A deep dive into how philanthropy in Asia is evolving, and how the next generation of leaders is being prepared to make it more effective, collaborative and impactful.
In this conversation with Brian Sen, Secretary General of the Institute of Philanthropy in Hong Kong, the discussion explores why the Institute was created, what it means to be a “thinking, funding and doing” tank, and how it is working to strengthen the wider philanthropic ecosystem across Asia.
A central focus of the conversation is the LEAP Fellowship, Leadership Excellence in Asian Philanthropy, a new programme designed to equip emerging senior leaders with the skills, networks and mindset needed to tackle complex social and environmental challenges. Brian explains how the fellowship blends world class academic input from partners such as J-PAL at MIT, the London School of Economics and the University of Hong Kong, with practical, challenge based learning and mentorship from senior philanthropic leaders.
Listeners gain insight into who the fellowship is aimed at, how it is structured, and why investing in talent development is critical for the future of philanthropy. The discussion also touches on the Hong Kong Jockey Club and its Charities Trust, its rigorous approach to impact measurement, and the collaborative ethos that underpins the Institute’s work.
The episode closes with a personal reflection from Brian on his own journey into the sector, and a clear call to action for funders and organisations to prioritise building stronger talent pipelines for the field.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
A deep dive into how philanthropy in Asia is evolving, and how the next generation of leaders is being prepared to make it more effective, collaborative and impactful.
In this conversation with Brian Sen, Secretary General of the Institute of Philanthropy in Hong Kong, the discussion explores why the Institute was created, what it means to be a “thinking, funding and doing” tank, and how it is working to strengthen the wider philanthropic ecosystem across Asia.
A central focus of the conversation is the LEAP Fellowship, Leadership Excellence in Asian Philanthropy, a new programme designed to equip emerging senior leaders with the skills, networks and mindset needed to tackle complex social and environmental challenges. Brian explains how the fellowship blends world class academic input from partners such as J-PAL at MIT, the London School of Economics and the University of Hong Kong, with practical, challenge based learning and mentorship from senior philanthropic leaders.
Listeners gain insight into who the fellowship is aimed at, how it is structured, and why investing in talent development is critical for the future of philanthropy. The discussion also touches on the Hong Kong Jockey Club and its Charities Trust, its rigorous approach to impact measurement, and the collaborative ethos that underpins the Institute’s work.
The episode closes with a personal reflection from Brian on his own journey into the sector, and a clear call to action for funders and organisations to prioritise building stronger talent pipelines for the field.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What if the biggest barrier to education is not poverty, infrastructure, or even access but low expectations of what children can achieve?
In this conversation, Caitlin Baron shares how the Luminos Fund is proving that children who have never been to school can master foundational literacy and numeracy at extraordinary speed when the right conditions are in place.
We hear how Luminos works with 10 and 11 year olds across Africa who are often first generation readers and who frequently enter classrooms without ever having encountered the printed word. Many are taught in languages they do not speak at home. Despite these challenges, Luminos students complete three years of learning in just ten months and go on to remain in school at twice the national average.
Caitlin explains the science behind accelerated learning and why rigorous sequencing, phonics based instruction, and mastery driven progression are essential for children starting from the very beginning. She also describes how global research must be paired with deep linguistic and cultural expertise at the local level to avoid the pitfalls that have limited education reform in the past.
Listeners are taken inside a Luminos classroom where joyful learning is the guiding principle. With no electricity, no internet, and minimal infrastructure, teachers use handmade materials, role play, song, movement, and tactile learning to engage the head, the hand, and the heart. From forming letters in clay to running classroom marketplaces for mental math, learning is active, practical, and deeply rooted in children’s lived experience.
The discussion also explores how Luminos equips teachers, many without formal training, with highly detailed instructional guides developed through classroom observation and continuous evaluation. These materials are co-created with African led organizations and ministries of education, rigorously tested in local languages, and released as open source public goods so they can strengthen entire education systems.
Caitlin reflects on the role of collaborative philanthropy, the importance of long term partnerships with governments, and why evidence alone is not enough without trust, patience, and local leadership. She also shares her own journey from growing up in Brooklyn to working across Africa, driven by a lifelong commitment to expanding access to opportunity through education.
A compelling exploration of literacy, learning science, and the belief that joyful classrooms can transform lives.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What if the biggest barrier to education is not poverty, infrastructure, or even access but low expectations of what children can achieve?
