Companies seeking to do business in low-income markets often make the mistake of transferring assets from higher-income markets to fill perceived gaps. They should instead look to partner with those who live in these markets and to identify the assets already available there.
Three lessons from a long-term partnership to reach more than 100 million people with better health care in India.
Three perspectives on the future of transnational advocacy, and how organizations can adapt to the challenges of 21st-century campaigning.
Nonprofits struggling to keep supporters excited about their causes should follow these five recommendations to make the most of Stanford behavioral scientist B.J. Fogg's model for getting people to act.
Nonprofits that set their sights higher can achieve more.
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.
