making a case for the foundation

MAKING A CASE FOR THE FOUNDATION

Lindsay McHoneKim MoodyDiane Weaver

LISTEN AND LEARN

http://www.arcticlanguages.com/language_examples_video_map.html

13 ENDANGERED LANGUAGES in 30 minutes=

26 ENDANGERED LANGUAGES in 1 year

IntroductionTopics covered:• Sources of innovation• SWOT & collaborative advantage• Collaborative possibilities• Target market/priorities• Cost & economics• Team & funders• Stewardship principles• Sustainable value chain• First & second order innovations• Timeline & milestones

Description

• Rosetta Stone Foundation, a non-profit entity of Rosetta Stone

• Preserves and revitalizes endangered languages

• Technology is highly interactive and teaches by immersion

…language meaning is not lost

Mission

• …to promote language fluency in endangered language communities through appropriate and sustainable technologies

• and…to enable intercultural communication and understanding through innovative and effective language-learning solutions where they are needed most

Sources of InnovationThe Unexpected

“What basic changes are now appropriate for this organization in the way it defines its business? Its technology?”

(Drucker, 1985, p. 42) GO BEYOND teaching the true spoken languages, to

unspoken languages. The Incongruity

The endangered languages “industry” seems to be focused on recording languages – not teaching & sustaining.

This Represents An “incongruity between the efforts of an industry and the values and expectations of the customers”

(Drucker, 1985, p. 58)

Sources of Innovation

The Innovation Based on Process NeedTechnology = “the missing link”

DemographicsChange in population of active speakers

Strengths, Weaknesses, Opportunities, Strategy and Potential Threats

• STRENGTH: Unique relationship with software developer

• OPPORTUNITY: 2nd Order Innovation: technology + research

• STRATEGY: Collaborative relationships with other non-profit entities: Endangered Language Fund, university scholars/researchers & others

• STRENGTH: Soft advertising & brand recognition

Strengths, Weaknesses, Opportunities, Strategy and Potential Threats

• POTENTIAL THREAT & OPPORTUNITY: Why is this important to investors?

• STRATEGY: Collaborative innovation = reaching across small network line

• OPPORTUNITY: Pharmaceuticals, bio-energy• OPPORTUNITY: Just as Shakespeare created

many words that we use today – these languages hold many words and meanings that are important to future generations.

Competitive/Collaborative Advantage• RS already demonstrates competency in

language preservation with its ELP• Assessing the environment through a

competitive lens (Porter’s 5 forces) isn’t enough anymore

• Every company needs to watch the full stakeholder playing field carefully (Esty & Winston, 2009)

Collaborative Innovation

• Language extinction is happening at an exponential rate

• Preserving one or two languages at a time will have limited influence on the contextual environment in which RSF operates (Smith, 2009)

• Assess stakeholders for collaborative partnerships• Serve as a network agent by connecting stakeholders

interdependent on one another as they co-produce social change

Strategic Alliances

When two organizations go after the same objective, helping each one to achieve their

own goals

Work with endangered language organizations and university researchers/scholars to provide

the “legwork” for technology creation

Collaboration Possibilities

Foundation For Endangered Languages (GB)The Foundation for Endangered Languages exists to support, enable and assist

the documentation, protection and promotion of endangered languages. In order to do this, it aims:

To raise awareness of endangered languages

To support the use of endangered languages

To monitor linguistic policies and practices of endangered languages

To support the documentation of endangered languages

To collect and make available information regarding endangered languages;

To disseminate information on all of the above activities as widely as possible.

Collaboration Possibilities The Hans Rausing Endangered Languages Project

(London)

The Documentation Programme (ELDP) is providing £15 million in research grants to document the world's most endangered languages

The Academic Programme (ELAP) Teaches postgraduate courses in language documentation and description, and field linguistics. It also hosts post-doctoral fellows, researchers, visitors,

and conducts seminars and training

The Archiving Programme (ELAR) is preserving and disseminating endangered language documentation, developing resources, and conducting training in documentation and

archiving

National Efforts: Collaborative Possibilities

The National Endowment for the Humanities (NEH) and the National Science Foundation (NSF) have joined forces on Documenting

Endangered Languages (DEL), a new, multi-year effort to preserve records of key languages before they become extinct.

