Using Small Wins to Tackle Big Problems
During a critical period in its history, Greenpeace restructured its organization in order to leverage gains made at a local level.
During a critical period in its history, Greenpeace restructured its organization in order to leverage gains made at a local level.
When a for-profit company partners with an NGO, it must carefully manage employees’ adjustment to a new organizational context.
The number of companies offering employee engagement and happiness surveys, feedback tools, pulse checks, and culture assessments is exploding. How are social sector organizations using them?
Foundations’ internal practices and culture ripple out to grantees in meaningful ways, and it directly accelerates or impedes grantees’ effectiveness.
In times of profound turmoil, how can organizations become more resilient and adaptive? A talk from our 2015 Nonprofit Management Institute.
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.
More nonprofits are managing their brands to create greater impact and organizational cohesion.
The key to creating a vibrant and sustainable company is to find ways to get all employees personally engaged in day-to-day corporate sustainability efforts.
In the face of increasingly pressing systemic inequities, nonprofit boards must change the traditional ways they have worked and instead prioritize an organization's purpose, show respect for the ecosystem in which they operate, commit to equity, and recognize that power must be authorized by the people they're aiming to help.
Five practical considerations for organizations that want to use intentional influence to achieve a bold social goal.