A growing chorus of critics are questioning whether big philanthropy is actually a good thing.
AI4ALL’s summer programs for high schoolers aim to increase diversity in the growing field of artificial intelligence.
By delivering innovation services to the insurance industry, Ninety Consulting aims to generate and give away a billion pounds ($1.32 billion) over 30 years.
NGO Aktion Courage spurs students’ activist energy to promote antiracist programming across Germany.
Auticon aims to change society’s perception of people on the autism spectrum for the benefit of businesses and employees alike.
Plutocratic biases are baked into the policies that structure charitable giving and big foundations. We must overhaul philanthropy to make it better serve democratic ends.
Too many organizations ignore or avoid addressing internal conflict. A healthy perspective on disagreement can increase resilience and spur needed innovation.
New research explores when top-down control works best in international development work, and when organizations should let employees in the field navigate challenges by using their own judgment.
To achieve greater equity, we must yield to the decision-making authority of the communities we seek to help. StrivePartnership and other partnerships in the StriveTogether national network are enhancing collective impact to integrate and elevate the expertise and authority of those closest to the problems we’re trying to solve.
Whether someone is investing in a tech startup or a grassroots advocacy organization, the same rules of success apply.
Only 19 percent of nonprofit executive team members strongly agree that their teams focus on the right work. To improve the performance of these vital groups, leaders should ask five critical questions.
Effective communication is not simply about getting your message out. It requires you to strategically tap into what shapes people’s feelings and values. Here we share five principles pulled from social science that will help you connect your work to what people care most about.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For-profit executives use business models—such as "low-cost provider"—as a shorthand way to describe the way companies are built and sustained. Nonprofit executives have not had an equivalent lexicon—until now.