Alex Budak
Author of Becoming a Changemaker.
What did he she study?
Is a UC Berkeley faculty member and holds a triple appointment at the Haas School of Business, School of Public Health, and College of Natural Resources. In 2012, he co-founded fundraising platform StartSomeGood, which has raised more than $12 million to launch and scale new initiatives in more than 50 countries.
One concept/idea
“Anyone can be a changemaker”
He argues that anyone can become a changemaker, even without a formal leadership position. His key idea is that effective change requires critical thinking, communication and collaboration, combined with qualities such as adaptability and courage.
Why is it interesting for a company ?
For companies, this means giving employees autonomy and encouraging them to question existing practices and take initiative. However, this approach works best in organizations that provide psychological safety, autonomy and resources for employees to act
What did he identify? What is his main result?
Budak shades the light on the concept of having a great idea is one thing, but actually bringing it to life is what matters.
His core belief is that real changemakers need more than just vision, they need the right mindset and practical, real-world skills. His Berkeley course breaks this down into three simple stages: Mindset → Leadership → Action, helping students drive positive impact for individuals, organizations, and society.
Since launching in 2019 at Haas, it’s quickly become a top elective, a clear sign that students are eager for this hands-on approach to leadership.
Managerial implication?
For managers, the implication is to encourage employees to act as changemakers.
Managers should:
• Give employees autonomy.
• Encourage employees to question existing processes.
• Reward initiative and constructive ideas.
• Develop communication and collaboration skills.
• Accept a degree of experimentation and failure.
• Give employees opportunities to lead projects.
This leads to a more distributed form of leadership, where leadership is shared across the organization.
Boundary condition?
The Limits of "Leading Without Authority"
The Limit: Budak emphasizes influencing peers through trust and connection rather than titles. However, when resource allocation, budget approval, or cross-departmental trade-offs are required, formal authority is still necessary.
-The Risk: Employees attempting to drive change purely through informal influence can hit organizational walls, leading to initiative fatigue, frustration, and burnout.
Sywar, Melanie, Luca & Léa
Author of Becoming a Changemaker.
What did he she study?
Is a UC Berkeley faculty member and holds a triple appointment at the Haas School of Business, School of Public Health, and College of Natural Resources. In 2012, he co-founded fundraising platform StartSomeGood, which has raised more than $12 million to launch and scale new initiatives in more than 50 countries.
One concept/idea
“Anyone can be a changemaker”
He argues that anyone can become a changemaker, even without a formal leadership position. His key idea is that effective change requires critical thinking, communication and collaboration, combined with qualities such as adaptability and courage.
Why is it interesting for a company ?
For companies, this means giving employees autonomy and encouraging them to question existing practices and take initiative. However, this approach works best in organizations that provide psychological safety, autonomy and resources for employees to act
What did he identify? What is his main result?
Budak shades the light on the concept of having a great idea is one thing, but actually bringing it to life is what matters.
His core belief is that real changemakers need more than just vision, they need the right mindset and practical, real-world skills. His Berkeley course breaks this down into three simple stages: Mindset → Leadership → Action, helping students drive positive impact for individuals, organizations, and society.
Since launching in 2019 at Haas, it’s quickly become a top elective, a clear sign that students are eager for this hands-on approach to leadership.
Managerial implication?
For managers, the implication is to encourage employees to act as changemakers.
Managers should:
• Give employees autonomy.
• Encourage employees to question existing processes.
• Reward initiative and constructive ideas.
• Develop communication and collaboration skills.
• Accept a degree of experimentation and failure.
• Give employees opportunities to lead projects.
This leads to a more distributed form of leadership, where leadership is shared across the organization.
Boundary condition?
The Limits of "Leading Without Authority"
The Limit: Budak emphasizes influencing peers through trust and connection rather than titles. However, when resource allocation, budget approval, or cross-departmental trade-offs are required, formal authority is still necessary.
-The Risk: Employees attempting to drive change purely through informal influence can hit organizational walls, leading to initiative fatigue, frustration, and burnout.
Sywar, Melanie, Luca & Léa