In this conversation, Caitlin Baron shares how the Luminos Fund is proving that children who have never been to school can master foundational literacy and numeracy at extraordinary speed when the right conditions are in place.
We hear how Luminos works with 10 and 11 year olds across Africa who are often first generation readers and who frequently enter classrooms without ever having encountered the printed word. Many are taught in languages they do not speak at home. Despite these challenges, Luminos students complete three years of learning in just ten months and go on to remain in school at twice the national average.
Caitlin explains the science behind accelerated learning and why rigorous sequencing, phonics based instruction, and mastery driven progression are essential for children starting from the very beginning. She also describes how global research must be paired with deep linguistic and cultural expertise at the local level to avoid the pitfalls that have limited education reform in the past.
Listeners are taken inside a Luminos classroom where joyful learning is the guiding principle. With no electricity, no internet, and minimal infrastructure, teachers use handmade materials, role play, song, movement, and tactile learning to engage the head, the hand, and the heart. From forming letters in clay to running classroom marketplaces for mental math, learning is active, practical, and deeply rooted in children’s lived experience.
The discussion also explores how Luminos equips teachers, many without formal training, with highly detailed instructional guides developed through classroom observation and continuous evaluation. These materials are co-created with African led organizations and ministries of education, rigorously tested in local languages, and released as open source public goods so they can strengthen entire education systems.
Caitlin reflects on the role of collaborative philanthropy, the importance of long term partnerships with governments, and why evidence alone is not enough without trust, patience, and local leadership. She also shares her own journey from growing up in Brooklyn to working across Africa, driven by a lifelong commitment to expanding access to opportunity through education.
A compelling exploration of literacy, learning science, and the belief that joyful classrooms can transform lives.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nick Temple returns to discuss how Social Investment Business has evolved from a specialist social lender into a major player in grant delivery, programme management, and impact-driven finance across the UK.
At the heart of the conversation is what it takes to turn strategy into action. Nick reflects on the realities of running large-scale, complex programmes, the importance of pace in a turbulent landscape, and how data can be used not just to improve delivery but to shape wider sector thinking.
What you’ll hear in this episodeA refresher on Social Investment Business today: a charity and social investor providing loans to charities and social enterprises, alongside managing large grants and business support programmes.
The Youth Investment Fund at scale: delivery of a £300m capital grants programme to build and renovate more than 270 youth centres in some of the UK’s most deprived communities, supporting tens of thousands of young people.
Why community buildings are a hidden energy challenge: how poor energy efficiency in community assets drives up costs and squeezes frontline budgets, especially in disadvantaged areas.
Energy resilience in practice: support for measures such as solar, insulation, lighting upgrades and other practical interventions that reduce bills while delivering carbon benefits.
How AI is already changing delivery: early use cases such as processing grant monitoring receipts, strengthening risk assessments and due diligence, and exploring what “relationship management” could look like in an AI-enabled future.
What “strategic opportunism” really means: balancing clear strategic priorities with the ability to respond quickly to tenders, partnerships and emerging needs in a fast-changing environment.
What the organisation wants next: a forward-looking focus on the green transition, community assets, and public service transformation, alongside an ambition to reach £1bn in grants and loans deployed by 2030.
Who they want to hear from: ambitious, capable charities and social enterprises with a track record and appetite to deliver, plus more action-oriented impact investors, including endowments and family offices.
Nick’s career path: from an English degree and early charity work to social enterprise leadership, and why diligence, kindness, and delivering quality work matter more than a perfect plan.
Community assets as a lever for impact Buildings are not just infrastructure, they are platforms for services, connection and opportunity. Improving the resilience and running costs of those assets can unlock more mission delivery.
Efficiency and scale From AI-enabled back-office processes to large capital programmes, Nick argues that execution quality and speed are becoming non-negotiable for organisations trying to meet urgent social and environmental needs.
Action over noise A recurring message is to focus on what can be changed through practical delivery, strong teams, and clear decision-making, even when the wider landscape feels uncertain.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nick Temple returns to discuss how Social Investment Business has evolved from a specialist social lender into a major player in grant delivery, programme management, and impact-driven finance across the UK.
At the heart of the conversation is what it takes to turn strategy into action. Nick reflects on the realities of running large-scale, complex programmes, the importance of pace in a turbulent landscape, and how data can be used not just to improve delivery but to shape wider sector thinking.
