Selection Criteria

What characterizes a leading social entrepreneur? How does Ashoka decide which candidates to pursue? What factors influence the selection process?

Ashoka's selection process is anchored by our five criteria against which all Fellow candidates are evaluated:

A New Idea - The Knockout Test

Ashoka candidates must be “possessed” by a new idea—a new solution or approach to a social problem—that will change the pattern in a field, be it human rights, the environment, education, or any other. We evaluate the idea historically and against its contemporaries in the field, looking for innovation and systems change.


Successful social entrepreneurs must be creative, both as goal-setting visionaries and as problem solvers capable of engineering their vision into reality. Creativity is not a quality that suddenly appears - it is almost always apparent from youth onward. Among the questions we might ask: Does this individual have a vision of how he or she can meet some human need better than it has been met before? Does the candidate have a history of creating other new ideas?

Entrepreneurial Quality

Perhaps our most important criterion - entrepreneurial quality - is the defining characteristic of first class entrepreneurs. It defines leaders who see opportunities for change and innovation and devote themselves entirely to making that change happen. These leaders often have little interest in anything beyond their mission, and they are willing to spend the next ten to fifteen years making a historical development take place. This total absorption is critical to transforming a new idea into reality and, it is for this reason, that Ashoka insists candidates commit themselves full-time to their business during the launch phase.

Social Impact of the Idea

This criterion focuses on the systems change of the candidate's idea, not the candidate. Ashoka is only interested in ideas that it believes will change the field significantly and that will trigger nationwide impact or, for smaller countries, broader regional change. For example, Ashoka will not support the launch of a new school or clinic unless it is part of a broader strategy to reform the education or health system at the national level and beyond.

Ethical Fibre

Social entrepreneurs introducing major structural change to society have to ask a lot of people to change how they do things. If the entrepreneur is not trusted, the likelihood of success is significantly reduced. Ashoka asks every participant in the selection process to evaluate candidates for these qualities rigorously. To do so often requires one to resort to instinct and gut feelings, not just rational analysis. The essential question is: "Do you trust this person absolutely?" If there is any doubt, a candidate will not pass.


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