Measuring the social impact created by philanthropic projects has forever been the nonprofit sector's philosopher's stone. This panel discussion, at the Stanford 2005 Net Impact Conference sponsored by the Stanford Graduate School of Business, highlights innovative examples of measurement systems and explores some of the complex problems that arise when attempting to apply metrics to social impact.
Larger social service organizations may result in less innovation.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
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.
Creative ways to meet the growing demand for talent by finding and recruiting new leaders from a wide range of groups, including business, the military, and the growing pool of retirees.
Social sector leaders opinions on the article, "The Leadership Deficit."
Greenpeace catapulted Greenfreeze, an ozone- and climate-safe refrigerant, into widespread use and launched the first Green Olympic Games in Sydney, Australia, in 2000.
How extreme Internet outsourcing can free nonprofits to move the world.
How the personalities of entrepreneurs and managers differ.
