About Endeavor
Founded in 1997, Endeavor fosters economic growth in countries worldwide by selecting, mentoring, and accelerating high-impact entrepreneurs. Endeavor’s entrepreneurs lead fast-growing businesses that generate jobs in Latin America, the Middle East, Asia, Africa, Europe, and North America. Endeavor provides its entrepreneurs with a network of seasoned business leaders who provide key ingredients to entrepreneurial success: mentorship, networks, strategic advice, and inspiration. Over the past 17 years, Endeavor Entrepreneurs have created more than 400,000 high quality jobs, directly reaching more than two million people across the world. Endeavor has achieved tangible results, with individuals working for Endeavor companies doubling their income over baseline or previous jobs, and Endeavor companies growing revenue 2.4 times faster than comparable firms over three years.
Current Operations of Endeavor
Endeavor is dedicated to high-impact entrepreneurship. Its main operations focus on identifying and supporting the continued growth of a select group of entrepreneurs, creating jobs, and adding revenues to foster entrepreneurship in those societies. Endeavor currently works in 21 countries across the world. In recent years, Endeavor’s operations have expanded into several countries; Endeavor launched in Indonesia, Saudi Arabia, and Greece in 2012, Miami (US), Malaysia, and Morocco in 2013, and Peru and Spain in 2014.In 2011, Endeavor launched Endeavor Catalyst, a passive co-investment pool that uses donated funds to support Endeavor Entrepreneurs’ professional funding rounds and to provide funding for Endeavor’s growth and financial sustainability. Endeavor Catalyst has raised approximately $15 million to date and has made its first nine investments.
Approach and Distinguishing Features
Endeavor is an organization of, by, and for entrepreneurs. Endeavor believes that entrepreneurship is vital to economic growth and job creation, and recognizes the reality that entrepreneurs in growth markets face obstacles that inhibit successful scaling of businesses, such as limited management expertise, lack of role models, contacts, investors, etc. To this end, Endeavor provides immense support to rising entrepreneurs and acts as a springboard to catalyze their success with business establishment and job creation. Over 80% of Endeavor’s entrepreneurs give back to their local affiliates and commit to mentoring the next generation of entrepreneurs.
Endeavor’s entrepreneurs lead fast-growing, typically for-profit businesses that generate jobs and create revenues in growth markets. Endeavor looks for businesses with the potential to scale and become world-class ventures and industry leaders. Endeavor is distinct from many other organizations in its focus on high-growth, high-impact, for-profit companies that can scale. Academic research demonstrates that high-impact entrepreneurs generate a disproportionate number of jobs over other entrepreneurs.
2015 Kravis Prize
Kravis Prize internship fair offers a chance for impact next summer
What are you doing next summer? Since 2006, the Henry R. Kravis Prize in Leadership has been building a special community among its recipients, whose premier organizations are dedicated to improving the lives of millions of people around the globe. That community also extends to Claremont McKenna College’s students, who will have a chance to learn about working with past Prize recipients in the summer of 2015 during the Kravis Prize Internship Fair, which will be held this Thursday afternoon, December 4, 3 p.m. – 4:30 p.m., in the Freeberg Lounge. Find out about Kravis Prize internships offered both domestically by BRAC USA and Helen Keller International (both in New York City) and internationally by Right To Play, Escuela Nueva, FAWE, Pratham, and INJAZ Al-Arab (Canada, Colombia, Tanzania, India, and Jordan, respectively). The internship program, which is the result of a partnership between the Kravis Prize and the Kravis Leadership Institute at CMC, has enabled CMCers like Carolyn Islam ’16 (pictured above during her internship last summer with BRAC in Dhaka) to receive firsthand experience in problem-solving and applied entrepreneurship as it’s practiced by leaders in the non-profit sector. Students attending Thursday’s internship fair will receive additional internship details, information about the application process, and also have a chance to listen to the stories of classmates who have already participated in this singular internship program. What does Pratham do? What is the Bangladesh Rural Advancement Committee (BRAC) all about? What organization interests you? Learn more about these past recipients and others by visiting the home page of the Henry R. Kravis Prize in Leadership at Claremont McKenna College. Are you...
‘He is a pilot, she is cooking’: FAWE combats schoolbook gender bias
Educational materials in Kenyan classrooms still portray old stereotypes of “boys as heroes and girls as weak,” says the executive director of the Forum for African Women Educationalists (FAWE). “The current methods of teaching carry a lot of gender bias to the boy,” FAWE Executive Director Hendrina Doroba told the Kenyan newspaper The Star in a recent interview. Doroba outlined the efforts of FAWE, which is the 2008 recipient of the Henry R. Kravis Prize in Nonprofit Leadership, to empower school-age girls across the African continent. That includes depictions of women in picture- and textbooks, which FAWE has been able to address thanks to several successful partnerships. “We engaged with the Kenya Institute of Curriculum Development … vigorously and they looked at removing some of the pictures and set up a committee to ensure books are gender responsive,” Doroba explained. The organization has also teamed up with teachers to “improve their gender pedagogical skills” as well as their awareness and compassion for the circumstances of young female students. Founded in 1992, FAWE’s mission has been to educate and empower an estimated 24 million school-age women in sub-Saharan Africa. Over the past 22 years, FAWE has expanded its operations into 32 African countries. Despite the organization’s progress, however, Doroba acknowledged that there is still much work to do, many obstacles to confront that are not always obvious. Schoolbook gender bias, for example, can be very subtle even though it leads to more disruptive situations, including school-related gender violence, she said. Doroba’s interview with The Star also reports on the organization’s other efforts to improve educational opportunities. Such improvements are not...