By encouraging use of digital standards and best practices for archiving new documentation and reformatting earlier recordings, DEL is laying the

ground for wide use and sharing of language resources and helping to ensure the long-term preservation of the collected data.

The Smithsonian Institution's National Museum of Natural History (NMNH) participates in DEL as a research host, a non-funding role.

Collaboration Possibilities

“The Kallawaya herbalist healers living in Bolivia: For the past 500 years, they have encrypted their knowledge of thousands of medicinal plants in a secret language handed down in the practitioner families from father to son.” (Soars, 2007, p.2)

What could this mean for the pharmaceutical industry?

Pharmaceutical Implications

“In 1990, drug companies made $85 billion in profits on medicines derived from plants first known to indigenous peoples for their healing properties” (Peters, 2009)

Science Implications“Much of what humans know about nature is

encoded only in oral languages. Indigenous groups that have interacted closely with the

natural world for thousands of years often have profound insights into local lands, plants,

animals, and ecosystems—many still undocumented by science”

What could this mean for scientists and scholars?

Source:http://www.nationalgeographic.com/mission/enduringvoices/

“Value is created with the experiential learning that comes from examining value chains and developing strategy within a collaborative network of external thought leaders.”

(Chris Laszlo, 2008, p. 18)

Target Market/Priorities

Language Types:Type I At risk w/ several million speakersType II Seriously endangered w/ several

thousand speakersType IIINearly extinct w/ less than 100

speakers

Where can RSF be most effective?


• RSF’s inclination to focus on mid-range communities is wise

• Trying to be all things to all people is a classic mistake that many businesses make

• Start on a small niche when entering the market(Laszlo, 2008)


• Each new success will build the brand• Collins says, “…persistent efforts will lead to unstoppable

momentum where potential supporters not only believe in the mission, but also in the capacity to deliver on the mission.”

(Collins, 2005, p.25)

Cost Allocations

• “Take stock of the organizational capacity” (Oster, 2004)

• Including:– Resources– Staff– Management– Outsourced resources– Profit vs. mission– Timeline & measures of success

Economic Profitability and Sustainability

• Little contribution from communities• “reframe the mission to reach across small

network” (Smith, 2009)

• Language learners = sustainability for both communities and Rosetta Stone Foundation

RSF Team

• Organization governance – 2-3 members of RS board, other 5 members newly selected

• The inside team on payroll should be extremely committed to the mission, and the sustainability of its success. Diverse set of backgrounds, led by someone with non-profit leadership experience

What is the Reward for the Funders?

• Tax incentives• Pride of being part of something extremely

different than many other non-profits• Possibility of language revitalization trips to

work with groups using technology• Possibility of high profile events and name

recognition (ie. Smithsonian, etc)

Stewardship Principles

Balance• Board composition • Indigenous language w/ need for intercultural

communication

Interdependence• RS & RSF relationship• RSF & donors


Regeneration• Preservation of language and culture• Donors help protect their own livelihood

Diversity• Multilingualism instead of monoculture• Diverse funding base• Board composition


Succession• Young people care about their heritage and

pass it on!

BIRDS

Sustainable Value Chain• Business Context: Broaden spectrum to include intercultural

communication technology and programs, in conjunction with language learning software.

Brand/Culture: Develop software that is easy to use, and easy to teach with so that it will create a culture of “learning leaders” within communities. Build on brand already established by RS to be the best in big and small communities.

Market: Look and Listen! Who needs the product the most? Build the protect to suit the needs of the end user.

Product: Creating a product that is good for both Rosetta Stone AND the community members (especially the younger generation).

Process: Reducing “process costs” when developing software.

Risk: Adhering to IRS rules for allocating costs of services or resources from Rosetta Stone to the foundation. Adhering to appropriate IRS reporting measures for the non-profit organization.

