Influencer Marketing

Expand your reach and engage with your target audience using this trending technique that blends celebrity endorsements with social media marketing.

Leading High Performing Remote Teams

How can leaders ensure that performance remains high in remote or hybrid-work environments?

Design Thinking

Learn the 5 phases of this problem-solving methodology and switch from technology-centered to user-centered thinking.


Learn what reciprocity is and how it can motivate people and boost sales.

Gantt Chart

Invented in the early 20th century, the Gantt Chart is one of the building blocks of modern project management. In this online course, you'll learn how this tool can be used effectively to monitor progress and achieve your team's goals.

Navigating Change Successfully

The working landscape is continually shifting and being disrupted, so how to employees maintain a sense of stability? Listen to CEO and president of Carl ZEISS Japan Stefan Sacre share his expertise on dealing with change in organizations and entire industries.

Halo Effect

The halo effect is often leveraged for marketing and promotion. But as a type of cognitive bias, it can also have a subconscious impact on decision-making in the workplace. Learn why and (how to overcome it) in this online course.

Anchoring and Framing

Want to increase your confidence during negotiations? Master the principles of anchoring and framing to take your negotiation skills to the next level.


Understanding ZOPA and BATNA will help you become a better negotiator, create more value, and feel more confident at the table.

Content Marketing

In this course, you’ll learn how compelling blogs, videos, podcasts, and other media can reach customers and drive sales. You’ll also learn steps for creating an effective content marketing plan, and some important ways to measure its impact and success.

Content marketing is a essential digital marketing strategy for companies looking to provide relevant and useful information to support your community and attract new customers.

Get started on your content marketing journey today.

Sustainable Innovation in Times of Disruption: Choices for a Better Society

There are opportunities for progress all around us. The key is to innovate on these opportunities sustainably.

To help identify most effective path forward, you'll need to gain a global perspective to these challenges in an open discussion. How can Japan and the world take action to create a more sustainable, innovative world? Where do you fit in?

It's time to find out.

Social Media & Digital Communications: Impact on Global Public Opinion

Social and digital media have dominated the communications industry for decades. But it's no secret that social media has the power to sway public opinion, and the way in which many companies use these platforms could be seen as manipulative.

What do companies need to be aware of when utilizing social and digital media? How can these mediums be used to better communicate strategically with the world?

Discover what top media and communications experts have to say.


Blockchain is one of the most captivating technologies out there. Learn what it is and how to make use of its opportunities in this short online course.

Mehrabian’s Rule

The 7-38-55 Rule, developed by Albert Mehrabian, suggests that effective communication relies less on the words we choose than on our tone of our voice, appearance, and body language. Learn how to put this theory to use for better communication in business.

Pareto Principle

Your time and resources are limited. Efficiency means learning to prioritize. The Pareto principle (also called the 80-20 rule) can help you identify the best way to use your time for maximum results.

Country Analysis Framework

Overseas expansion requires careful planning. The Country Analysis Framework can help you look beyond an industry-level analysis and reframe your view based on performance, strategy, and context. Try this short course to learn how it works.

SECI Model

The SECI model illustrates how knowledge is created and shared. Learn how to put it to use for best practices, and how the Japanese concept of “ba” fits in to broaden your perspective.

Johari Window Model

The Johari Window Model is a self-awareness framework that helps you better understand . . . you. Learn how its four quadrants can help you identify gaps between how you see yourself, and how others see you.

Sunk Costs

Wondering if you should continue an investment or look for something new? Sunk costs can have a powerful psychological impact on decision-making. Learn how to recognize them to ensure rational decisions.

CAGE Distance Framework

Want to expand overseas? The CAGE distance framework can help ensure you're constructing a solid global strategy in four areas: cultural, administrative, economic, and geographic. Learn how to leverage useful differences between countries, identify potential obstacles, and achieve global business success.


Groupthink refers to group pressure and the perception of consensus which together lead to ill-formed decisions—or even unnecessary risks. Learn to identify the warning signs of groupthink and apply countermeasures in this online course.

Deductive and Inductive Reasoning

Solving problems with the best results means using two types of thinking: deductive and inductive reasoning. In this online course, learn to form a broad premise, make observations, and form conclusions from different perspectives.

