Leadership
Leading Together for Systems Change
Social change requires a deep understanding of how people and systems interact, and of how to tap into the powerful effects of people leading together.
Social change requires a deep understanding of how people and systems interact, and of how to tap into the powerful effects of people leading together.
How do innovations move from the edges to the core of what an organization does? For maximum impact, innovations must cease to be innovative and become institutionalized and normalized.
The strategic alignment between business and corporate foundations, impact funds, and accelerators shows enormous potential for achieving social impact. But they can align in different ways, each with its strengths and weaknesses. A feature story in the Summer 2020 issue.
New research explores why the anger that energizes social movements dissuades sympathizers within companies from taking action. A Research article from the Spring 2020 issue.
An excerpt from Driving Innovation From Within: A Guide for Internal Entrepreneurs examines how employees catalyze innovation from within organizations.
Rather than a glossy brochure that no one reads, your strategy should be an ongoing practice that informs your decisions and adapts as circumstances change. A Viewpoint from the Summer 2019 issue.
Too many organizations ignore or avoid addressing internal conflict. A healthy perspective on disagreement can increase resilience and spur needed innovation.
Employees are willing to make sacrifices to participate in social-impact projects, partly because they see them as opportunities for career advancement.
NASA motivated employees by making a connection between their everyday work and the agency’s loftiest goal.
Four ways companies seeking to align their corporate strategies and business processes with the Sustainable Development Goals can foster social innovation from within.