We’ve been heartened by the warm response to our piece about the importance of supporting innovation, which SSIR ran as its cover story in February. To continue the conversation, we wrote up additional thoughts in the Chronicle of Philanthropy, which ran in early August and was the newspaper’s most-read article on the day it came out. Just in case you missed it–easy to do in today’s blizzard of social media–here it is again. Stay tuned for further thoughts from us later in the year, as we continue digging in to the importance of taking risks in philanthropy and what it means to be effective as an innovation funder.By Noah Rimland Flower / September 2014
Prize competitions increasingly serve as a creative mechanism for foundation and government leaders to engage the public, drive innovation and pay for results. In a new report, my co-authors and I at Doblin (the innovation practice of Deloitte Consulting LLP) explore how governments and philanthropies can solve public sector problems through the use of incentive prizes. The report, The Craft of Prize Design: Lessons from the Public Sector offers the most exhaustive exploration yet completed of incentive prizes within and around the public sector and provides new trend data, practical design guidance, and case studies that can be applied to the public, nonprofit and philanthropic sectors.
This report was generously supported by six MORE ››By Jesse Goldhammer, practitioner at Deloitte Consulting LLC / June 2014
The Summer 2014 issue of Stanford Social Innovation Review contained updated perspective on strategic philanthropy, “Strategic Philanthropy for a Complex World.” Katherine Fulton’s response to the piece was published on the website alongside seven others.
Strategic philanthropy is smart but not wise. That is why so many seasoned social change leaders have voiced doubts about it, publicly and privately, since it gained prominence and adherents. Peel away the theory the authors now expound, and what you have is praiseworthy common sense. Their argument is both well articulated and overdue.
That said, knowing what to do and being able to do it are two fundamentally different things. The approach outlined here MORE ››By Katherine Fulton / May 2014
Growth will involve engaging with the social needs and complexities of emerging and frontier markets. These issues are no longer just the government’s responsibility, or purely philanthropic efforts. This is the contention of our recently-released section in Deloitte Consulting’s Business Trends 2014: Navigating the Next Wave of Globalization.
Throughout the developing world, water, sanitation, and hygiene are matters of life and death. Every 20 seconds, a child under five dies from a waterborne illness. Eighty percent of diseases are related to contaminated water, and more than 780 million people do not have access to clean drinking water. MORE ››By Tony Siesfeld and Rhonda Evans , practitioners at Deloitte Consulting LLC / April 2014
There has been increasing interest around the world in the role that inclusive businesses, which engage and benefit the global poor, can play in the fight against the problems of poverty. However, disappointingly few of these have achieved the scale required to make a significant difference. An analysis of over 400 such firms in Africa showed that a mere 13% of them had begun to scale. Now, in Beyond the Pioneer: Getting Inclusive Industries to Scale, our colleagues at Monitor Inclusive Markets share new findings that explain why this is the case, along with recommendations for how these problems can be overcome. MORE ››By Noah Rimland Flower / April 2014
This post was first published on PhilanTopic.
As philanthropy has gotten more strategic over the last decade, many foundations have begun to lose their appetite for risk and experimentation. But a small number of funders have begun to intentionally seek out and support high-risk, high-reward innovations with the potential to truly transform our most intractable social challenges.
In our recent article, “The Re-Emerging Art of Funding Innovation,” we explore the processes and practices used by these “innovation funders” and look at how funding breakthrough innovation differs from more traditional grantmaking approaches. The article is the cover story for the just-released Spring issue of the Stanford Social Innovation Review and can be found here on their site. MORE ››By Gabriel Kasper and Justin Marcoux , practitioners at Deloitte Consulting LLC / March 2014
“Systemic challenges can’t be solved by visionary leaders alone. They require creative collaboration among colleagues with different roles and perspectives. They require strategic conversations that get above the fray of daily concerns and narrow self-interest to focus on longer-term priorities and collective purpose.”
That’s the core contention of our long-time colleagues Chris Ertel and Lisa Kay Solomon in a new book/toolkit combination called Moments of Impact: How to Design Strategic Conversations That Accelerate Change. MORE ››By Noah Rimland Flower / January 2014
This post was written as a response to the new report “Impact Investing 2.0,” and was first published on the report’s micro-site.
Make no mistake: the new research reported in “Impact Investing 2.0” is a significant contribution. We applaud it, even though the authors take direct aim at some of the concepts of “Impact Investing 1.0” we helped create.
In our widely distributed and discussed January 2009 report, “Investing for Social & Environmental Impact: A Design for Catalyzing an Emerging Industry,” we argued that impact investing was in the midst of a MORE ››By Katherine Fulton and Carolien de Bruin / November 2013
Earlier today, Monitor Institute and the Foundation Center released a new report called Harnessing Collaborative Technologies: Helping Funders Work Together Better. As part of the research, we looked at more than 170 different technological tools now available to funders, dove deeply into the literature on philanthropic collaboration, analyzed the results of recent Foundation Center surveys, and spoke with a wide range of experts from the worlds of both technology and philanthropy.
