Stanford Social Innovation Review

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.

As the wall between the nonprofit and corporate worlds crumbles, many social change organizations are asking themselves: Do we stick to our activist guns, or do we cross the divide and work with business? Research suggests that social movements need both kinds of organizations to make the changes they seek.

To ensure that baby boomers’ wealth does not fall short of its philanthropic potential, Randall Ottinger suggests applying portfolio theory to make wiser social investments.

Governments are trying to expose the public sector to market forces.

General operating grants can be
strategic – for nonprofits and foundations.

For nonprofits, communication is often a one-way street.

Two Chicago nonprofit job training programs
find strength and stability in a merger.

How Girls Inc. put the power of Lancome to work in support of mission.

IRS data may be less faulty than feared.

Study shows religious organizations lack financial controls.

A power imbalance undermines the social sector.

Nonprofits use metrics to show that
they are efficient. But what if donors don’t care?

Like many nonprofits, the Oakland Symphony failed to
understand the distinction between mission and strategy.
This mistake helped kill the venerable orchestra.

In an era of declining resources, nonprofits
need to clarify their intended impact.

Journalist, Seattle Times.

NIAC is thriving, despite taking on clients that no one else would.

Why nonprofits should raise the bar in
corporate partnerships.

What do you get when you ask nonprofit executives
and the public the same question about pressing
social issues? Different answers.

The potentials and pitfalls of partnering.

Founder, Partners in Health.