Beverly Schwartz y Deepali Khanna

Future Forward
Innovations for Youth Employment in Africa

Why do all of us as social entrepreneurs do this work? Because I believe
from the bottom of my heart that poverty is simply unnecessary, y eso
we could end it in our generation—and that’s what we work towards
y single day
every single day.

WHY AFRICA?

—Taddy Blecher1

Africa is in the midst of a social, political, and economic transformation that has
brought economic growth, some newfound political stability, and increased for-
eign investment. A burgeoning movement of African-led entrepreneurs and insti-
tutions is emerging in a diverse array of sectors, including finance, transportation,
telecommunications, and agriculture. A recent McKinsey Global Institute report
looked at Africa’s economic growth patterns and designated it the second-fastest
growing region in the world over the past 12 years.2 This is all taking place on the
world’s demographically youngest continent. Of the one billion people now living
in Africa, 600 million are under the age of 25. Por 2045, that number will double,
representing an enormous demographic group who will be in charge of leading the
continent. Sin embargo, Africa also shoulders the highest burden of poverty, particular-
larly in rural areas where the majority of the poor reside. Además, cerca de 80 por-
cent of the African population lacks access to formal banking services, y segundo-
ary and higher education enrolment are the lowest in the world. These are societal
norms that also need to be transformed.

The present level of youth unemployment in Africa is alarming. It has reached
crisis levels in certain regions, and African governments have been struggling to

Beverly Schwartz is the Vice President of Global Marketing for Ashoka and the
author of Rippling: How Social Entrepreneurs Spread Innovation Throughout the
Mundo. She is a behavioral scientist who has devoted her career to working on some
of the world’s most challenging domestic and international social issues.

Deepali Khanna is the Director of Youth Learning at The MasterCard Foundation,
having come to the foundation with over 25 years’ experience working at internation-
al NGOs and the United Nations, with a particular focus on youth empowerment
and education programming.

© 2013 Beverly Schwartz y Deepali Khanna
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Beverly Schwartz y Deepali Khanna

develop and adopt timely solutions within the existing system. No es sorprendente,
entrepreneurship has surfaced as an important force on the continent, and its role
in job creation and economic growth is being increasingly acknowledged. In light
of this, more young people in Africa than in other regions are choosing entrepre-
neurship as a profession.3

Challenges to entrepreneurship can be particularly strong in Africa, donde el
norms for young entrepreneurs include having limited access to finance, unreliable
electricity and Internet, and a host of bureaucratic obstacles that lay in their paths
before starting a business.4 Other norms, such as high operating costs and a lack of
business support services, present additional challenges for young African entre-
preneurs.

