It’s not always what you say, but how you say it. For foundations engaging in equity discussions, FSG's John Harper talks about the importance of framing in a new blog post.
The corporate social conscience was on display last month in Davos, Switzerland, where global leaders from business, government, and civil society were assembled for the annual meeting of the World Economic Forum. Hundreds of millions of dollars were committed to public-private partnerships that address the world’s most urgent challenges: climate change, poverty, chronic disease, illiteracy, plastic waste in the oceans, and much more.
February 5, 2020 /3BL Media/ - Evaluating the impact of long-term systems change work is complex: there is no one-stop primer or comprehensive resource.
How do you start to evaluate systems change work? What do you need to think about when gauging your progress and the initiative’s intended effects, influence, and impact?
Many corporate leaders have returned to work after making sincere and well-intentioned global partnership announcements at Davos last week. Most of these efforts, unfortunately, are almost certain to fail.
Why? These initiatives often collapse as partners become discouraged by the lack of meaningful progress for society or economic benefit to the company. To be successful, companies must create highly targeted coalitions to advance progress in the regions that connect most closely to their business.
Link made clear in interviews with nearly 40 companies - more than half in the Fortune 500 - that aggregately employ 4.5 million U.S. workers
Press Release
SAN FRANCISCO, January 27, 2020 /3BL Media/ — A groundbreaking new report, Hidden Value: The Business Case for Reproductive Health, released today connects how access to comprehensive reproductive health care impacts a company’s bottom line and the corporate workforce. The research was published by Rhia Ventures, a social impact investment firm focused on innovative solutions in reproductive health, in partnership with the social impacting consulting firm FSG.
Systems change has received much attention in recent years as grantmakers have increasingly set out to change underlying conditions that hold systemic challenges in place. The concept is becoming more concrete as foundations, community organizations, and collaboratives have made real change in their communities by using a systems lens. In addition, equity is increasingly recognized as essential for systems change work.
We’re reaching a tipping point in purpose-led companies, as governments, investors and consumers increasingly indicate that they prefer companies that address global problems through competitive and profitable strategies. But many companies have not yet awakened to that reality to rethink how they will compete effectively in this new world.
Last week, a few of my colleagues and I had the pleasure of attending Change Philanthropy’s Unity Summit, a biennial gathering that now brings together more than 1,000 Philanthrofolk—philanthropic equity activists and allies—from across the country.