The report’s main headlines won’t come as a huge surprise to MORE ››By Gabriel Kasper / November 2013
By Curtis Ogden (originally published on the IISC blog)
During his presentation at this week’s Council of Foundations Conference for Community Foundations, Monitor Institute’s Gabriel Kasper talked about the need for innovation in community philanthropy. This included a call to examine orthodoxy in our organizations and communities, that is, the behaviors and procedures that we often take for granted with respect to the way we go about our business. This notion of orthodoxy was developed by the MORE ››By Guest author / October 2013
This post is the sixth (and final) in a series published by Stanford Social Innovation Review.
We’ve learned a lot from our work helping large-scale nonprofits find ways to create social innovation at scale. As we’ve explored in the last five posts, we’ve helped them reconnect with their core purpose and realign their network around shared goals, and in the process, we’ve worked with them to reinvent their organizations, business models and brands. Looking across all of these cases, our single most important lesson learned is that this work is most effective MORE ››By Heather McLeod Grant / September 2013
This is the fifth post in a series published by Stanford Social Innovation Review.
In our last post we took a close look at how UNCF found its new north star, as an example of what social innovation at scale can look like on the ground. Another example of innovating at scale is the transformation work that our team led at Enterprise Community Partners, a national nonprofit that helps produce homes affordable to lower-income families in MORE ››By Heather McLeod Grant and Carolien de Bruin / August 2013
This is the fourth post in a series published by Stanford Social Innovation Review.
In our past three posts, we’ve made the general argument for funding social innovation at scale rather than only scaling social innovation. But the real value of this work can only be understood through the individual stories of the larger-scale organizations that are now charting a new course to greater impact and newfound relevance. Monitor Institute’s work with UNCF began two years ago as an organizational transformation effort to take it from “good to great.” CEO Michael MORE ››By Allan Ludgate and Frances Messano , practitioners at Deloitte Consulting LLC / August 2013
This is the third post in a series published by Stanford Social Innovation Review.
In our last post, we made the case for why it’s important to invest not only in scaling social innovation by building startups around new ideas, but also in social innovation at scale by helping mature, legacy nonprofits extend and reinvent their impact. We looked at the assets that these nonprofits bring to the sector: national distribution platforms, social networks of members, reliable revenue from loyal donors, well-known brands, and the heft to shape their broader ecosystem. MORE ››By Heather McLeod Grant / August 2013
This is the second post in a series published by Stanford Social Innovation Review.
As we explored in our last post, much of our sector’s attention in the past few decades has been focused on early-stage social innovation and entrepreneurship—yet this focus comes at a cost. In some instances, too little attention has been paid to helping reinvent large nonprofits already operating at large scale, perhaps because many of them are older and are perceived as being less relevant. But these organizations can be gems for funders looking to have an outsized MORE ››By Heather McLeod Grant / August 2013
This is the first post in a series published by Stanford Social Innovation Review.
For the last two decades, the movements for social entrepreneurship, social enterprise, and social innovation have been working to identify new solutions to old problems and take them to scale. These movements identified and filled a critical gap in our sector: how to get high-potential entrepreneurs and high-performing organizations the startup and mezzanine funding they need to bring new solutions into the world. That work has flourished in the MORE ››By Heather McLeod Grant / August 2013
We’re happy to announce the release of a new resource, GATHER: The Art & Science of Effective Convening. GATHER is a hands-on guidebook for all convening designers and social change leaders who want to create convenings that tap into a group’s collective intelligence and make substantial progress on a shared challenge.
It provides simple frameworks for the questions that are often ignored: whether convening is the right MORE ››By Noah Rimland Flower / June 2013
The authentic, unfiltered voice of parents is largely absent from the education reform dialogue. Hearing that voice was an important objective for UNCF (United Negro College Fund) when we at Monitor Institute worked with them on their strategy. As a result, we conducted a two-pronged research study, including focus groups and phone surveys, with a sample population of approximately 1400 low-income, African-American parents and caregivers with school-aged children (aged 4-18) living to their household to understand their views on K-12 education. MORE ››By Frances Messano, practitioner at Deloitte Consulting LLC / June 2013
Last time, we discussed three more ways that strategy at a for-impact enterprise is different than at a for-profit. Today let’s wrap up with the final two that we’ve experienced: different data requirements and a longer time horizon.
6. The supporting analysis is qualitative and targeted
While data-driven decision making is equally important in any strategic planning process, the kind of MORE ››By Dana Burgess O’Donovan, Allan Ludgate, and Noah Rimland Flower, practitioners at Deloitte Consulting LLC / April 2013
As we’ve been discussing, strategy at a for-impact enterprise can be very different than at a for-profit. Last time, we discussed how growth is not always the goal and the organization’s purpose is rarely settled. Today let’s discuss three other areas of difference: process, audience, and decision rights.
3. Bottom-up engagement can be essential
In our experience, corporate strategic planning processes often start from the C-suite down, MORE ››By Dana Burgess O’Donovan, Allan Ludgate, and Noah Rimland Flower, practitioners at Deloitte Consulting LLC / April 2013