For all of these reasons, The MasterCard Foundation, which invests in youth
learning and microfinance, has made sub-Saharan Africa a strategic geographic
focus. It has committed to work with partners who are closely engaged with young
people in Africa as they transition to the workforce, either as employees, entrepre-
neurs, or leaders. Africa is now part of a world that is evolving at an ever more
rapid pace. To solve problems quickly and creatively, today’s youth will require a
new set of skills. Con ese fin, over the past five years the Foundation has created
partnerships with a range of organizations that promote financial inclusion and
expand access to quality education for young people. By the end of 2012, el
Foundation had committed $830 million to 74 projects that serve close to five mil- lion people in 49 countries. Por 2020, The MasterCard Foundation will expand its area of activity to impact 20 million people living in poverty. MAKING IT HAPPEN At the end of 2011, the Foundation forged a partnership with Ashoka, the world’s largest association of social entrepreneurs. This partnership is part of a larger effort to influence factors that will increase youth employment levels by connecting young people to the education and skills training they need to find jobs, either as employees or entrepreneurs. Ashoka’s aims are to identify and support entrepreneurs whose ideas have the most potential to have a significant impact in the areas where they work and even- tually around the globe.5 In sub-Saharan Africa, Ashoka has already identified more than three hundred new-generation entrepreneurs whose ideas both pro- mote economic growth and advance society as a whole. These social entrepre- neurs, recognized as Ashoka Fellows, were elected because of their strong ethical fiber and their innovative and scalable ideas. Together they have the drive and tenacity to disrupt current beliefs and systems. Ashoka and its Fellows in Africa are currently reexamining their theory of change around “Youth Years,” the critical ages for human development between zero and 12, and what they can do to influence how those years effect positive youth development. Ashoka postulates that “Youth Years” that are well nourished by an ecosystem consisting of physical, mental, and emotional stability, así como 248 innovaciones / Youth and Economic Opportunities Downloaded from http://direct.mit.edu/itgg/article-pdf/8/1-2/247/705064/inov_a_00177.pdf by guest on 07 Septiembre 2023 Future Forward: Innovations for Youth Employment in Africa formal and informal learning opportunities, will lead to a world in which everyone is able to contribute, innovate, and feel empowered to make change in their lives. For the important years that follow, the continuum to supplementary education and entrepreneurial thinking as it relates to seeking and creating alternatives to traditional employment is the added scope that the Ashoka-MasterCard founda- tion partnership is developing. Due to the speed at which the world is evolving, it is obvious that the future of social innovation will require everyone to change their mindset from transaction- al to transformative thinking, from business-as-usual to business-as-unusual. This shift has already begun, but it will require systematic support grounded in a theo- ry of how frameworks influence change in sub-Saharan Africa. To respond to the Foundation’s challenge to find scalable and sustainable solutions to youth unem- ployment in Africa, Ashoka is now incorporating and synchronizing its Youth Years and Framework Change thinking, the identification of building blocks that focus on leadership, individual work patterns, and collaboration between teams, into the selection of a new cohort of 25 highly motivated social entrepreneurs. These entrepreneurs all have system-changing ideas for increasing young people’s access to livelihoods. El programa, called Future Forward: Innovations for Youth Employment in Africa, will provide the practical guidance that will help youth “reframe” the way they grow up, think, work together, and envision the future. With the support of the Foundation, Ashoka will give these social entrepre- neurs the resources they need to develop their innovations. The entrepreneurs will then join a network of other Fellows, which will enable them to share their work, collaborate, and create opportunities to increase the impact of their ideas. Fellows in the Future Forward partnership have the perfect opportunity to adopt a new paradigm that could enable them to have a significant impact. By identifying and launching new ideas and building a greater cohort of social entre- preneurs who are innovating in the youth employment space, the Ashoka- MasterCard Foundation partnership will begin to change how the youth years are perceived and nurtured in Africa. As this cohort grows stronger, these young entrepreneurs will have the potential not only to generate innovative employment opportunities but to demonstrate their ability to lead sub-Saharan Africa’s efforts to eradicate poverty and joblessness, to reform the education system while expand- ing its accessibility to all, and to create new industries and sectors that are sustain- able in both rural and urban areas. En efecto, with the successful implementation of these actions, the frame in which