How Business Can Drive Solutions to Social Problems | Carlos Rodríguez-Pastor | TED

61,855 views

2023-10-06 ・ TED


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How Business Can Drive Solutions to Social Problems | Carlos Rodríguez-Pastor | TED

61,855 views ・ 2023-10-06

TED


Please double-click on the English subtitles below to play the video.

00:03
Corey Hajim: I'm so excited to be here today with Carlos.
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He's a leader I really admire,
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because he uses his business acumen to take on big challenges,
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and he's done so in his home country of Peru and beyond.
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He has built a group of affordable schools called Innova,
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and they serve about 65,000 students.
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He also has a chain of maternity health-care clinics,
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he's taken on infrastructure projects and public-private partnerships,
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among other things.
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Now I have to tell you,
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it's taken me a couple of years to convince Carlos to come speak with us
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here at TED.
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He's not really a spotlight guy.
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You're more likely to find him doing deep research,
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"Undercover Boss" style,
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than talking about his work in the glossy pages of business magazines.
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Not that he doesn't deserve to be there -- he really does.
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And so we're so lucky to have him here with us today
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to tell us more about what he’s done, how he’s done it
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and what we can learn from it.
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So thanks for being here, Carlos.
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Carlos Rodriguez-Pastor: Thanks, Corey, glad to be here.
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(Applause)
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CH: Let's start with education. What was the problem you saw there?
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CRP: So let me just put it in context and tell you a little bit about Peru.
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Peru is a middle-income country.
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It's right in the middle of South America, on the Pacific Coast.
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And from 1990 to 2017,
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we grew our economy close to five percent,
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so it's one of the fastest-growing economies in the world,
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and certainly the fastest in South America.
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At the same time,
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the poverty rate came down from 55 percent to 25 percent.
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So we were feeling pretty good
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about all the things that were going on in Peru,
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and it seemed like there was a possibility that eventually,
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25 years from now,
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we could become a developed country.
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But there are a lot of hurdles along the way
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that we have to overcome in order to get there.
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And some of them include the basic things that happen in most developing countries,
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like education, health care, infrastructure.
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Now during the same time, I remember, in about 2007,
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they did an assessment of all the public school teachers,
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and the results were not very encouraging.
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A very small percentage passed basic math, basic reading comprehension.
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And in the year 2000,
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we were ranked last in the PISA rankings,
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which are these rankings for 15-year-old kids
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in various countries.
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And 12 years later, we were also dead last.
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So despite all this growth,
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we had a real issue, to improve our education system.
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And so we decided to get involved,
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to understand what was going on,
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because it was obvious that we could not become a developed country
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without having world-class education and health care.
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CH: And you said that the public schools were in rough shape.
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We wanted to share a photo of the state of the public schools.
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And you were saying it's not just the way it looks,
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it was what was going on inside.
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CRP: So this is a typical public school we saw when we started our research.
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You can see it kind of looks dark outside,
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but what's worse is what's going on inside.
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Kids aren't learning.
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Low attendance, low engagement and poor quality.
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And as a result of these public schools,
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a lot of small, informal private schools started popping up all over the country.
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And they were just as bad as some of the public schools.
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And they have catchy names, right?
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(Laughter)
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CRP: And here's another one with a catchy name.
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(Laughter)
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CH: Some of you may have gone there.
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(Laughter)
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CRP: And so when we did our "Undercover Boss" research,
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we went to one of these schools.
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I remember going with a couple of colleagues
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and asking a lot of questions to the person who gave us the tour.
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She didn't believe that we were parents
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with kids looking to go into those schools.
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She was getting suspicious and asked us to please leave,
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because she was the director and also the owner.
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And before we left, we asked her one final question,
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and that is "Why did you decide to do a private school?"
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And her answer surprised us.
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She said, "Because it's more profitable than a Chinese food restaurant."
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Now, sadly, this is the level of commitment
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in a lot of these private schools.
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So we decided it's time to do something about this.
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CH: Not quite the right motivation.
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Education is so complicated,
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so when you started this journey, what were your goals?
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CRP: I didn't know anything about education,
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except from being a student and a consumer of it for many years,
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so the first thing I did -- and this is a true story --