What you’ll hear in this episodeA refresher on Social Investment Business today: a charity and social investor providing loans to charities and social enterprises, alongside managing large grants and business support programmes.
The Youth Investment Fund at scale: delivery of a £300m capital grants programme to build and renovate more than 270 youth centres in some of the UK’s most deprived communities, supporting tens of thousands of young people.
Why community buildings are a hidden energy challenge: how poor energy efficiency in community assets drives up costs and squeezes frontline budgets, especially in disadvantaged areas.
Energy resilience in practice: support for measures such as solar, insulation, lighting upgrades and other practical interventions that reduce bills while delivering carbon benefits.
How AI is already changing delivery: early use cases such as processing grant monitoring receipts, strengthening risk assessments and due diligence, and exploring what “relationship management” could look like in an AI-enabled future.
What “strategic opportunism” really means: balancing clear strategic priorities with the ability to respond quickly to tenders, partnerships and emerging needs in a fast-changing environment.
What the organisation wants next: a forward-looking focus on the green transition, community assets, and public service transformation, alongside an ambition to reach £1bn in grants and loans deployed by 2030.
Who they want to hear from: ambitious, capable charities and social enterprises with a track record and appetite to deliver, plus more action-oriented impact investors, including endowments and family offices.
Nick’s career path: from an English degree and early charity work to social enterprise leadership, and why diligence, kindness, and delivering quality work matter more than a perfect plan.
Community assets as a lever for impact Buildings are not just infrastructure, they are platforms for services, connection and opportunity. Improving the resilience and running costs of those assets can unlock more mission delivery.
Efficiency and scale From AI-enabled back-office processes to large capital programmes, Nick argues that execution quality and speed are becoming non-negotiable for organisations trying to meet urgent social and environmental needs.
Action over noise A recurring message is to focus on what can be changed through practical delivery, strong teams, and clear decision-making, even when the wider landscape feels uncertain.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Peggy Dulany is a philanthropist, member of the Rockefeller family and the Founder and Chair of Synergos, a global nonprofit dedicated to advancing social change through collaboration and systems leadership.
In this episode of the Do One Better Podcast, Peggy joins host Alberto Lidji for a thoughtful conversation on what it takes to address complex social challenges in an increasingly interconnected world. Drawing on decades of experience working alongside social innovators, community leaders, governments and philanthropic institutions, Peggy shares insights into the importance of trust, long-term thinking, and inclusive leadership.
The discussion explores the founding and evolution of Synergos, the organization’s emphasis on bridging divides across sectors and geographies, and why meaningful progress often depends less on technical solutions and more on relationships, humility, and shared purpose.
This conversation offers valuable perspective for anyone interested in philanthropy, nonprofit leadership, systems change, and the human dimensions of social impact.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Peggy Dulany is a philanthropist, member of the Rockefeller family and the Founder and Chair of Synergos, a global nonprofit dedicated to advancing social change through collaboration and systems leadership.
In this episode of the Do One Better Podcast, Peggy joins host Alberto Lidji for a thoughtful conversation on what it takes to address complex social challenges in an increasingly interconnected world. Drawing on decades of experience working alongside social innovators, community leaders, governments and philanthropic institutions, Peggy shares insights into the importance of trust, long-term thinking, and inclusive leadership.
The discussion explores the founding and evolution of Synergos, the organization’s emphasis on bridging divides across sectors and geographies, and why meaningful progress often depends less on technical solutions and more on relationships, humility, and shared purpose.
This conversation offers valuable perspective for anyone interested in philanthropy, nonprofit leadership, systems change, and the human dimensions of social impact.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Benjamin Perks, UNICEF’s Head of Advocacy for Child Development and Protection, joins Alberto Lidji on the Do One Better Podcast to make the case that the single most powerful investment a society can make is in the relationship between children and their caregivers.
Drawing on more than three decades of neuroscience, public health, and social science, Perks explains why secure caregiver child attachment is not only the foundation of healthy childhoods but also one of the strongest predictors of lifelong wellbeing, economic productivity, and social stability. When those relationships break down, the costs ripple outward into education systems, health services, labor markets, and criminal justice systems. When they are strengthened, the benefits compound across generations.
