Everyone is talking about systems. Or at least, that's how it seems in my wonkish corner of the philanthropic world. You can't attend a conference or even have a meeting without hearing about systems, whether it's people trying to disrupt them, map them, learn from them, or catalyze them.
Three considerations for nonprofits looking to work together to raise funds.
A call for investors to share their data to expand the field’s understanding of the breadth and depth of activity.
How companies in industries such as pharmaceuticals are starting to learn that by giving more data away, they actually get more back.
It’s worth remembering that communities have the power to take away philanthropy’s social license to operate.
Hal Varian, chief economist at Google, discusses the conceptual framework required to establish causal inference and computational methods that can allow causality to be inferred.
Not every nonprofit has a data science team. To truly harness big data for social good, we need collaborations between individuals, across organizations, and across sectors.
Communities cannot and should not wait for external forces to bridge local opportunity divides.
Impact investing makes sense in theory, but there are good reasons, particularly for large foundations, to pause before putting a lot of resources into it.
Many managers assume praise will support a positive working environment, and help employees open up to criticism or feel good about themselves. But in fact, praise perpetuates a scarcity myth—usually without us realizing it.
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.
Nonprofits, community groups, and philanthropists are embracing cocreation as a way to engage a wider community in tackling pressing problems.
Collaborative organizations require collaborative leadership, but are boards getting in their own way?