Essentials of Social Innovation
Collective Impact
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
A decade of applying the collective impact approach to address social problems has taught us that equity is central to the work.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
In order to foster true collaboration in the social sector, there must be a real exchange of resources between organizations.
In an “ecosystem” approach, different theories of change reinforce and strengthen each other.
A group of newly launched business and nonprofit coalitions are aiming to advance disability inclusion in a new way.
Startup collaboratives often encounter challenges when converting their motivation to do good into action. We have created a minimum viable benefit process for agenda-setting that can help them start up and stay on track. | Open access to this article is made possible by the Center for Integrative Leadership, University of Minnesota.
One of India’s largest cities launched the world’s biggest public-private partnership metro rail project to construct essential public transit for its bustling metropolis. Its leaders overcame numerous hurdles by cultivating a stakeholder mindset.
Public Exchange creates streamlined pathways for public and private sector leaders to tap academic expertise. This model accelerates solutions to challenging social and environmental problems and enhances the social impact of academic research.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
Business leaders play vital roles in the nonprofit sector – as board members, donors, partners, and even executives. Yet all too often they underestimate the unique challenges of managing nonprofit organizations.
The deep changes necessary to accelerate progress against society's most intractable problems require someone who catalyzes collective leadership.