At the center of the conversation is the Global Caregiver Forum, an inaugural intergovernmental gathering convened by UNICEF and the World Health Organization with the Government of Spain. Ministers from roughly 25 countries, alongside leading scientists and practitioners, are coming together to accelerate the global scale up of evidence based parenting and caregiver support programs.
Perks describes why these programs represent a breakthrough in public policy. A 2022 WHO led systematic review of more than 435 randomized controlled trials shows that evidence based parenting programs consistently increase nurturing care, reduce violence and maltreatment, improve children’s developmental outcomes, and significantly improve parental mental health. In other words, they deliver on child protection, early learning, and adult wellbeing at the same time.
The discussion moves from science to systems. Today, only about one quarter of countries report having widely available parenting programs, even though the interventions are relatively low cost and highly scalable. Perks explains how UNICEF and partners are working to build the global architecture needed to change that, including common frameworks, measurement tools, and coverage indicators similar to those used for vaccines and other public health interventions.
A critical theme is the return on investment. While the largest gains of early childhood support appear over decades, Perks points to growing evidence that parenting programs also generate benefits within political and budget cycles. These include reductions in low birth weight, fewer child placements in institutional care, better parental mental health, and lower productivity losses, all of which translate into tangible fiscal savings for governments.
Listeners also hear what modern caregiver support actually looks like. All families have access to support, with additional intensity for those facing higher risks due to poverty, trauma, or mental health challenges. Delivery channels range from home visiting and health systems to community hubs and digital tools, all adapted to local culture and context.
Beyond the forum, Perks reflects on a broader shift underway in global child policy. Too often, governments are presented with long lists of disconnected reforms. He argues that real progress requires focusing on a small number of interventions that are scientifically proven, politically feasible, and capable of driving multiple outcomes at once. Parenting programs and universal access to quality early childhood education sit at the top of that list.
The conversation also touches on the newly established International Day of Play, a United Nations observance led by UNICEF and UNESCO. Perks explains why play is not a luxury but a biological and social necessity that underpins learning, creativity, resilience, and human connection across the life course.
The episode closes with a powerful reminder. In a world marked by polarization and instability, the science of child development offers something rare: a practical, evidence based pathway to improve human wellbeing at scale. By investing in caregiving, attachment, and play, societies have an unprecedented opportunity to prevent trauma, and give every child the chance to grow up safe, loved, and nurtured.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Benjamin Perks, UNICEF’s Head of Advocacy for Child Development and Protection, joins Alberto Lidji on the Do One Better Podcast to make the case that the single most powerful investment a society can make is in the relationship between children and their caregivers.
Drawing on more than three decades of neuroscience, public health, and social science, Perks explains why secure caregiver child attachment is not only the foundation of healthy childhoods but also one of the strongest predictors of lifelong wellbeing, economic productivity, and social stability. When those relationships break down, the costs ripple outward into education systems, health services, labor markets, and criminal justice systems. When they are strengthened, the benefits compound across generations.
At the center of the conversation is the Global Caregiver Forum, an inaugural intergovernmental gathering convened by UNICEF and the World Health Organization with the Government of Spain. Ministers from roughly 25 countries, alongside leading scientists and practitioners, are coming together to accelerate the global scale up of evidence based parenting and caregiver support programs.
Perks describes why these programs represent a breakthrough in public policy. A 2022 WHO led systematic review of more than 435 randomized controlled trials shows that evidence based parenting programs consistently increase nurturing care, reduce violence and maltreatment, improve children’s developmental outcomes, and significantly improve parental mental health. In other words, they deliver on child protection, early learning, and adult wellbeing at the same time.
The discussion moves from science to systems. Today, only about one quarter of countries report having widely available parenting programs, even though the interventions are relatively low cost and highly scalable. Perks explains how UNICEF and partners are working to build the global architecture needed to change that, including common frameworks, measurement tools, and coverage indicators similar to those used for vaccines and other public health interventions.
A critical theme is the return on investment. While the largest gains of early childhood support appear over decades, Perks points to growing evidence that parenting programs also generate benefits within political and budget cycles. These include reductions in low birth weight, fewer child placements in institutional care, better parental mental health, and lower productivity losses, all of which translate into tangible fiscal savings for governments.
Listeners also hear what modern caregiver support actually looks like. All families have access to support, with additional intensity for those facing higher risks due to poverty, trauma, or mental health challenges. Delivery channels range from home visiting and health systems to community hubs and digital tools, all adapted to local culture and context.