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I watched every TED Talk on education.
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CH: I promise, it's not a plant.
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CRP: And then started reaching out
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to the different people I thought were interesting,
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and were doing wonderful things there.
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I grew up partly in California, I worked on Wall Street,
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so I started looking at my contact list,
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and I remembered an innovation company that, when I grew up in California,
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was always behind a lot of the product innovation.
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So I called them up, IDEO.
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And with them, along with Sal Khan, who we were introduced with,
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and some academics from Berkeley and from Harvard,
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we put together a system to really try to change education in our country.
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So in Peru, we have eight million K-12 kids,
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and our target was about 1.6 million of those kids over time,
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which we call the emerging middle class.
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And what we codesigned
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was a system that had four characteristics.
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The first one, it had to be affordable.
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And by affordable,
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I mean 150 dollars a month for the regular students,
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and for our scholarship students, one dollar a day.
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Second, it had to have academic excellence.
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These are schools that have to move the needle.
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Otherwise, it doesn't really make sense.
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And they're well-designed, they were modern, they were safe.
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Third, we wanted a project that was scalable.
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Not just to build one or two schools,
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but why not aspire to build hundreds of schools,
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and perhaps cross borders and go to other countries.
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And fourth, we thought it was very important
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that the schools be sustainable.
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And "sustainable" is our code word for "profitable."
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CH: So profitability, let's talk a little bit about that.
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Why is that so important?
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Because we talked about the woman and the Chinese restaurant
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and that she didn't seem properly motivated.
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So why, for you, is profitability so important?
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CRP: I think it's very important,
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because that way, we can keep building more schools
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and we can go across borders and keep this project going.
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You know, it's very ambitious for the teachers,
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so I imagine someday, in some neighboring country, you know,
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a mom and dad having a conversation about where to send their kids to school,
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and maybe one of the parents says,
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"What about that school where the Peruvians are teaching?"
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So imagine that,
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going from last in education in the world
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to being the teachers of our region.
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That would do so much to the self-esteem of our country, Peru.
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CH: That goes back to what you said about sustainability:
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profitability, for you, equals sustainability.
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There must be some trade-offs that you're making
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to make these schools reach profitability.
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What are some of those trade-offs?
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CRP: When you start with a fixed price that you can charge,
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you can't do everything.
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So sometimes, our students have to share tablets,
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we don't have swimming pools,
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but we have very nice spaces
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where kids can learn, they can collaborate.
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We use a blended learning model,
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which is solo learning and classroom learning.
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This is an image of one of our schools,
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and the next is an image of our rock-star math teacher,
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in middle school,
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Sal Khan.
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It's a funny story --
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when Sal came to visit us in Peru many years ago,
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when we were just starting out,
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he came to our math lab,
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where we have 60 kids and one monitor,
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looking and helping the kids that need help.
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I was talking to Sal and a couple of other people with him.
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As you know, he never appears in his videos,
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it's just his voice.
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And one of the young kids said, "Hey, that sounds like Sal Khan.
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Is that Sal?"
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And before you knew it, word got around,
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and a huge line of kids asking Sal for his autograph.
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You know, their math teacher.
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(Applause)
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CH: It’s a really wonderful story, a nice rock star to have stop by.
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So let’s shift gears a little towards healthcare.
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What did you want to do there, and what have you done in that space?
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CRP: Healthcare was as broken as the education system.
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Maybe the slight difference is in education,
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you have to have a real sense of urgency --
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otherwise, you miss the entire generation.
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And in healthcare,
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we are fairly lucky that we still have a young population,
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so perhaps we have a little more time to go through this.
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But, you know, our healthcare system is universal healthcare.
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Eight million informal workers have that from the government,
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and then four million pay a tax of the formal economy,
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that's slightly better,
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but this is a typical picture.
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You make a long line.
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Sometimes, it's hours.
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There’s a lot of informal ... just like the private schools,