youth unemployment and lack of job opportuni- ties now sits can shift and change forever. Something extraordinary is happening in Africa. In the wake of enhanced political stability and reduced conflicts in many countries, it is clear that a vibrant spirit of entrepreneurship is kicking with vigor. Sin embargo, all is not rosy on African soil. Jobs are not keeping pace with population growth rates and issues of unem- ployment acutely affect the growing youth bulge across the continent, which has implications for political stability across the continent, as recently witnessed by many of the northern Arab states. innovaciones / volumen 8, number 1/2 249 Descargado de http://direct.mit.edu/itgg/article-pdf/8/1-2/247/705064/inov_a_00177.pdf by guest on 07 Septiembre 2023 Beverly Schwartz and Deepali Khanna The real solution for Africa is being driven every day by African people them- selves—human creativity and hard work, the spirit of entrepreneurship and the creation of small businesses—leading to job creation, enhanced socioeconomic stability, and the consequent benefits of greater purchasing power, which buys quality education and health care. Además, with the growing consumer class- es, population growth rates—if harnessed correctly—will prove to be a major demographic dividend. Harnessing this dividend requires the development of two key drivers simulta- neously: the demand side and the supply side. The demand side requires nurtur- ing the fire to build a thriving business sector that in turn is hungry for talent. Stimulating the supply side requires the stocking of a quality skills base that can provide this talent to meet the growing demand for goods and services. LEAPING FORWARD For the past 33 años, Ashoka has honed its skills in finding non-sector-specific entrepreneurs who cover significant new opportunities that have produced inno- vative industries and emerging microeconomic markets all around the world. These microeconomies support and influence the growth of thousands of new jobs while addressing the root causes and effects of poverty. In the past few years, an increasing number of Ashoka Fellows have found the keys to unlocking significant options and alternative livelihoods that create a demand for youth employment. Many of them involve young people themselves who are starting their own busi- nesses centered around employing other youth. Ashoka constantly gathers infor- mation from its Fellows on specific issues involving youth and synthesizes it into patterns that might provide value to the field and helps define their work going for- ward. Within this process, Ashoka identified four categories for developing a vari- ety of creative youth employment solutions: (cid:2)(cid:1) Create and leverage new technical solutions designed to maximize youth employment. (cid:2)(cid:1) Develop and launch scalable “starter microenterprises for young, starter microentrepreneurs.” (cid:2)(cid:1)Catalyze a new class of youth employment-friendly small business owners. (cid:2)(cid:1)Create new industries predicated on youth entrepreneurship. Based on this foundation of accumulated knowledge, the partnership created an African Youth Employment Market Diagnostic (The Diagnostic), a strategic guide to help: (cid:2)(cid:1) Gain an understanding of market dynamics in the youth employment field through fieldwork and consultation with over 20 experts from all major regions of the continent; (cid:2)(cid:1)Map existing solutions for youth employment challenges in Africa, bringing attention to barriers to and principles of change; y (cid:2)(cid:1)Inform the criteria for Africa Fellow selection by distilling the principles that underlie innovative solutions and bringing attention to promising new areas to 250 innovaciones / Youth and Economic Opportunities Downloaded from http://direct.mit.edu/itgg/article-pdf/8/1-2/247/705064/inov_a_00177.pdf by guest on 07 Septiembre 2023 Future Forward: Innovations for Youth Employment in Africa Figure 1. The Diagnostic Process identify entrepreneurs who offer transformational solutions. As a result of The Diagnostic mapping process, Ashoka identified four barri- ers that, if changed, could allow for true systemic change. Taking these barriers into account, Ashoka distilled the trends, key drivers, and highlights from their 24 interviews with Africa experts, which provided insights and strategies that identi- fied key principles that, if leveraged, could impact widescale changes in the area of youth unemployment. These determinants of change take many forms, and Ashoka uses them as a guide while allowing innovators to push the boundaries forward. The framing and mapping of the barriers and design principles allow Ashoka to envision the inno- vation gaps in the areas that would most benefit from attention. The entire exer- cise, and the creation of The Diagnostic, became a useful tool for understanding the scope of the problems, the issues that perpetuate them, and the areas where innovation is needed. It became clear that Ashoka needed to find social entrepre- neurs working on interventions that could: (cid:2)(cid:1)Grow an entrepreneurial “hub culture” to foster a change in mindset and support linking young people with role models (cid:2)(cid:1)Facilitate financial flows by acting as a risk guarantor for youth microentrepre- neurs that