Beyond the forum, Perks reflects on a broader shift underway in global child policy. Too often, governments are presented with long lists of disconnected reforms. He argues that real progress requires focusing on a small number of interventions that are scientifically proven, politically feasible, and capable of driving multiple outcomes at once. Parenting programs and universal access to quality early childhood education sit at the top of that list.
The conversation also touches on the newly established International Day of Play, a United Nations observance led by UNICEF and UNESCO. Perks explains why play is not a luxury but a biological and social necessity that underpins learning, creativity, resilience, and human connection across the life course.
The episode closes with a powerful reminder. In a world marked by polarization and instability, the science of child development offers something rare: a practical, evidence based pathway to improve human wellbeing at scale. By investing in caregiving, attachment, and play, societies have an unprecedented opportunity to prevent trauma, and give every child the chance to grow up safe, loved, and nurtured.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Surita Sandosham, President and CEO of Heifer International, shares how one of the world’s most established development organizations is reimagining the fight against hunger and poverty through locally led, systems-based solutions.
With more than 80 years of experience and work spanning 19 countries across Africa, Asia, and the Americas, Heifer International partners with smallholder farmers, especially women, to build sustainable, climate-resilient food systems. The conversation explores how farmers move from subsistence to thriving producers by strengthening social capital, building profitable value chains, and creating cooperative models that unlock market access, finance, and long-term resilience.
Surita explains why women and youth are central to transforming agriculture, particularly in contexts where women face barriers to land rights, credit, and decision-making, and where young people often see farming as an unattractive future. From self-help groups and savings models to partnerships that enable mechanization and entrepreneurship, the discussion highlights how dignity, agency, and opportunity are created at the community level.
The episode also dives into the Personal Transformation Index, a data-driven framework developed with academic partners to measure confidence, leadership, decision-making, and civic engagement among farmers. The results reveal how social capital and values-based development translate into stronger livelihoods, reduced household conflict, shared decision-making, and greater participation in local governance.
Throughout the conversation, Surita reflects on the urgency of global food insecurity, the limitations of working in isolation, and the importance of long-term partnerships with governments, multilaterals, businesses, and donors. The episode closes with a powerful reminder that ending hunger is not only about food production, but about building inclusive systems where farmers are recognized as producers, leaders, and stewards of the planet.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Surita Sandosham, President and CEO of Heifer International, shares how one of the world’s most established development organizations is reimagining the fight against hunger and poverty through locally led, systems-based solutions.
With more than 80 years of experience and work spanning 19 countries across Africa, Asia, and the Americas, Heifer International partners with smallholder farmers, especially women, to build sustainable, climate-resilient food systems. The conversation explores how farmers move from subsistence to thriving producers by strengthening social capital, building profitable value chains, and creating cooperative models that unlock market access, finance, and long-term resilience.
Surita explains why women and youth are central to transforming agriculture, particularly in contexts where women face barriers to land rights, credit, and decision-making, and where young people often see farming as an unattractive future. From self-help groups and savings models to partnerships that enable mechanization and entrepreneurship, the discussion highlights how dignity, agency, and opportunity are created at the community level.
The episode also dives into the Personal Transformation Index, a data-driven framework developed with academic partners to measure confidence, leadership, decision-making, and civic engagement among farmers. The results reveal how social capital and values-based development translate into stronger livelihoods, reduced household conflict, shared decision-making, and greater participation in local governance.
Throughout the conversation, Surita reflects on the urgency of global food insecurity, the limitations of working in isolation, and the importance of long-term partnerships with governments, multilaterals, businesses, and donors. The episode closes with a powerful reminder that ending hunger is not only about food production, but about building inclusive systems where farmers are recognized as producers, leaders, and stewards of the planet.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
As we close out 2025, host Alberto Lidji analyses fifty deep-dive conversations from the past year to identify the key trends currently reshaping the social impact landscape. This special 2025 roundup episode moves beyond individual projects to explore the fundamental evolution of systemic transformation. Alberto synthesises the year’s insights into three defining shifts: the transition from isolated funding to orchestrator models, the strategic focus on structural root causes, and a fundamental evolution in how we approach leadership and burnout.
Key Themes Explored in This Episode:
The Evolution of Collaboration: Why the retreat of traditional funding streams in 2025 turned partnership from an aspiration into a vital survival mechanism.
