How can you build a capacity for innovation within your social purpose organization? Join Warren Nilsson and Tana Paddock as they discuss the theory and practice of “inscaping”—their term for the work of drawing on personal experience to generate the raw material of social change. Nilsson will present examples and insights from specific organizations that use inscaping to foster innovation “from the inside out.” Also joining the webinar is Marlon Parker, founder of RLabs, a social enterprise based in Cape Town that promotes community-driven innovation in 21 countries. This webinar is for people at nonprofit organizations, foundations, and other social purpose groups who want to create internal processes that will help to build a deep, long-lasting capacity for innovative thought and action.
Our on-demand SSIR Live! webinars are offered every 4-6 weeks, and feature the Stanford Social Innovation Review’s most provocative and important topics. The registration fee is $49 per 2011-2013 webinar, or $19 for 2009/2010 webinars, and includes on-demand access for 12 months—so if you missed one, you can still register and view it at your convenience.
Join us to explore how to address the next phase in the collective impact dialogue, complexity, and create an intentional process that allows for effective solutions. John Kania, coauthor of SSIR’s Embracing Emergence: How Collective Impact Addresses Complexity, will discuss this next phase and define “emergence,” a term that describes events that are unpredictable and which no one organization or individual can control. He will be joined by Blair Taylor, who shares from experience the implications of complexity and emergence in Memphis Fast Forward’s work, and Mark Cabaj, who will cover developmental evaluation in collective impact. This lively discussion will focus on why collective impact is a relevant approach for complex problems and how leaders of successful collective impact initiatives have embraced a new way of collectively seeing, learning and doing that marries emergent solutions with intentional outcomes. The webinar will help participants understand the implications of complexity and emergence in their work and how developmental evaluation can advance collective learning to reach better and more robust outcomes.
Hybrid organizational models can be a fountain of innovation, but hybrid organizations also face distinct challenges that may prevent them from thriving. When organizations combine social mission with commercial activities, they create unfamiliar combinations of activities that require a supportive environment. Hybrids also must strike a delicate balance between social and economic objectives to avoid a focus on profits to the detriment of the social good. To better understand hybrids, a team from Harvard Business School and Echoing Green reviewed more than 3,500 Echoing Green Fellowship applications. Join Battilana, Walker, and Lee as they report the key findings of the Harvard-Echoing Green study on hybrid organizations, featured in the Summer 2012 Stanford Social Innovation Review, and examine the specific challenges hybrids face in terms of legal recognition, funding, pricing of goods and services, and creating a balanced organizational culture. The webinar also will explore solutions to these challenges.
Join Christopher Stone and Nathalie Kylander Kylander from Harvard Kennedy School and the Hauser Center for Nonprofit Organizations, and Emily Brew from the Nike Foundation and Girl Effect, as they discuss the changing role of brand in the nonprofit sector, and describe a new conceptual framework they have created—Nonprofit Brand IDEA—in which “IDEA” stands for brand integrity, brand democracy, brand ethics, and brand affinity. This new framework is designed to help nonprofit leaders create brands that contribute to sustaining their organization’s social impact, serving their organization’s mission, and staying true to their organization’s values and culture. The webinar will present the results of that research and the Nonprofit Brand IDEA framework.
In the winter 2011 issue of Stanford Social Innovation Review, FSG’s John Kania and Mark Kramer introduced the concept of “collective impact” by describing several examples of highly structured collaborative efforts that had achieved substantial impact on a large scale social problem. Response to that article was overwhelming. Since then, hundreds of organizations and individuals from every continent in the world, including the White House, have reached out to FSG to describe their efforts to use collective impact and to ask for guidance on how to implement these principles. Learn more about implementing collective impact, and hear real stories of collective impact success, drawn from FSG’s follow up article published by SSIR in January, “Channeling Change: Making Collective Impact Work.” Join SSIR editor Eric Nee as he moderates a conversation with FSG’s John Kania, and the leaders of two organizations that have successfully used the collective impact principles: Kat Allen (co–chair, Communities that Care Coalition of Franklin County and the North Quabbin); and Marc Van Ameringen (CEO, Global Alliance for Improved Nutrition (GAIN)).
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Social entrepreneurs who want to start a new venture quickly confront an important question: What type of legal structure should I create? Should I start a traditional nonprofit, a for-profit, or something in between? This is not a simple question to answer. Join veteran social entrepreneur Jim Fruchterman, founder and CEO of Benetech, as he guides you through the issues you need to consider before choosing an attorney. He emphasizes that a legal structure is simply a tool for accomplishing your goals, and explains that first a social entrepreneur must explore four basic issues: the motivation for starting the venture, the market being targeted, how capital will be raised, and what type of control is wanted. He then reviews the five basic legal structures and analyzes the advantages and disadvantages of each. Fruchterman has unique insight into legal structures, having started successful and unsuccessful for-profit and nonprofit ventures.