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Ted London
Senior Research Fellow
Director, Base of the Pyramid Initiative
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Office
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724 East University Ave.,
Wyly Hall, 1st Floor
Ann Arbor, MI 48109
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phone
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+1 734.936.6996
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fax
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+1.734.763.5850
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email
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Ted London is a leading expert on the role and impact of market-based strategies on poverty alleviation. He is a Senior Research Fellow at the William Davidson Institute (WDI) and on the faculty at the University of Michigan’s Ross School of Business. At WDI, he directs the Base of the Pyramid (BoP) Initiative, a program that champions innovative ways of thinking about more inclusive forms of capitalism. In leading this effort, Professor London generates groundbreaking research and actionable recommendations that explore the unique principals, insights, and implications of the BoP perspective on poverty alleviation.
Other Academic Appointments
Faculty, Business Administration, Michigan Ross School of Business
Research and Teaching Interests
Professor London’s research interests center on enterprise strategies in low income markets, assessment of poverty alleviation impacts, and capability development for cross-sector collaborations. His most recent work involves developing the BoP Impact Assessment Framework. Field tested in India and Mexico, this framework is used to track, evaluate and enhance the poverty alleviation outcomes of existing and new market-based ventures. His research, which emphasizes creating new knowledge that has immediate practical applications, has been published in leading scholarly and practitioner journals.
Prior to coming to the University of Michigan, Professor London was on the faculty at the University of North Carolina, where he was also Director of the Base of the Pyramid Learning Lab. He teaches and lectures in the areas of strategic management, international business and poverty alleviation, and cross-sector partnerships. He has also consulted or served as a management educator or advisor for a variety of organizations including Altria, CARE, CEMEX, Coca-Cola, the Department for International Development (DFID), DuPont, Hewlett-Packard, the International Finance Corporation (IFC), Scojo Vision, Unilever, the United Nations Development Programme (UNDP), the U.S. Agency for International Development (USAID) and the US-Asia Environmental Partnership.
Prior to pursuing his Ph.D. at the University of North Carolina, Professor London worked for more than a decade in senior management positions in the private, non-profit, and development sectors in Asia, Africa, and the U.S. Much of this work targeted the intersection of business strategy and poverty alleviation. In addition to his Ph.D., he has an MBA from the Peter Drucker School of Management at Claremont Graduate University and a Bachelor’s degree in mechanical engineering from Lehigh University.
Representative Publications
1. London, T. 2007. A base-of-the-pyramid perspective on poverty alleviation, William Davidson Institute: Working Paper.
2. London, T. 2007. Improving the lives of the poor? Assessing the impacts of a base-of-the-pyramid perspective, William Davidson Institute: Working Paper.
3. Milstein, M. B., London, T. & Hart, S. L. 2007 (forthcoming). Revolutionary routines: Capturing the opportunity
for creating a more inclusive capitalism. Handbook of Transformative Cooperation. Stanford University Press
4. London, T., Rondinelli, D. A., & O’Neill, H. 2005. Strange bedfellows: Alliances between corporations and nonprofits. In Shenkar, O. & J. Reuer (Eds.), Handbook of Strategic Alliances. Thousand Oaks, CA: Sage
Publication, pp. 353-366.
5. Hart, S. L. & London, T. 2005. Developing native capability: What multinational corporations can learn from the base of the pyramid. Stanford Social Innovation Review, 3(2): 28-33.
6. London, T. & Hart, S. L. 2004. Reinventing strategies for emerging markets: Beyond the transnational model. Journal of International Business Studies, 35(5): 350-370.
7. London, T., & Rondinelli, D. A. 2003. Partnerships for learning: Managing tensions in nonprofit organizations' alliances with corporations. Stanford Social Innovation Review, 1(3): 28- 35.
8. Rondinelli, D. A., & London, T. 2003. How corporations and environmental groups cooperate: Assessing cross-sector alliances and collaborations. Academy of Management Executive, 17(1): 61-76.
9. Rondinelli, D. A., & London, T. 2002. Stakeholder and corporate responsibilities in cross-sectoral environmental collaborations: Building value, legitimacy and trust. In J. Andriof, S. Waddock, B. Husted & S. Rahman (Eds.), Unfolding Stakeholder Thinking. Sheffield, UK: Greenleaf Publishing, p. 201-215.
In the News
April 17, 2008
Ted London, director of WDI’s Base of the Pyramid research initiative, and U-M graduate student Molly Christiansen have won top honors in a prestigious international case writing competition. London and Christiansen, who will receive master’s degrees in business and public health later this month, took first place in the 2008 oikos Sustainability Case Writing Competition. Their case, “Scojo Foundation: A vision for growth at the Base of the Pyramid,” beat out a field of 26 competitors from Asia, Australia, Europe and North America.
February 22, 2008
Ted London, WDI Senior Research Fellow and Director of the Institute’s BoP Research Initiative, is mentioned in a blog on the NextBillion.net website hosted by the World Resources Institute. The post, by Derek Newberry, is about whether corporations will use a powerful PR machine to claim great work at the base of the pyramid without really achieving any results. Newberry cites London’s pathbreaking work on measuring impact at the BoP.
September 21, 2007
Ted London, senior research fellow and director of WDI’s Base of the Pyramid research initiative, will be the featured speaker Monday at the Erb Colloquium. It begins at noon in Room 2024, Dana Building. Pizza will be served. The title of London’s talk is, “The Base of the Pyramid Perspective: A New Approach to Business Strategy and Poverty Alleviation.”
September 11, 2007
The Base of the Pyramid conference ended Tuesday with an insightful discussion on capabilities, more networking and concurrent sessions, and a pledge to keep the discussion going well into the future.
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