The Orchestrator Model: Exploring the move toward philanthropic bridge-building, where foundations support government-led initiatives and remove systemic friction points rather than driving isolated agendas.
Rigidity in Mission, Flexibility in Approach: Why the most effective strategies this year focused on markets and addressing systemic drivers rather than treating symptoms.
The Grace Shift: A look at how leadership archetypes are evolving to prioritise personnel well-being and structural support as prerequisites for long-term impact.
The Call to Agency: A concluding reflection on the power of citizen entrepreneurship and why individual action remains the ultimate antidote to global anxiety.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
As we close out 2025, host Alberto Lidji analyses fifty deep-dive conversations from the past year to identify the key trends currently reshaping the social impact landscape. This special 2025 roundup episode moves beyond individual projects to explore the fundamental evolution of systemic transformation. Alberto synthesises the year’s insights into three defining shifts: the transition from isolated funding to orchestrator models, the strategic focus on structural root causes, and a fundamental evolution in how we approach leadership and burnout.
Key Themes Explored in This Episode:
The Evolution of Collaboration: Why the retreat of traditional funding streams in 2025 turned partnership from an aspiration into a vital survival mechanism.
The Orchestrator Model: Exploring the move toward philanthropic bridge-building, where foundations support government-led initiatives and remove systemic friction points rather than driving isolated agendas.
Rigidity in Mission, Flexibility in Approach: Why the most effective strategies this year focused on markets and addressing systemic drivers rather than treating symptoms.
The Grace Shift: A look at how leadership archetypes are evolving to prioritise personnel well-being and structural support as prerequisites for long-term impact.
The Call to Agency: A concluding reflection on the power of citizen entrepreneurship and why individual action remains the ultimate antidote to global anxiety.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Cleft lip and palate is one of the most common congenital conditions worldwide, yet effective care goes far beyond repairing a visible deformity. It requires long-term, multidisciplinary support that addresses speech, hearing, dental development and psychological wellbeing.
In this episode, Brian Sommerlad, a surgeon and Chairman of CLEFT, shares four decades of experience in cleft care across the UK and low and middle income countries. Drawing on extensive work in places such as Bangladesh and Nepal, he explains why short-term surgical missions alone are not enough and how well-intentioned philanthropy can sometimes undermine local health systems.
The conversation explores what sustainable cleft care really looks like. Brian outlines CLEFT’s distinctive approach, which focuses on training local professionals, funding non-surgical roles such as speech therapists and orthodontists, and supporting multidisciplinary teams that can continue delivering care long after external support has stepped back.
Key topics include:
What cleft lip and palate is, how common it is, and why it affects far more than appearance
The lifelong importance of speech therapy, hearing support and dental care
The psychological and social impact of cleft conditions on children and families
Why teaching and capacity-building create more impact than simply doing operations
How poorly designed NGO activity can unintentionally weaken local services
The value of treating local clinicians, hospitals and governments as equal partners
Practical insights into allocating philanthropic funding for long-term benefit
Brian also reflects on his own journey from medical training in Australia to international work spanning Vietnam, Bangladesh, Iraq and beyond, offering candid observations on what has and has not worked in global health over time.
This episode is a thoughtful examination of how healthcare philanthropy can move from short-term intervention to lasting change, with lessons that extend well beyond cleft care alone.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Cleft lip and palate is one of the most common congenital conditions worldwide, yet effective care goes far beyond repairing a visible deformity. It requires long-term, multidisciplinary support that addresses speech, hearing, dental development and psychological wellbeing.
In this episode, Brian Sommerlad, a surgeon and Chairman of CLEFT, shares four decades of experience in cleft care across the UK and low and middle income countries. Drawing on extensive work in places such as Bangladesh and Nepal, he explains why short-term surgical missions alone are not enough and how well-intentioned philanthropy can sometimes undermine local health systems.
The conversation explores what sustainable cleft care really looks like. Brian outlines CLEFT’s distinctive approach, which focuses on training local professionals, funding non-surgical roles such as speech therapists and orthodontists, and supporting multidisciplinary teams that can continue delivering care long after external support has stepped back.