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and they'll offer two-for-one medical procedures ...
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CH: Bring a friend?
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CRP: Exactly. It’s not good quality.
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So again, we teamed up with IDEO
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and a lot of different institutions
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to design something for the emerging middle class.
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The first call in Peru is pharmacies.
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So if you're sick, you go to the pharmacy first,
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because you'd waste a whole day,
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and you really can't afford to leave work for a day.
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So right around the time we started Innova,
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we got involved in buying a small chain of pharmacies
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that today has 2,300 locations throughout the entire country,
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including the most remote areas you can imagine, in the Amazon,
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where you have to go in canoes and ships to get there.
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And as an extension of that,
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we also developed a clinic called Aviva,
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where we give good quality,
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about 40 to 60 beds in each one of our clinics,
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and we're focusing on the most important part of life,
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which is birth.
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This particular clinic in Lima
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had the most births of the entire country last year.
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And so now, we have an alternative
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to give good health care to the emerging middle class.
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CH: Now another thing you've dipped your toe into,
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in pretty big ways --
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infrastructure, and that's a whole different kind of project.
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And you did it through a public-private partnership.
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Can you talk a little bit about how that came about
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and how it worked?
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CRP: So years ago, I remember going to Arequipa,
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which is the second-largest city in Peru,
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with my father and my grandfather.
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And in that visit,
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hearing about a bridge that was going to be built.
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Years later, I went back,
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and I heard about the bridge again.
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And it turns out that this bridge has been on the planning board
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for over 50 years,
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and it never got done.
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It was because this party was in power, whatever the reason,
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it just didn't get done.
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So a few years ago,
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the government came up with a very clever plan.
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It's called "Projects for Taxes."
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And what that does
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is it allows companies to use up to 30 percent
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of the taxes they pay --
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instead of paying it to the central government,
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to use it for projects that the community needs.
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They have to be pre-approved ... by the government,
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but then you kind of do it yourself.
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So we teamed up with the largest beer company in Peru
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and one of the large mining companies, and together,
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we put 100 million dollars of the taxes
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we would have paid to the central government,
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and we built this bridge,
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which connects one side of the city to the other.
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It was done on time
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and on budget.
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No corruption, no drama,
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the bridge is still standing.
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(Laughter)
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And now, you know,
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thousands of people every single day use this bridge
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and, as a result, improve the quality of their life.
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This is a very good example
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of how private-public partnerships can work.
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And what we've done in our group
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is we've set a goal to have an iconic project,
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like that bridge you just saw,
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in every one of the 25 states across Peru.
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So far, we've completed five, in five different states,
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so we have 20 to go,
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but we're excited about that.
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CH: When I read about that,
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I thought that was such an interesting project
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and an interesting partnership.
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So a lot of the businesses you've started and your projects
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are focused on the middle class.
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So why are you so focused
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on that particular segment of the population?
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CRP: The middle class, for the last couple of decades,
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has been the fastest-growing segment of the country.
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It was, in a way, low-hanging fruit.
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A lot of services were unmet,
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and so we tried to develop answers for those.
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And it was also a way to scale fast,
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because a lot of the emerging middle class is in urban settings.
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So you can actually go from zero to relevance
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relatively fast.
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What we're working on now is what we call the next frontier,
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which is rural Peru,
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which is still a big part of the population,
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and all the cities in our country that have 20,000 or less people.
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But really, the reason we got involved in areas like education and healthcare
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is that the government wasn't delivering.
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If you're familiar with Peru, and you know what's been going on,
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we've had six presidents in six years.
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Now the last president before the current one
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had so many cabinet changes that on average,
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every five days, we'd have a new cabinet minister.
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So ask yourself, if you're running an organization ...
