The Long Race
The art of expanding an organization is less about aiming high than about "grinding it out."
The art of expanding an organization is less about aiming high than about "grinding it out."
Social enterprises face many challenges to scaling, and preparing them with the appropriate team, culture, and systems is a critical first step in the process. Part one of a three-part series.
The principles of collective impact offer important lessons for architects of global collaborative efforts.
In places like rural Guatemala, the quest to sustain a vital social enterprise often depends on finding the right private-sector partner.
An initiative undertaken by the World Bank reveals a troubling gap in the financing of social enterprises.
Since 1970, more than 200,000 nonprofits have opened in the U.S., but only 144 have reached $50 million in annual revenue. They got big by doing two things: They raised the bulk of their money from a single type of funder. And just as importantly, these nonprofits created professional organizations that were tailored to the needs of their primary funding sources.
A decade of applying the collective impact approach to address social problems has taught us that equity is central to the work.
How do innovations move from the edges to the core of what an organization does? For maximum impact, innovations must cease to be innovative and become institutionalized and normalized.
Impact evaluations are an important tool for learning about effective solutions to social problems, but they are a good investment only in the right circumstances.
Scaling requires not only fidelity to core processes and programs, but also constant adjustments to local needs and resources.