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

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.

KaBOOM! How One Man Built a Movement to Save Play by Darell Hammond

Transformational leaders capitalize on the creativity that employees have.

Organizations should focus less on growing themselves and more on cultivating their networks.

A recent study found three common barriers to knowledge sharing across nonprofits and their networks, as well as ways and means to overcome them.

Why local ownership and commitment are the exception in most development efforts—and what development professionals can do about this problem.

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.

Philanthropy frequently justifies its independence by invoking capacities it seldom displays.

To avoid measuring and funding leadership development is to deprive the social sector of one of its greatest performance improvement tools.

Social change organizations should focus on creating a just organizational culture for themselves before bringing about global justice.

In order to effectively create social change, we must use social connections and a networking mindset to maximize impact.

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.