams. Groups of 3-4 students are hand selected to build diverse groups in an effort to reflect real world working environments and prove that highly diverse groups are more likely to solve increasingly complex problems than their more uniform counterparts. We then tackle assignments in every class together. This team experience inevitably differs for everyone but illustrated to me areas where I should improve, be more flexible and help encourage others development.

Without a thorough understanding and appreciation of this soft skill, hope for a more sustainable future seems bleak. Across every industry and profession, a need for highly adaptable individuals will exist and SI-MBA has uniquely outfitted myself and my fellow cohort members with a distinct ability to roll up our sleeves and roll with the punches. I am confident this lesson in adaptability will serve us well as we venture beyond the classroom and face many of the same problems that drew us to the program a few short months ago.

In-“Vesting” in Sustainability and Innovation

Than Moore ’20 (kneeling, third from right) is well-known among The Sustainable Innovation MBA Class of 2020 for his preference for wearing vests — a lot. In honor of his birthday (January 30), the entire cohort clad themselves in, well, vests. Happy Birthday, Than!

A Sustainable Innovation MBA Disrupts The Medicine Vortex

This post was written by Than Moore ’20. Connect with him on LinkedIn.

Before matriculating to business school, I worked full time as an emergency medicine physician assistant at the University of Vermont Medical Center. I, along with my colleagues, was solely focused on maximizing patient care. My responsibilities included diagnosing and treating patients of all ages and acuity levels. The clinical world became my home. Putting on scrubs every day to go into the hospital, I join the hundreds of other employees working towards a similar mission of delivering the highest level of patient care. The ability to practice and treat members in my community is a privilege. It is one of the greatest accomplishments with which I can relate. However, it can also monopolize your life, and is forever demanding. It becomes nearly impossible to pause and observe the system in which we operate. The pursuit of my MBA disrupted the traditional linear trajectory of my medical career and provided the time and space to refocus the lens in which I viewed the world.       

Photo by JC Gellidon on Unsplash

Medicine is a vortex. To become a doctor, one must dedicate years of commitment to the craft. You must first complete prerequisite coursework before donating countless years toward schooling, residency, and fellowship. By demonstrating academic and clinical excellence and passing more tests than one could imagine, it then becomes time to start your clinical practice. The journey is arduous, but the reward to grant another breath to a gasping loved one is worth all the effort. Medicine becomes an addiction. We are slaves to the system to glean all the knowledge we can to optimize our performance. It monopolizes our lives with long days, demanding call schedules, and tragic cases that keep us up at night. However, I was granted the opportunity to take a sabbatical from my clinical responsibilities and observe the field from the outside. 

I first learned of The Sustainable Innovation MBA (SI-MBA) program at UVM from a friend who knew of my love of academia and solving problems. Sustainable business became the perfect blend of my undergraduate analytical mathematical degree, my medical background, and my passion for the environment and society as a whole. Embedded in the curriculum are quantitative business skills such as finance, accounting, and economics, but there are also fundamental organizational skills taught through courses on corporate social responsibility, sustainable leadership, and teamwork. The focus of the coursework is to optimize a sustainable enterprise by maximizing the triple bottom line: people, profit and the planet. 

The beauty of the SI-MBA program is that one can personalize their education to incorporate individual interests. For example, I am fortunate to tailor my business research and projects towards medicine. Subsequently, I wish to highlight ways in which the triple bottom line educational model has broadened my perspective to incorporate sustainability into fundamental daily operations in both the medical community and greater society. 

People:

To begin, people are at the core of all operating systems. Our world revolves around successful human interactions. The ability to collaborate with one another stems from leadership and teamwork skills. Group work is a fundamental component in the SI-MBA curriculum. During each of the module terms, every student is designated a team. The team is responsible to execute all projects, presentations, and assignments together. Rarely, do you see employees working alone, so why should academics reflect that?

Medicine, in particular, revolves around team collaboration. With the blending of specialties and skills to navigate different disease processes, we are constantly reliant on our colleagues for their expertise. If a trauma victim presents requiring extensive resources, multiple hands are needed to gain IV access, deliver medications, perform diagnostic studies, and make life altering decisions. One could not operate alone in such a high stress environment. By maximizing team collaboration, executing impeccable leadership qualities, and maximizing the potential of all skilled team members, a team can perform at its highest capability. Medical schools are paying more attention to these traits by focusing efforts on team based learning; however, the ability to acquire these skills outside of medicine through my coursework and integrate them back into the clinic will become a critical asset in my performance as a provider. 

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