Critical Thinking: Hypothesis-Driven Thinking

Anyone can come up with a good idea. The real challenge is putting that idea into action. In this online course, explore how to form compelling, testable hypotheses and bring ideas to life in your own organization.

Critical Thinking: Structured Reasoning

Even a few simple techniques for logical decision making and persuasion can vastly improve your skills as a leader. Explore how critical thinking can help you evaluate complex business problems, reduce bias, and devise effective solutions.

Critical Thinking: Problem-Solving

Problem-solving is a central business skill, and yet it's the one many people struggle with most. This course will show you how to apply critical thinking techniques to common business examples, avoid misunderstandings, and get at the root of any problem.

How to Dream

Join globally renowned author and Columbia Business School professor Dr. Sheena Iyengar as she explains how to approach your dreams with a new perspective. Learn to reflect on what you long to accomplish and what stands in your way.

Logical Thinking

Logical thinking is at the heart of confident, persuasive decisions. This course will equip you with a five-point approach to more becoming a more logical thinker. Learn to classify ideas and distinguish fact from opinion.

Investing & Diversity: The Changing Faces of Venture Capitalists

Is the venture capital industry embracing diversity in investors? Watch global venture capitalists from around the world discuss the state of things and what needs to be done for a more inclusive future.

Servant Leadership

There's more to leadership than driving a team to profit. In fact, there's a word for looking beyond self-interest to prioritize individual growth: servant leadership. Try this course for a quick breakdown of what that is, how it works, and how it can lead to organizational success.

Organizational Behavior and Leadership

Ever wonder what makes a great leader? Whether your role requires leadership or not, understanding organizational behavior is useful for your career. This course from GLOBIS Unlimited can set you on your way.

Leadership vs. Management

Leadership and management are different skills, but today’s leaders must have both. Try out this course from GLOBIS Unlimited to understand the difference, as well as when and why each skill is necessary for motivation, communication, and value.

Strategy: Creating Value Inside Your Company

Have you ever wondered why certain companies are more successful than others? The answer is strategy: internal processes that control costs, allocate resources, and create value. This course from GLOBIS Unlimited can give you the tools you need for that strategic edge.

Strategy: Understanding the External Environment

To plan strategy on any level, you need to understand your company's external environment. In fact, your level of understanding can impact hiring, budgeting, marketing, or nearly any other part of the business world. Want to learn how to do all that? This course from GLOBIS Unlimited is the perfect first step!

Using Japanese Values to Thrive in Global Business

Japanese companies have unique cultural, communication, and operational challenges. But they also have values that have led to remarkable longevity. Check out this seminar to hear how these values help earn trust from overseas head offices and develop employees.

Turnaround Leadership: The Differences Between Japan and the West

What's the best way for leaders to communicate a shift in corporate strategy? How do you even know when it's time for such a change? This course explains how Japan might have one answer, Western companies another.

Conflict Management

Conflicts in the workplace are inevitable. But they can lead to positive outcomes if they’re managed well. Check out this online course for a two-step process that can help you manage conflict successfully.

Evernote Founder: How Tech Startups Can Break through in Japan

Can startup models from Hollywood and Silicon Valley succeed anywhere? Phil Libin, cofounder and CEO of startup incubator All Turtles, explains how AI can solve everyday problems to bring products to market.

Women Empowerment: Lessons from Cartier

How can women overcome gender inequality and reach their leadership goals? Cartier Japan CEO June Miyachi shares her secret in this special course from GLOBIS Unlimited.

Marketing: Reaching Your Target

Every company works hard to get its products into the hands of customers. Are you doing everything you can to compete? In this course, you’ll find a winning formula to turn a product idea into real sales. Follow along through the fundamentals of the marketing mix and see how companies successfully bring products to market.

Marketing Mix

Seeing good products into the hands of customers is no easy task. The marketing mix can help. It's a collection of strategies and tactics companies utilize to get customers to purchase their products or services, and is an essential part of the overall marketing process.

The Principles of Negotiation

With the proper skills and attitude, anyone can become a successful negotiator.  But first, you'll need to learn the basics to prepare for, assess, and respond to offers for the best results. GLOBIS Unlimited can help.

