Stanford Social Innovation Review

How CitiStat’s hard data and straight talk saved Baltimore.

Grantees of foundations have little control over which program officer takes their case. Yet program officers make or break grantees’ experiences with foundations. To trigger social change, foundations must give program officers better training, clearer expectations, and regular performance feedback.

SSIR Academic Editor Jim Phills sat down with former NBA superstar Kevin Johnson to discuss how he’s revitalizing his old inner-city neighborhood.

More and more business leaders recognize that their company’s future is increasingly intertwined with the needs and demands of society. But many executives don’t understand how to manage that changing relationship. In this article, McKinsey & Company consultants provide a model for incorporating sociopolitical issues into the strategic decision-making process.

Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.

You can learn more from your mistakes than from your successes. Paul Schmitz, president and CEO of Public Allies, gives a sampling of classic foibles of not only social entrepreneurs, but leaders in general. 

Flattery, not good governance, reaps corporate directorships – especially for white males.

How the next president of the United States can spur social entrepreneurship.

In virtually every for-profit industry, success hinges on producing more goods or services at a lower cost without compromising quality. But increasing productivity can work in the nonprofit world, too, as an examination of three healthy nonprofits shows.

Would-be EDs cite inadequate mentoring, low pay, and poor lifestyle as career obstacles.

How to get more racial minorities into corner offices.

From the Girl Scouts, to Partners In Health, to the city of Providence, R.I., great organizations have one thing in common: great managers. These managers, in turn, share four simple management principles that they use to guide organizations from mere mediocrity to stand-out stardom.

Weird management ideas that work.

CEO of the American Cancer Society.

How to deal with corrosive relationships at work.

Beating the heroic leadership trap.

Surviving—and even thriving—after a change in leadership.

President of Seeds of Peace.