would mediate many of the structural barriers that prevent young innovators from succeeding (cid:2)(cid:1)Support intermediary organizations that match job seekers with demand, work across traditional divisions in the private and public sectors, and create more col- laboration among players (cid:2)(cid:1)Improve systems by bringing programs together to bundle services and coordi- nate impact Identifying young innovators who utilize these interventions in their models will bring more economic opportunities and create environments in which young people are in control of building their economic futures. The Diagnostic helped focus Ashoka on some key characteristics that their Fellows’ programs should incorporate. innovaciones / volumen 8, number 1/2 251 Descargado de http://direct.mit.edu/itgg/article-pdf/8/1-2/247/705064/inov_a_00177.pdf by guest on 07 Septiembre 2023 Beverly Schwartz and Deepali Khanna Insights Gained through the Diagnostic Principle 1: Place trust in young people Exhibit a fundamental faith in young people to control their own destinies. Principle 2: Redefine “job” Offer flexible forms of income generation—apprenticeship, “small microbusi- nesses, e-commerce—and create systems or campaigns to create respectability, prestige, and growth from these opportunities. Principle 3: Show the way Ensure that young people have role models they can relate to, emulate, and learn from; create systems in which role models can thrive and remain in their com- munities. Principle 4: Scale intermediaries Prepare, match, and link job-seekers with opportunities. Principle 5: Bundle solutions to create synergies and feedback loops Target multiple dimensions of need and offer holistic servicing. WHERE REALITY HITS THE ROAD: THE ASHOKA FELLOWS AT WORK Equipped with insights gained through The Diagnostic, a first cohort of six Africa- focused social entrepreneurs was selected to the Ashoka Fellowship—three from Southern Africa, one from West Africa, one from the Sahel, and one from East Africa. Dorien Beurskens Dorien Beurskens of Mozambique founded her organization “Young Africa” on the belief that if you want to make the world a better place, work with young peo- por ejemplo. By nature they are dynamic, open minded, willing to change and look forward. The best way to use their potential is to train them to be fully integrated human beings. Al mismo tiempo, “if you don’t use them you lose them.” She is convinced that empowering young people through skills training and income generation are key to development. Dorien trains underprivileged youth in Southern Africa in marketable skills so they can pursue self-employment or access opportunities in the job market. She has established Young Africa centers in Zimbabwe and Mozambique that offer 252 innovaciones / Youth and Economic Opportunities Downloaded from http://direct.mit.edu/itgg/article-pdf/8/1-2/247/705064/inov_a_00177.pdf by guest on 07 Septiembre 2023 Future Forward: Innovations for Youth Employment in Africa vocational education and training programs at affordable prices, and serve as busi- ness and social hubs for the community. The creation of a business and social hub center—the nucleus of Dorien’s model—fosters a mutually beneficial relationship among the students, the entre- preneurs, and the Young Africa program. Available space in the center, capital equipment, and the Young Africa brand are rented out to local entrepreneurs who use them to sell products and provide services to the community. These entrepre- neurs also are responsible for training students in their respective fields. These practical training programs give students the opportunity to learn on the job through apprenticeships, giving the entrepreneurs access to skilled labor and a pool of potential employees for the future. Young Africa licenses out various skills- training departments to local entrepreneurs, which allows it to cover its costs and boost the efforts of local entrepreneurs at the same time. The entrepreneurs also have access to business facilities in the Young Africa centers. These resources ele- vate the entrepreneurs’ otherwise informal ventures into well-established business- es. The synergies between the roles played by the students, the entrepreneurs, and the Young Africa centers are essential to the success of this model. Taddy Blecher Taddy Blecher cofounded South Africa’s first free university, the CIDA City Campus, which offers students a top-quality four-year business administration degree that incorporates compulsory community service into its programs. In order to maintain a low-cost, sustainable model, Taddy created the CIDA Empowerment Fund, and to date has raised U.S. $19 millón, which he has invest-
ed in the advancement and expansion of the free tertiary education movement in
South Africa. Today the program includes a consciousness-based education that
supports its “learn and earn” methodology, whereby students must help run and
maintain the university while completing their studies and teach young people in
their home villages during their holidays. Once they have graduated and secured
employment, they pay for the university costs of another student, who will follow
in their footsteps. This cycle enables students to focus on their development as
human beings in addition to their professional training.

