Are You Building Something?
An interview with Marshall Ganz on what the social sector gets wrong about power and structural change
An interview with Marshall Ganz on what the social sector gets wrong about power and structural change
Building Ashoka’s co-leader community
Answering questions occasioned by discussing their SSIR en Español article.
Part 1 of a three-part special report on a series of convenings hosted by SSIR and PolicyLink
Before they take the leap, nonprofits should understand the risks (and what it takes to set themselves up for success).
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.
Social entrepreneurship is attracting growing amounts of talent, money, and attention, but along with its increasing popularity has come less certainty about what exactly a social entrepreneur is and does.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
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.
The deep changes necessary to accelerate progress against society's most intractable problems require someone who catalyzes collective leadership.