Moving to Movement Thinking
An excerpt from Activate Brand Purpose on what companies can learn from societal movements’ decay and success.
Excerpt
Business Innovative ways to enhance corporate social responsibility
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Overcoming Racial Equity Fatigue
Eighteen months after an unprecedented movement for racial justice, many organizations are feeling frustration and disappointment. What now?
Business Executives Want to Be Pushed Towards Responsible Sourcing
For ESG compliance to become more than lip service, corporate leaders say they need activist pressure, government regulation, and a strong business case.
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At the Intersection
Two excerpts from the edited collection, The Intersector, on building public trust through cross-sector collaboration between the public, nonprofit, and private sectors.
What the Infrastructure Bill Reveals About Today’s Policymaking Environment
The passage of the Infrastructure Investment and Jobs Act gives those of us in the nonpartisan public policy space reason to be optimistic.
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Ten Nonprofit Funding Models
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
What Business Execs Don’t Know—but Should—About Nonprofits
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.
For Love or Lucre
A veteran social entrepreneur provides a guide to those who are thinking through the thorny question of whether to create a nonprofit, a for-profit, or something in between.
The Greening of Wal-Mart
For much of its history, Wal-Mart’s corporate management team toiled inside its “Bentonville Bubble,” narrowly focused on operational efficiency, growth, and profits. But now the world’s largest retailer has widened its sights, building networks of employees, nonprofits, government agencies, and suppliers to “green” its supply chains. Here’s how and why the world’s largest retailer is using a network approach to decrease its environmental footprint – and to increase its profitability.
Do No Evil
Google DotOrg launched in 2004 with bold ambitions and almost $1 billion in seed funding. But the results have been less than stellar.