Karim Sy

With only 28 percent of Africans having stable, wage-paying jobs, Karim Sy of
Senegal, the founder of Jokkolabs, saw “a bomb coming for the future.” Like
Dorien, Karim feels that he needs to empower the young generation to develop
entrepreneurial skills so they can create their own jobs, but to do so differently
than in the past. And that difference lies in the value of collaboration rather than
competencia. He sees Africa as a land of opportunity. He is creating collaborative
spaces where entrepreneurs come together to share their best ideas for new ven-
tures with each other and with a larger, virtual, open source community, breaking
the assumption that success is most ensured when good ideas are cultivated in

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Beverly Schwartz y Deepali Khanna

secret. These spaces nurture entrepreneurship, creativity, comunicación,
exchange, sharing, and community. Karim believes that they will be key to chang-
ing Africa’s outlook on its own future. Jokkolabs’s philosophy is based on an old
African proverb: “If you want to go quickly, go alone; but if you want to go far, go
with others!"

Verengai Mabika

Verengai Mabika of Zimbabwe influences young people to think and act different-
ly when it comes to climate change. His Development Reality Institute (DRI) es
premised on the notion that Africa is resource rich but capacity poor, and his aim
is to generate and groom innovators who will transform Africa by exploiting the
same African resources that are being exploited today but in a far more sustainable
way. DRI’s mission is to mitigate and build society’s adaptive capacity to the effects
of climate change but in a unique way that has youth at the center of the solution,
while preparing them for one of the more promising careers paths of the future.
Through a virtual school model, DRI offers online courses that present the earth’s
climate system and explores the science and politics of climate change. At the
younger level, capacity is built offline with school children who are organized
around “cool clubs” to learn about climate change and put in practice their ideas to
mitigate its effects. In only 3 años, 800 students from 28 countries have attended
the courses and alumni have created successful youth-led businesses. Verengai’s
goal is to address the current limited available technical expertise in climate change
by encouraging young people to develop the skills needed to respond effectively to
climate change and become future leaders in the field.

A VIRTUOUS CYCLE IS CREATED

Frederick Ouko

Technology holds the promise of employment opportunities for people around the
world, but especially for Africans with disabilities, who currently have limited
employment opportunities and often live in substandard conditions. Prejudice
against people with disabilities denies many of them the tools they need to escape
poverty. Estimates are that over 90 percent of children with disabilities in the
developing world do not go to school, y 80 percent of the world’s disabled live in
poverty. In a country like Kenya, where education is so valued, only an extraordi-
nary few disabled people ever get to play catch-up with their able-bodied peers.
Frederick Ouko knows all too well about the stigma and the hardships of living
with a disability, as he grew up in Kenya having one. Frederick is the founder of
ANDY, the Action Network for the Disabled, which works to achieve equality,
inclusion, and the empowerment of youth with disabilities. ANDY helps disabled
youth meet their basic needs by providing assistive devices, and through a unique
internship program in which Fredrick matches the skills and passions of these dis-
abled youth with the needs of a select group of companies. He now envisions that,

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Future Forward: Innovations for Youth Employment in Africa

with the help of technology, more people will be working from the comfort of their
homes, which will help create job opportunities for people who are physically lim-
ited.

ANDY selects companies based on their willingness not only to take an intern
with a disability, but to also transform their internal systems, procesos, políticas,
and culture into one more inclusive. As these companies make the important tran-
sition to inclusiveness, ANDY plays the role of transition partner, providing the
herramientas, resources, and guidance they need.

This institutional makeover exercise takes place before, durante, and after the
internship. Every company involved in this three-way relationship has been trans-
formed into an inclusive operation, y 60 percent have permanently hired their
ANDY interns. For those young people with entrepreneurial aspirations, un
internship in their field of interest is the first step before they venture out to start
their own enterprise. When these new entrepreneurs reach the start-up phase,
ANDY gives them access to capital and other resources, thus creating a sustainable
virtuous cycle. His organization is the first and only to focus specifically on the
employment challenges faced by young people with disabilities on a national scale,
and he is leveraging this unique position to make this a focus for the mainstream
disability movement. By integrating a citizenship program that focuses on teach-
ing policy-level change around inclusiveness into his approach, Fredrick is seizing
the moment to prepare young people with disabilities for an active role in reshap-
ing the leadership structure of Kenya.

Jude Obodo

The belief that young people should be directed into careers where they can add
value and that such self-actualization is a prerequisite for national growth are not
things heard very often in Africa, but Jude Obodo feels that if young people can
develop their innate competencies they will be more able to contribute to the
development of their country. Jude aims to empower youth by encouraging
Nigeria’s schools and the government to adopt his model of career guidance to
replace the ineffective and moribund counseling young people now receive. Jude
uses “First Preferred Innovators,” a test that he developed to help him determine
appropriate careers for young people. The test matches young people’s values and
passions with career choices that work toward fulfilling those desires. His motto is,
“When one unveils who and what one is, a job is created. As their spirit connects
to what they do, they will influence others.” Jude is putting his values-driven ideals
into action because he fully believes that, when your business is an extension of
your values, your work is more fulfilling and your chances of success increase
exponentially.

When asked about their reasons for getting involved with young people and
working to change education systems, and vocational training and to enhance
career choices, each of the six Fellows expressed their strong faith that Africa is and
can keep changing. Because more people soon will call Africa home than any other

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Beverly Schwartz y Deepali Khanna

continent, it is important for Africans to feel empowered, and to make sure that
change does happen in a way that promotes full economic citizenship. Económico
steadiness in turn should positively influence political, and hopefully environmen-
tal, stability on the continent. Most importantly, the Fellows’ faith is focused on
young people.