Negotiation: Creating Value

Want to create more shared value between yourself and your negotiation opponent? Discover how cognitive bias affects the judgment of others. Try this course from GLOBIS Unlimited to master the value of negotiation.

Finding Your Life Purpose with Ikigai

Ikigai can guide you in your quest for self-discovery. Listen to Japanese brain scientist Ken Mogi explain why and how.

Maslow’s Hierarchy of Needs

Want to leverage Maslow's Hierarchy of Needs as a leader? Try this short course to see how the theory can be applied in practical work scenarios.

Confirmation Bias

We all subconsciously collect information that reinforces our preconceptions. It's natural . . . but it does lead to a kind of flawed decision-making called confirmation bias. To become more objective and impartial, check out this course from GLOBIS Unlimited!

An Investor's Lesson to Entrepreneurs

Entrepreneurs have the power to transform societies for the better. But how do you attract investors to start or grow a business? Or to sell one? Check out this seminar for the answers to these and more, straight from a master venture capitalist!

Managerial Accounting

Managerial accounting is a powerful way to measure progress, identify problems, and meet your goals. Check out this course to learn how data-backed decisions can help you run your business.

Finance Basics: 1

For a healthy mix of quantitative planning, evaluation, and management, you need solid decision-making. And finance is the secret sauce! Get the essentials of finance in this two-part course from GLOBIS Unlimited.

Basic Accounting: Financial Analysis

Want to compare your performance vs. a competitor? Or evaluate a potential vendor? Then you'll need to conduct a financial analysis. This course will teach you how to use three financial statements and evaluate financial performance in terms of profitability, efficiency, soundness, growth, and overall strength.

Career Anchors

What drives you to be good at your job?

Career anchors are based on your values, desires, motivations, and abilities. They are the immovable parts of your professional self-image that guide you throughout your career journey.

Try this short GLOBIS Unlimited course to identify which of the eight career anchors is yours!

Digital Marketing Psychology to Transform Your Business

How does digital marketing really differ from traditional marketing? How is social media changing things really? And what's going on in Asia?

Pyramid Structure

Having the pyramid structure in your communication toolkit can not only help you approach a problem, but convince others that your solution is valid. Break away from linear thinking and test your logical thinking with this course from GLOBIS Unlimited!

Leadership with Passion through Kokorozashi

The key ingredient to success? Passion.

Finding your kokorozashi will unify your passions and skills to create positive change in society. This GLOBIS Unlimited course will help you develop the values and lifelong goals you need to become a strong, passion-driven leader.

AI First Companies – Implementation and Impact

AI is changing the way companies operate. How do you structure teams to increase efficiency?

Technovate in the Era of Industry 4.0

Is Industry 4.0 is the next step of human evolution human civilization? Dr. Jorge Calvo seems to think so. Join him to learn how the past can help you set goals for an exciting future of digital innovation.

Technovate Thinking

Business leaders of tomorrow need to harness the power of technology and innovation. That means understanding algorithms and how they drive business results. Discover opportunities to make technology work for your competitive edge.

Product Life Cycle

Every product takes a natural course through the market—there's a how, when, and why customers adopt products at different stages. Check out this course from GLOBIS Unlimited to find out how a product you use every day is part of this cycle.

Logic Tree

Logical thinking is the most valuable asset any business professional can have. That's why logic trees are such a valuable tool—they can help you identify a problem, break it down, and build it back up to a solution.

MECE Principle

Using the MECE principle can help ensure you categorize without gaps or overlaps. Check out this course from GLOBIS Unlimited for a practical demonstration of how it works!

With a diverse network and lofty mission to keep kids in low-income areas school, Teach For America has come a long way. Today, it’s become a global movement, expanding to Teach For All and embracing a greater purpose to “develop collective leadership to ensure all children have the opportunity to fulfill their potential.”

But remaining true to this business strategy was no easy task.

Cofounder and CEO Wendy Kopp shares key lessons, from team management to business model and strategy. The greatest challenge facing social entrepreneurs? Impact measurement and embracing the conviction that no problem is too big to solve.

Next Article

Teach For Japan: Follow Your Passion as a Social Entrepreneur

Leaders and entrepreneurs need passion to make an impact. Teach for Japan founder Yusuke “Ed” Matsuda talks about how that impact can save lives.

