An excerpt from Convergence argues that today’s leaders must recognize the many signals of accelerating disruption and the increasing convergence where people, technology, and business intersect.
By creating a network of grassroots movements and calling out connections across issues, the social sector can drive demand for solutions and spur policy makers to act.
Research on 23,000 ventures reveals factors that donors, managers, and entrepreneurs should consider as they choose to support, run, or use accelerators, the increasingly popular training programs that help businesses succeed.
A greater focus on co-created, measurable outcomes can help build trust between public, private, and social sector partners, and thus improve the effectiveness of outcomes-based contracting and the social programs they create.
Under the broad umbrella of “the social economy,” research has a major role to play in helping us better understand the strengths and weaknesses of multiple forms of social entrepreneurship.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For NGOs, impact comes in different forms and to track the cycles of social change work, we must think across the tangibility and the speed of emergence of change.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
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.
