When disaster strikes, governments often rely on nonprofits and businesses to help with relief efforts. But making up for the public sector's shortcomings is neither an appropriate nor effective use of the private sector's strengths.
Designers have traditionally focused on enhancing the look and functionality of products. Recently, they have begun using design techniques to tackle more complex problems, such as finding ways to provide low-cost healthcare throughout the world.
What happens when large companies receive resolutions from their shareholders pressing them to take better care of the environment?
The dual goals of scalability and sustainability have eluded many development projects. In recent years, however, the United States Agency for International Development (USAID) has reached out to corporations, nonprofits, and even private citizens to build alliances that are making large-scale, long-term change. In this article, the former head of USAID describes the public-private partnership model that his agency forged, the successes that the model has won, and the struggles that it continues to face.
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Under Fred Krupp’s leadership, the Environmental Defense Fund has become one of the most important power brokers in the environmental arena. Krupp has helped accomplish what some thought was impossible—getting businesses to go green voluntarily.
Maria Yee established her eco-friendly, high-end furniture company long before going green was the done thing. Two decades later, her company's environmentally sound practices not only reflect a planet-friendly ethos, but also drive a market-friendly creative edge.
Despite spending vast amounts of money and helping to create the world’s largest nonprofit sector, philanthropists have fallen far short of solving America’s most pressing problems. What the nation needs is “catalytic philanthropy”—a new approach that is already being practiced by some of the most innovative donors.
The B Corp seal of approval distinguishes truly responsible businesses from mere poseurs.
Some of the brightest ideas for social change grow in the spaces between organizations and sectors. Yet few organizations have systems that make collaboration happen. To foster innovation, organizations need to develop places where they can come together and work creatively—that is, platforms for collaboration. In this article, a management expert identifies three kinds of collaboration platforms—exploration, experimentation, and execution—and then outlines what organizations can do to put these platforms to work for them.
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