How Promoting the Invisible Heart Will Bring the Investment Impact Revolution

Businesses were originally driven by profit alone. Then came the risk-return model. Now a new model is emerging to transform business for the future.
Hands reach up against a sunset with a globe of human icons linked to external points across the sky


What challenges of social entrepreneurship did you face early on?

Wendy Kopp:

I think the major challenge was the fact that there were so many challenges all hitting us at the same time.  First, this is just a very challenging undertaking programmatically. The challenge of inspiring not just any college graduate, but the people who are ready and able to make a real difference for kids, to decide to do this, and to make this choice.

Then, to figure out how to train and support them so that they don’t just survive their first and second years of teaching, but succeed with their kids and learn the lessons that come from success, rather than the lessons that come from failure. That way, they leave more committed (and not more disillusioned) about the possibility of affecting long-term change. So there were huge programmatic challenges and huge management challenges.

I was twenty-one when I started off on this Teach For America journey. Within a year, we had something like sixty staff members in six or seven offices, and I had no idea what I was doing. And I didn’t want to worry about that, either. I didn’t want to spend any energy on matters of management and organization—and that really came back to haunt us. Maybe the most existential of the challenges was just financial. We just really did not have the resources to do what we said we were going to do.

I would spend every waking moment just trying to figure out how to get into doors of people who could solve that problem, whether by donating funds as companies, foundations, or individuals.

It’s a combination of all those things, and then also the politics of education. We quickly built many allies in the communities where we were working, but at the same time, what we’re doing kind of runs up against traditional paradigms around how teachers are prepared, supported, and licensed, and that generated its own set of challenges. So it was all those things confronting a very inexperienced team.

We spent a decade [on] near-death experiences, trying to figure out how to climb all these learning curves and how to stay afloat, given the lack of financial resources.

What gave you the motivation to preserve?


There were aspects of what we were doing that I just had total conviction about.

Most people didn’t believe initially that college students would do this. They thought this was a great idea. We were getting lots of positive feedback: “This is brilliant!” They just thought college students would never do it. And that was where I had reason to be confident. I had a lot of conviction that this was going to work.

At the same time, I was surrounded by people who were helping to keep me going. I think the people on our team and the few people who were drawn to this—their support kept me going.

Finally, I think just a deep sense of responsibility. I mean, you know, as I got further and further in, it became harder and harder to kind of get out of it. I didn’t really see a choice but to persevere.

What are your feelings on systemic change?


That’s such a good question. I guess I’m of two minds. For one, I really do think we should all be thinking deeply at every juncture around our theory of change because there are limited resources in the world, and we should be putting those limited resources towards the things that have potential to have the biggest impact.

If we’re not thinking about not only how to put Band-Aids on the current problem, but how to actually solve the big underlying causes of the problem, then I think we should all be thinking very critically about what’s the most powerful way to get to the underlying causes. I think that way of thinking is really important at the same time. I think we need to have an appreciation of the entrepreneurial journey.

I read a book several years ago called Little Bets. And in fact, the author sent it to me and said, “I know this doesn’t describe your journey, but it describes every other entrepreneur’s journey I’ve ever met.” And he tells the stories in this book about Steve Jobs and truly the “great entrepreneurs” and how they would start something, but then their real contribution was many evolutions later, right? It was like “little bets”—they’d start something, but then they’d just keep learning. The entrepreneurial journey is about constantly learning and getting to the “higher thing.”

So, I’m reading this book. And he had said, “This doesn’t describe your journey because you had the ‘big idea’ from minute one.” But as I read the book, I thought, “This describes our journey, too, 100%.” Because I had a notion and an idea that that was going to have a long-term impact.

How it was going to do that, I think, I couldn’t have quite understood. I mean, I learned so much through this journey about the actual nature of the problem, about the reason that this idea that we had was having an impact over time.

I think we need to all operate with an appreciation for that. I’ve met so many incredible social entrepreneurs who start with a theory of change that I might not think is going to fully change the world. Who, ten years later, I’m realizing, “Wow, those folks are making a massive difference!” Not because of what their original theory of change was, but because of how they had learned. It evolved over time.

Relationships are so foundational to life and success and also provide growth opportunities for everyone in that picture.

How do you overcome conflict with an organization?