Key topics include:
What cleft lip and palate is, how common it is, and why it affects far more than appearance
The lifelong importance of speech therapy, hearing support and dental care
The psychological and social impact of cleft conditions on children and families
Why teaching and capacity-building create more impact than simply doing operations
How poorly designed NGO activity can unintentionally weaken local services
The value of treating local clinicians, hospitals and governments as equal partners
Practical insights into allocating philanthropic funding for long-term benefit
Brian also reflects on his own journey from medical training in Australia to international work spanning Vietnam, Bangladesh, Iraq and beyond, offering candid observations on what has and has not worked in global health over time.
This episode is a thoughtful examination of how healthcare philanthropy can move from short-term intervention to lasting change, with lessons that extend well beyond cleft care alone.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode explores the work of the Roger Federer Foundation through a conversation with Maya Ziswiler, Chief Executive Officer, focusing on early childhood education, prevention-focused philanthropy, and long-term systems change.
Maya explains how the Foundation works to give children a better start in life through early and foundational learning, with the majority of its work concentrated in Southern Africa and a growing portfolio in Switzerland. In Southern Africa, the Foundation partners closely with governments and locally rooted organisations across six countries to strengthen school readiness and early learning systems. In Switzerland, it is developing an approach that uses movement to strengthen body and mind, with an emphasis on preventing mental health challenges later in life.
A central theme of the discussion is the Foundation’s data-driven School Readiness Initiative, including tablet-based learning kiosks and the Child Steps assessment tool. These tools support teachers, simplify reporting, and generate actionable data for decision making at school, regional, and national levels. Key milestones include nationwide adoption of the assessment tool in Zimbabwe and the handover of programme implementation to government authorities in parts of South Africa.
The conversation also covers the Foundation’s strategic transition, with a new strategy to be launched in early 2026. Maya reflects on the shift from a single flagship solution towards an early learning continuum, the importance of partnerships, and the role of catalytic funding in strengthening an underfunded sector.
The episode also traces Maya’s leadership journey from the private sector to UNICEF, UBS Optimus Foundation, and now the Roger Federer Foundation, alongside the opportunities and challenges of leading a foundation associated with a global sporting icon.
Fun fact: The conversation is conducted by Alberto Lidji, former CEO of the Novak Djokovic Foundation, who interviews the CEO of the Roger Federer Foundation, offering a distinctive and collegial backdrop.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode explores the work of the Roger Federer Foundation through a conversation with Maya Ziswiler, Chief Executive Officer, focusing on early childhood education, prevention-focused philanthropy, and long-term systems change.
Maya explains how the Foundation works to give children a better start in life through early and foundational learning, with the majority of its work concentrated in Southern Africa and a growing portfolio in Switzerland. In Southern Africa, the Foundation partners closely with governments and locally rooted organisations across six countries to strengthen school readiness and early learning systems. In Switzerland, it is developing an approach that uses movement to strengthen body and mind, with an emphasis on preventing mental health challenges later in life.
A central theme of the discussion is the Foundation’s data-driven School Readiness Initiative, including tablet-based learning kiosks and the Child Steps assessment tool. These tools support teachers, simplify reporting, and generate actionable data for decision making at school, regional, and national levels. Key milestones include nationwide adoption of the assessment tool in Zimbabwe and the handover of programme implementation to government authorities in parts of South Africa.
The conversation also covers the Foundation’s strategic transition, with a new strategy to be launched in early 2026. Maya reflects on the shift from a single flagship solution towards an early learning continuum, the importance of partnerships, and the role of catalytic funding in strengthening an underfunded sector.
The episode also traces Maya’s leadership journey from the private sector to UNICEF, UBS Optimus Foundation, and now the Roger Federer Foundation, alongside the opportunities and challenges of leading a foundation associated with a global sporting icon.
Fun fact: The conversation is conducted by Alberto Lidji, former CEO of the Novak Djokovic Foundation, who interviews the CEO of the Roger Federer Foundation, offering a distinctive and collegial backdrop.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Guy Cave, President of the Legatum Foundation, discusses how the foundation launches and scales collaborative funds that focus on ambitious, system-level change. Rather than distributing small grants, the foundation pilots approaches with local organisations, tests what works, and—when the potential for large-scale impact is clear—spins out independent funds with their own leadership, governance and investor base.
Guy traces the journey behind four existing funds: the END Fund, focused on neglected tropical diseases; the Freedom Fund, which addresses human trafficking and modern slavery; the Luminos Fund, bringing out-of-school children back into learning; and, most recently, the Resilio Fund, which supports community-led humanitarian response through micro-grants to hyper-local groups. Collectively, these funds have mobilised more than US$1 billion.
