Stanford Social Innovation Review : Informing and inspiring leaders of social change

Nonprofit organizations that provide multiple services can effectively
convey what they do.

Public Allies CEO Paul Schmitz makes a passionate argument that leadership is not reserved for the minority.

The ideal team needs both creatives and conformists.

More nonprofits are managing their brands to create greater impact and organizational cohesion.

Toyota brings its vaunted process improvement method to nonprofits.

How human services nonprofits can stay afloat and advance their missions during a time of government cutbacks.

In 2008, a group of Chicago’s social service agencies formed the Back Office Cooperative, which has produced impressive financial savings. Yet greater efficiency has had a cultural cost.

Four guidelines provide a road map for leaders to identify and develop the right funding model for their organization.

How local governments and nonprofits can work together for large-scale community change.

Collectivist, group-oriented teams do better work.

Seven obstacles to making good decisions about impact evaluations and how to avoid them.

Scaling proven models can bring widespread attention to an issue and allow for the rapid development of best practices.

The recent collapse of Hull House is a reminder that the tectonic shifts underway in the human service sector cannot be avoided.

Useful knowledge for the social sector coming from academic researchers is severely limited.

Reflections on a discussion about the capacity for continuous innovation in social sector organizations.

This follow-up on the popular "Collective Impact" article provides updated, in-depth guidance.

For “scaling what works” to actually work, we need a new and improved version that addresses two fundamental constraints.

The nonprofit sector could have learned from Aramony’s experience.

If two thirds of nonprofit executive directors step down in the next five years, who will carry the torch?

An organization that attempts to do too much, too fast will almost certainly decline as quickly as it grows.

The CEOs of three nonprofit organizations reflect upon the speed and tact with which they must adapt their strategies and directions in a new century.

How to identify and develop a funding model that will allow your organization to achieve its programmatic aspirations.

How your organization can bridge the gaps between goals, incentives, and processes when it comes to organizational learning.

What social entrepreneurs need to consider before choosing an attorney.

Large-scale social change comes from better cross-sector coordination rather than from the isolated intervention of individual organizations.

The dynamics of the vicious cycle of cutting overhead costs.

Practical how-tos for nonprofit leaders considering partnering with other nonprofits.

Principles nonprofit leaders can use to help them achieve their organization’s long-term fundraising goals.