I think we need to embrace the challenge and what we can learn about ourselves, how to better work with others, and how to be stronger and more inclusive leaders. That can all sound really great, but it’s also really challenging to get through some of these things.

Ultimately, I do think we need to be clear about our vision and purpose, and these organizations don’t have to be for everyone. People really need to ask themselves what their values, purpose, and highest contribution can be. Sometimes that’ll be working together in one pursuit, and sometimes it may require people going in different directions.

I’ve found that coaching is invaluable, by the way. I discovered a relationship coach a few years ago who has worked with some of the most incredible entrepreneurs in the world—Steve Jobs being one of them—in the very challenging relationships within their organizations. I’ve personally learned so much from her about the kind of self-awareness that it takes to really work constructively with folks who may have divergent approaches and ways of thinking.

Next Article

How to Create a Culture of Coaching

While the traditional top-down business model may have worked in the past, Michael Shell argues that a culture of coaching is the way forward.

Life and Business Coaching in the Age of Uncertainty

As coaches, we need to be mindful of our role. We can share our impressions of what is being said, but we never tell the client what he or she needs to do.
A woman and man sit in silhouette gesturing as they coach each other

What was the coaching process like for you?


I would say some of the work of this coach didn’t necessarily solve the issues. Again, some people just need to go different ways. But it did lead me to understand a lot about myself. It definitely caused an evolution in the way I think and operate. One of the biggest dimensions of that evolution was a value around the importance of consensus.

Maybe it was because, in the early years of Teach For America, I had internalized this idea that alignment is so important: “We need to all be aligned in pursuit of the same mission, with the same priorities and the same values!” I had built a consensus-oriented organization, which would prioritize arriving at consensus over speed. It seemed to me like the most inclusive way of operating possible, so we would step back to figure out what’s the strategic plan and engage in a yearlong process that involved hundreds of people and considered everything to the nth degree.

I never even considered a different way of operating. It felt like anything else wouldn’t be inclusive to all of the different ways of thinking. But I’ve really evolved my thinking and approach on this to think, “Actually, consensus isn’t important, necessarily.” Like, we need to make sure that it’s clear who needs to make what decision and fully consider all the different divergent points of view. And then empower the folks closest to the issue—whether it’s me in some case or someone else on our team in other cases—to make the best possible decision in their judgment.

And then, ultimately, people make their own choices about whether they want to be part of an effort or not. What I’ve seen is that people feel more included when they aren’t forced into consensus because you never have true, full alignment. It’s better to kind of embrace the reality of divergent points of view and be clear that we’re making this choice for X reason. We know there are different views, but in pursuit of speed and entrepreneurialism, and in fact embracing the diversity of our views, we’re going to progress in this other way.

What is your advice regarding social impact measurement?


The reason I’m a little bit hesitant as I answer this question is that I have seen so many unintended consequences come from choices around measuring impact. And I’ve come to realize that almost any single measure will certainly have unintended consequences.

I do believe it’s important to measure and look at data and all of that, but I think what’s most important is to try to figure out how to not lead people to get so obsessed with those metrics that they lose sight of the spirit and intended impact. I think we need to try to keep all of that in balance, and it’s led me to think about parts of the Teach For America journey. For example, we went down a path of investing so many millions of dollars, hours, and energy on measuring impact. And in retrospect, if we had spent all that energy on building culture and building strategic clarity about what we were all trying to accomplish, I think we would’ve accelerated impact more. So I think we just need a real balance.

I think the donors who have these requirements around measurement and such also ideally will have the experiences that lead them to understand how challenging it is to get that balance between strategic clarity, clear purpose, intended outcomes, and values with that kind of measurement system. So they’re not forcing us into things that lead us away from what we’re all trying to accomplish.

What are some unintended consequences you’ve seen from impact investment?


One specific example that pops to mind—I think it was about our tenth year, and we realized that we had developed such a machine around fundraising and that we were . . . much less rigorous on our programmatic side. And our assessment was that it’s so easy to measure fundraising. So, we had all these regional offices raising money, and we could just keep running the reports about which office was doing the best and what they were doing differently. It was a total machine that was so beautiful.