First Order InnovationsFirst Order Already Completed• Growing RS to 800+ employees and offices in 6 areas across the globe:

BRAND RECOGNITION AND GROWING SIZE OF COMPANY• Launching three endangered language programs from 2006-2009:

CREATING RSF & GROWING PROGRAM FROM 0 TO 3• Hiring 3 FTE’s to begin the process of starting the non-profit: INCREASED

QUANTITY

First Order to Complete• Couple with more endangered language communities to create software

for other languages: QUANTITIES• Add more staff to RSF/ couple with additional RS staff to create products

in a more timely fashion: SPEED

Second Order InnovationsSecond Order Already Completed

• Launching 2 grant programs in 2007: WORKING WITH ALTERNATIVE SOURCES OF FUNDING / MULTI-DISCIPLINARY

• Thinking to use the parent software engineering company to create programs (and serve the mission of the non-profit): MERGING THE EFFORTS OF TWO SEPARATE ENTITIES / CROSS FUNCTIONAL

• Creating a dual mission statement: POSSIBLY CREATING NEW ALLIANCES WITH PEACEBUILDERS ACROSS THE GLOBE.

Second Order InnovationsSecond Order to Complete• Is there new technology that RSF can consider when bringing

language teaching technology to those in areas of endangered language?” (Drucker, 1985, p.135)

• Apply for more grants with foundations with similar mission statements (without language software piece) QUANTITIES/SIZE

• Creating partnerships with communities and/or other organizations to make this cost-neutral for RSF: NEW ALLIANCES

Timeline & Milestones

Late August: Cooperatively agree on cost allocation & budget details (RS and RSF) and financial requirements for the non-profit start-up. Go/No Go.

Late August: Start small! Establish 1-3 languages to focus on during the upcoming year.

Early September: Research the languages and the organizations that are currently recording/have recorded these languages. No need to re-create the wheel.

Mid-September: Schedule meetings with potential collaborative research partners to talk about languages and the potential types of information that they hold.

Timeline and Milestones

October – December: Start “making the case” to funders. Work with collaborative partners to apply for R&D grants to document the languages. Talk with potential community leaders about their product needs and financial abilities.

December – March: Meet consistently with all collaborative partners and funders. Also meet with community members and start to get the attention of the younger generations.

April – May: Create the final product. Continue to evaluate budget against agreements (RS and RSF).

Timeline and Milestones

May – June: Make distribution of the product a “family affair”. Include collaborative partners, funders and all community members.

July – August: Regularly follow-up with community members and collaborative partners.

August: Start thinking about the next steps. Re-evaluate budgets, staff and relationship between RSF and the parent company.

Ongoing: Never stop communicating with communities! They could become collaborative partners for future products.

Conclusion

Questions?

References• Bittinger, M. (2009, July 16). Rosetta Stone Foundation, EMU MBA 658. Harrisonburg, VA.• Collins, J. (2005). Good to great and the social sectors. Boulder, CO• Drucker, P. F. (1985). Innovation and Entrepreneurship. New York, NY: Harper and Row.• Esty, D., Winston, A. (2009). Green to Gold: How Smart companies use environmental

strategy to innovate, create value, and build competitive advantage. Hoboken: John Wiley.• Laszlo, C. (2008). Sustainable Value, how the world’s leading companies are doing well by

doing good. Stanford, CA: Stanford University Press. • Oster, S. M., Massarsky, C., W., Beinhacker, S. L. (2004). Generating and Sustaining Nonprofit

Earned Income. San Francisco, CA: Jossey-Bass.• Smith, Anthony E. (2009). Stewardship Design Principals. Harrisonburg: Virginia: Eastern

Mennonite University. • Smith, Anthony. (2009). Shakespeare and the Spirit of Innovation. EMU MBA 658.

Harrisonburg, VA.• http://www.ogmios.org/manifesto.htm• http://www.hrelp.org/• http://www.neh.gov/grants/guidelines/del.html

References Continued

Soars, Claire. The languages of extinction: The world's endangered tongues. The Independent: October 2007. http://news.independent.co.uk/world/politics/article2976695.ece

Peters, Nathaniel. ( 2007). Saving Lost Languages. www.FirstThings.com

making a case for the foundation

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