Many of the Fellows’ innovative organizations don’t fit cleanly into one of the
five design principles described earlier, instead they overlap into several categories.
But while each tackles a different facet of the youth employment picture, in the end
they are all working to shape the same landscape. Some may need to bring about a
change in government and industry policies; some may redefine the concept of
jobs and employment and develop new job opportunities; some may bring new
partners, new investors, and new intermediaries into the sector; and some may
connect people to their innate abilities and career desires. All contribute to chang-
ing the perceptions of young people in terms of what they can accomplish and how
they can be empowered to do so. As a result, systemic change begins to occur,
thereby enlarging the market for youth employment and increasing the number of
self-reliant participants in the economy. The Ashoka-MasterCard Foundation
partnership also supports collaborative aspects of the work, enabling Fellows to
exchange knowledge and contribute to each other’s programs and the sector by
bringing new components into individual program designs. Al mismo tiempo, ellos
help to cultivate a larger appreciation of the mind shift that needs to take place if
each project is to realize its potential.

FROM EMPLOYMENT CREATION TO FRAMEWORK CHANGE

If these six Fellows are an indication of the new wave of social entrepreneurs who
are focused on employment issues among young people, the outlook for African
youth looks bright indeed. Ashoka hypothesizes that the rest of the 25 Fellows who
are selected over the next two years will fill out the design principles of the current
grupo, and their work may even reveal additional principles.

As the partnership between Ashoka and The MasterCard Foundation is still in
the early stages, the lasting impact of this initiative has yet to be determined.
Sin embargo, some key factors are already emerging:

Youth participation is critical. Young people need to be part of program
diseño, implementación, and evaluation. They want to, and should, have a voice in
the interventions that affect them.

Skills training needs to respond to the demands of the market. Through
market assessments and appropriate career preparation, youth can develop the life
and technical skills that employers need. Through experiential learning, incluido
internships and apprenticeships, as well as mentorship, young people will be pre-
pared to access viable employment opportunities.

Financial literacy, savings, and access to financial services are critical. Allá
is a great need for responsible, youth-friendly financial services and products,
including access to capital for entrepreneurs. Financial literacy and savings habits

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Future Forward: Innovations for Youth Employment in Africa

should be instilled in young people at an early age. The impact of learning finan-
cial skills is greatest when woven with other elements of skills-training programs.
Technology is an enabler and provider of jobs. Technology has an important
role to play for youth as a facilitator of education, small business growth, digital job
creation, and financial access.

Attention to formal and nonformal learning at an early age gives us an
upstream approach to youth employment. Teaching youth empathy, leadership,
team-building, and change-making at an early age could be a key to stimulating
youth employment of the future.

Ashoka and The MasterCard Foundation expect each of the selected entrepre-
neurs to create new jobs for young people, both directly and as a result of their
replicable approaches being adopted by others. Sin embargo, there is a larger force at
work within each of the Fellows’ innovations. Each of their endeavors is seeking to
change the cultural norms that dictate how young people in Africa grow up, y
what it will take to change the patterns that will positively disrupt the current
experience of Africa’s youth from the ground up. When the employment unem-
ployment ecosystem in which youth currently find themselves a part of begins to
provide accessible, quality education that leads to sustainable employment for a
large percentage of the continent’s youth, then the nature, contenido, and future of
Africa will indeed have undergone the systemic social change that the partnership
envisions.

1. Taddy Blecher, Ashoka South African Fellow, founder and CEO of the Community and Individual

Development Association (CIDA) and CEO of the Maharishi Institute, South Africa.

2. McKinsey Global Institute, Africa at Work: Job Creation and Inclusive Growth, Agosto 2012.
3. Global Entrepreneurship Monitor, 2012 Global Report, 2013, pag. 17.
4. McKinsey, Africa at Work.
5. Ver https://www.ashoka.org/support/criteria.
6. Taddy Blecher, “For Africa, Entrepreneurship Is the Way.” This Is Africa, Enero 15, 2013.

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