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You can't get even through the weekend.
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15:12
Maybe Monday, he's here, Friday, they're gone.
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15:15
So it's very hard to get things accomplished
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from the government side.
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So what should we do?
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Should we wait for that Batman president to show up?
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Or should we get involved?
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And I have to admit that for many years,
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I would attend conferences and would do what a lot of people do,
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the golf clap,
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and then go back to your work,
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15:39
and say, "I'd like to help, but ..."
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And then the next year, another golf clap,
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15:44
and, kind of, the same thing.
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But we really believe
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that the private sector has a very important role.
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It's 80 percent of the economy in our country.
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And we can really push the leaders along
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to take on the most difficult, most challenging problems in the country.
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Because education takes 20, 25 years or more to solve.
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A political term may be only four or five years.
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16:12
So I think we have more staying power.
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And we don't pretend to run the whole education system
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16:19
or to educate the eight million kids that go to schools.
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16:24
But if we do our job correctly,
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16:26
maybe we can put it up at the top of the agenda,
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maybe we can show how it can be done.
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16:33
We can continue to partner with the government,
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16:35
and together, as a result, make a better country.
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16:39
CH: I mean, a lot of the things you've done,
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you've stepped in where government has fallen short.
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Do you feel like you're letting them off the hook, though?
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16:47
Or do you feel they're responding to this?
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CRP: I would say it's the opposite.
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We're putting pressure to get these things resolved.
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16:55
I believe that, by showing what can be done,
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17:01
perhaps we can inspire them to work together,
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17:04
not just with us, but with all the other fine companies that we have in our country
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17:08
that do world-class things.
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17:11
But we can't just fold our hands and wait,
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17:14
in the hope that a savior someday comes and helps us.
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17:18
And I think that's what's behind all these projects.
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17:23
CH: There was one more picture you wanted me to share with the audience,
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17:27
of the protests in Peru.
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Why did you want me to share this with them?
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17:31
CRP: This is a horrible picture.
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2002
17:33
It's horrible for a number of reasons --
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17:35
it hurts our tourism, and the image of the country, etc.
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17:39
But what makes me really sad about this picture --
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17:41
and this happened not too long ago, a few weeks ago --
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17:44
is it's Peruvians against Peruvians.
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17:48
And I think we both want the same things.
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17:51
We want a better life, we want opportunity.
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17:54
We want the ability to reach our dreams
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17:56
and go as far as we can go.
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17:58
And when I see this, I wonder,
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18:03
is this just Peru?
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Or can this happen in other communities?
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18:09
And how can we stop this from happening?
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18:12
So I have some suggestions.
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18:15
The first one is find out what are the most difficult challenges
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18:19
in your community and your country,
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18:22
and try to understand them.
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18:24
Get involved.
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18:25
Put a sense of urgency, raise your hand.
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18:28
Not some day.
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18:30
Make "some day" today.
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18:33
Second is
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18:34
seek out help.
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18:36
Most likely, the problems have been solved somewhere else.
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18:40
And you can add to that and continue to build.
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18:44
And the last thing
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18:47
is have a mindset where you're trying to make the pie bigger.
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18:52
And even if you come from the private sector, I guarantee you,
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18:55
if you focus on making the pie bigger for your country,
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18:59
you'll do well yourself.
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19:00
Our objective is to make Peru
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the best place to raise a family in Latin America.
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19:06
Our long-term objective is to push Peru to become a developed country.
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19:12
And that's really hard.
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19:13
And then, it comes to execution.
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19:16
And this is where we lose a lot of that impetus,
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19:19
a lot of that "let's get it done," because it's hard.
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19:24
And what we found out is that, when you have a big challenge,
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19:28
many times, you'll say "yes, but."
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19:31
And that "but" is followed by lots and lots of excuses.
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19:36
In Spanish, it's "sí, pero."
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19:39
"Pero" is the "but."
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19:41
So we decided to make it a little easier.
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19:44
And why not change that "o" to a "u,"
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19:48
and wake up every morning, and say "sí, Perú."
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19:51
(Laughter)
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(Applause)
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19:58
CH: Well, I think you can see why I admire this guy. (Laughs)
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20:03
Thank you so much, Carlos, for all that you've shared with us.
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20:06
I think we all have a lot of work to do, so thank you.
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CRP: Thank you, Corey.
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(Applause)
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(Cheers and applause)
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