So we thought, “Okay, let’s create that on the programmatic side.” And we put together a task force of our most thoughtful people. They ended up spending a few months developing this new system. We decided that we wanted all our teachers to move their kids forward a year and a half’s worth of progress in a years’ time. From everything that that task force learned, our most successful teachers were already doing that. And so, we thought we should try to support all of them to do be able to do that.

Three years later, you walk around classrooms, thousands of them, and almost every classroom you would go to, you would realize that these teachers were driving at 1.5 years of progress. You’d go into an eleventh-grade classroom where the kids are coming in reading at a seventh-grade level. And this teacher is trying to move their kids one and a half years forward. They’re going to graduate from high school a year later, and the big goal is to get them to the eighth-grade reading level. And you would ask them, “Now, why’d you set this goal of 1.5?”

And they would say, “Well, that’s what Teach For America told me to do.”

No, no, no. That’s the aggregate measure of progress. On average, we want our teachers to move their kids forward one and a half years of progress, but you should be asking yourself, given where your kids are, given what’s in front of them, what are you working on with your kids? Don’t just mindlessly set 1.5. It led to this mindlessness, and it was a pervasive situation. That’s one example, but I cannot tell you how many times I’ve seen things like that happen.

The other thing I would just say is, this work of ours across the Teach For All network is such a long-term endeavor. And you know, there are many donors who cannot fund things that don’t have measurable, scaled impact within three years. Yet in my mind, the most important investments we could make are those that generate local capacity to continuously improve and solve problems over time.

The vast majority of philanthropic resources though, are tied up in foundations that couldn’t fund this stuff, because you can’t point to quantifiable, massive results within three years. So we need to always consider again the actual outcomes that we’re trying to achieve and make sure that our measurement requirements are not creating a lot of unintended outcomes.

Who in the field of social entrepreneurship has inspired you?


First of all, I’m inspired by the social entrepreneurs across the Teach For All network.

I don’t think I ever could have predicted ten years ago that I would have been through such a learning journey with Teach For America. It feels like we’ve learned so much. What I’ve seen over the last decade is other people pursuing the same exact idea in ways that are contextualized to be very different—in both contexts. Like, a very diverse cultural context, and the different strengths of their particular leaders.

And so to see what Shaheen Mistri, who founded Teach For India, is doing, or what Yusuke Matsuda is doing here in Japan, they’ve each really added so much to my initial conception of what was possible and what was important. [They] have, I think, contributed so much to everyone’s impact across the network.

There are just so many different folks whose entrepreneurship inspires me. I’ll mention a couple who I’ve started meeting in the last few years, whose core belief is that parents need to drive the revolution. That actually fostering the leadership of parents in the lowest income and most marginalized communities so that they are fighting for the rights of their kids and pushing on the system to change as the way to really accelerate progress.

I’ve seen examples of that effort that are truly stunning in their impact in my own country. There are urban areas where the politics of education were in an absolute log jam, despite some of the most visionary political leaders I know. No progress was being made, but the parent initiative to foster parent demand has just totally changed everything: public perception, the way people are voting, and what’s possible for these political leaders to do.

You go from there all the way to India, where Teach For India alumni have built, alongside many others, a movement to educate parents about accessing their rights to a quality education for their kids. That’s already reached millions of kids. That’s just one of many examples. But there are so many important social enterprises that are putting the world on a different trajectory.

What is your advice to become a successful social entrepreneur?


What I’ve learned in the last thirty years of this work is that it is possible to solve these problems that may seem, to many, to be very intractable. I think many people view the fact that there are these incredible disparities in the opportunities facing kids, is that it’s just kind of the way it is. What I’ve learned is that we could actually solve this. We could solve it in all our lifetimes.

The only question is whether enough talented and committed people will decide to channel their energy against that issue. And I remember hearing Mohammad Yunus, when he won the Nobel peace prize. His speech was about how he’s learned that poverty is a solvable problem. It was so striking to me because I thought, “Huh, I’ve learned that educational inequity is a solvable problem.” So as all of the folks out there are contemplating what to do with their time and energy, I hope you’ll recognize that the world’s inequities really are solvable, and try to figure out where you can put your strengths to bear.

Make a meaningful difference to ensuring that we grow our collective welfare in the course of our lifetimes.

Get monthly Insights

Sign up for our newsletter! Privacy Policy