To prevent drastic climate change, philanthropists must invest more in nascent solutions ignored by traditional capital markets.
Features New and in-depth explorations of solutions to social, environmental, or organizational problems
Universities should redesign their core functions while also courting emerging and underserved markets.
Our ability to track and report is accelerating, resulting in a proliferation of measures. It’s time to focus more effort on understanding how those measures can be used to change complex social systems.
Surmounting daunting social challenges such as ending malaria or achieving marriage equality can require the help of an intermediary organization—a field catalyst—that amplifies the efforts of others.
The B Corp movement has pushed a powerful model of socially responsible business that has the potential to advance human rights. But it has so far failed to engage human rights advocates—to its detriment.
A new approach to scaling is needed in which the goal is scaling up social impact for public good.
One of the fastest-growing corporate citizenship programs is skills-based volunteering—in which a team of corporate employees works for an extended period of time to help a nonprofit solve a complex operational problem.
The National Arts Index established a quantitative measure for arts vitality in the United States that aided public discussion by policy makers and the arts community. In the era of big data, what can we learn from its creation and impact?
The ACLU pursued a 10-year plan to expand the capacity of its affiliates nationwide and defend people’s constitutional rights against the threats of a Trump presidency.
Nonprofits, community groups, and philanthropists are embracing cocreation as a way to engage a wider community in tackling pressing problems.
It’s time for activists and organizations to adopt a more strategic approach to public interest communications.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For-profit executives use business models—such as "low-cost provider"—as a shorthand way to describe the way companies are built and sustained. Nonprofit executives have not had an equivalent lexicon—until now.