An Operating Model to Make Social Innovation Stick
The former chief innovation officer at USAID outlines a way for social sector organizations and funders to build innovation into their DNA.
The former chief innovation officer at USAID outlines a way for social sector organizations and funders to build innovation into their DNA.
Finding viable solutions to social problems requires that we reconfigure the relationships between those who hold power over communities and those who are impacted by how that power is used.
By speaking up about money and acknowledging the many choices they have, funders can more effectively channel their full spectrum of resources to achieve change.
There’s a vast missed opportunity to use DAFs for making impact investments in support of market-based solutions to the UN Sustainable Development Goals.
By focusing on four critical aspects of land rights, businesses can not only manage risks, but also do a great deal of global good while strengthening their bottom lines.
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.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.