After a decade of research and evidence gathering, one education nonprofit convinced Congress that its model is worthy of federal dollars—but even the architect of the model wonders how it will fare in the public sector.
One way to make risk-taking more palatable for social change organizations is to run small, light, nimble experiments––tests not built to win wars, but rather to quickly infiltrate new territory, attack new problems, and inform future tactics.
In a hybrid organization, the trade-offs between social and commercial goals are real—and they require careful management.
Attracting transformational philanthropy and leveraging volunteers to scale are just two lessons nonprofits can learn from looking to organizations beyond those they traditionally identify with.
We need new tools to address institutional bias, and to set a new standard for diversity and inclusion at social sector organizations.
An Everyone Culture argues that organizations do best when they build an environment that encourages constant personal development among their employees.
There is growing evidence that greater gender equality leads to increased business innovation, and companies that pay attention stand to reap great rewards.
It’s time to move beyond our focus on failure in the social sector, and to develop ongoing and meaningful practices for learning and improvement.
Mapping out a foundation's theory for itself as an institution can help the organization clarify how it makes choices, allocates resources, and achieves impact.
The structures and philosophy of the art of improv can help nonprofits stay grounded in what they are, while simultaneously allowing them to creatively respond to the ever-evolving needs of the people they strive to serve.
