How a continent of over 1 billion off-grid customers can move from darkness to light over the next decade.
Clarifying four core features that hub organizations are widely assumed to share can help us grasp their limits and possibilities as innovation intermediaries.
When two organizations bond across sectoral lines, how do you keep the fire going?
Three recommendations for bridging the chasm between the political elite and marginalized citizens in the Middle East.
Social enterprises can help build stability in countries facing political crises by addressing root causes of civilian discontent.
→ This form is for US/Canada subscribers. Are you an international subscriber?
Click here instead.
Subscribers get premium online access (articles with a key) including 9-year archive, downloadable digital edition, quarterly print issues (optional).
There is a lot of untapped potential in would-be entrepreneurs in developing countries. But they can’t afford to “fail fast, fail often.”
As the field of social entrepreneurship expands, it’s critical that we break down “the fourth wall” between the serving and the served.
There are important lessons to be learned from social enterprises that have failed—an introduction to the spring 2015 issue.
One of the major scourges on human development is desperately waiting for social entrepreneurship to tackle it, and the time is now.
Getting social entrepreneurs in Arab countries to take bigger risks in financing for scale may require that they put more skin in the game.