The future is having a moment. Philanthropic and nonprofit organizations can use the foresight tools long championed by private industry to build more desirable futures for their communities.
Nonprofits can better evaluate and deploy their capacity to achieve their missions by accounting for the assets and liabilities that don’t necessarily appear on their financial statements.
Developing an impact strategy means embracing the murky problem of the future.
Far from constraining foundations, donor intent protects them from short-term thinking and liberates their creativity.
For the past 30 years, celebrated academics and business leaders have promoted the idea that companies often profit by addressing social and environmental problems. Although these proposals have been hailed as promising breakthroughs, they are unscientific and counterproductive.
A list of SSIR articles to help your team define and achieve its goals for doing better in 2020.
System work is not about solutions; it’s about discovering and steering local pathways for change at a pace appropriate for our ability to learn and for what local communities can enact and absorb. A feature story from the Winter 2020 issue.
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.
A new impact investing metric can not only help investors estimate the social impact of their investments, but also foster more thoughtful strategies for promoting social and environmental good.
By pooling money, individuals who may otherwise feel powerless are attempting to address imbalances of wealth and influence in the social sector.
