Monitor Institute by Deloitte's blog
Our emergent thinking
As Monitor Institute by Deloitte works with clients to move from ideas to social impact, new approaches are explored and tested, which can offer valuable learnings for others working to accelerate social progress. Early thinking based on this experimental work and research is shared on this blog.
The private sector has long used innovation as a tool for growth and competitiveness, building effective strategies that are powered by an innovation mindset as well as management systems that support their execution. Unfortunately, the same has not held true for the social sector. We believe that innovation, done intentionally, holds enormous potential for the sector, and can propel organizations towards significant impact.
A recurring theme that has emerged in our conversations with nonprofits and social enterprises in recent months is the perception that, even as strides are made in cross-sector collaborations, a persistent power imbalance exists in partnerships with for-profit corporations. Social sector organizations clearly see significant benefits of partnering with a corporation–but they often struggle to articulate the value they bring to the relationship, in terms that resonate with their corporate partner.
Innovation, it seems, is easier said than done. Despite growing interest in applying innovation methodologies to social sector challenges over the past decade, more often than not, philanthropic efforts to support innovation fall short.
I want to talk to you about "wickedness"—but not the kind of wickedness you're thinking. Since the 1960s, we've had a term to describe public health crises like malaria—and also rising crime, climate change, joblessness, and other persistent ills. They are "wicked problems." Wickedness isn’t a degree of sheer difficulty. It means the problem springs from many diverse sources, is emergent and shifting, and will never have one right answer.
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.
How companies are successfully building sustainability and inclusivity into the heart of their business practices
For many years, economic growth in emerging markets has outpaced the development of state and civil society institutions, giving rise to political, social and environmental challenges. But where companies once viewed these challenges as issues to ameliorate through corporate philanthropy, today many of these challenges pose immediate threats to companies’ expansion and long-term success. This is now the case in both the emerging and mature markets that offer the most promising growth opportunities.
Stanford Social Innovation Review related posts:
- How adaptive strategy is adapting
- Moving toward a better future for measurement
- The calculus for commitment
- Data as a means, not an end: A brief case study
- Four questions to ask before you engage with a network
- Challenging the orthodoxies of philanthropy
- Four ways to spread ideas
- Relationship advice for cross-sector collaborators