Partnering for Scale and Impact
How can partnerships help the nonprofit sector navigate legislative hurdles, new leadership, and antiquated business models?
How can partnerships help the nonprofit sector navigate legislative hurdles, new leadership, and antiquated business models?
Practical Advice Series: Five basic “levers,” or strategies, to help businesses or nonprofits achieve social change.
For “scaling what works” to actually work, we need a new and improved version that addresses two fundamental constraints.
Leaders of Alcoa and PUMA, two forward-looking multibillion-dollar global companies, describe a framework for sustainable growth.
Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.
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.