He also introduces two current pilots that may become future funds: care reform to help children move safely from institutions into family-based care, and criminal justice reform. Throughout the conversation, Guy unpacks how new ideas emerge, how evidence is generated, how partners are brought in, and how to let go so that independent funds—and their CEOs—can thrive.
For anyone interested in collaborative philanthropy, local leadership, or building vehicles that others can support, this episode offers practical insight into sequencing, partnership, and learning at scale.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Guy Cave, President of the Legatum Foundation, discusses how the foundation launches and scales collaborative funds that focus on ambitious, system-level change. Rather than distributing small grants, the foundation pilots approaches with local organisations, tests what works, and—when the potential for large-scale impact is clear—spins out independent funds with their own leadership, governance and investor base.
Guy traces the journey behind four existing funds: the END Fund, focused on neglected tropical diseases; the Freedom Fund, which addresses human trafficking and modern slavery; the Luminos Fund, bringing out-of-school children back into learning; and, most recently, the Resilio Fund, which supports community-led humanitarian response through micro-grants to hyper-local groups. Collectively, these funds have mobilised more than US$1 billion.
He also introduces two current pilots that may become future funds: care reform to help children move safely from institutions into family-based care, and criminal justice reform. Throughout the conversation, Guy unpacks how new ideas emerge, how evidence is generated, how partners are brought in, and how to let go so that independent funds—and their CEOs—can thrive.
For anyone interested in collaborative philanthropy, local leadership, or building vehicles that others can support, this episode offers practical insight into sequencing, partnership, and learning at scale.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This conversation offers an in-depth look at the evolving landscape of philanthropy, global health, and development funding, with a particular focus on Sub-Saharan Africa. The discussion examines how current geopolitical and economic pressures are reshaping what effective partnership, sustainability, and impact look like for funders, governments, and civil society.
The episode explores a wide range of thematic priorities including maternal, newborn, and child health; pediatric and adolescent HIV; early childhood development; human resources for health; and humanitarian response. It illuminates why deeply understanding country-level contexts—systems, supply chains, human capital, financing constraints, and government priorities—is central to strategic philanthropy.
A significant portion of the conversation addresses how private philanthropy can play a constructive, catalytic role amid a period of unusually rapid change in global aid flows. Topics include the risks of backsliding on key health indicators, strategies for identifying truly local and embedded implementing partners, and the importance of moving from project-based funding toward general operating support to strengthen long-term institutional capacity.
The episode also examines the realities and complexities of co-funding with other foundations, multilaterals, and bilaterals—what genuine partnership requires, how priorities are aligned, and how fragmentation can be reduced. A major highlight is the creation of the Beginnings Fund, a large-scale collaborative effort uniting several private funders to meaningfully advance maternal and newborn health across multiple countries in Sub-Saharan Africa.
Looking ahead, the conversation outlines both the challenges and opportunities that lie between now and 2030. It reflects on where renewed discipline, focus, and collaboration are most urgently needed, and why the current moment may also be a rare chance for long-overdue recalibration in global health and development.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This conversation offers an in-depth look at the evolving landscape of philanthropy, global health, and development funding, with a particular focus on Sub-Saharan Africa. The discussion examines how current geopolitical and economic pressures are reshaping what effective partnership, sustainability, and impact look like for funders, governments, and civil society.
The episode explores a wide range of thematic priorities including maternal, newborn, and child health; pediatric and adolescent HIV; early childhood development; human resources for health; and humanitarian response. It illuminates why deeply understanding country-level contexts—systems, supply chains, human capital, financing constraints, and government priorities—is central to strategic philanthropy.
A significant portion of the conversation addresses how private philanthropy can play a constructive, catalytic role amid a period of unusually rapid change in global aid flows. Topics include the risks of backsliding on key health indicators, strategies for identifying truly local and embedded implementing partners, and the importance of moving from project-based funding toward general operating support to strengthen long-term institutional capacity.
The episode also examines the realities and complexities of co-funding with other foundations, multilaterals, and bilaterals—what genuine partnership requires, how priorities are aligned, and how fragmentation can be reduced. A major highlight is the creation of the Beginnings Fund, a large-scale collaborative effort uniting several private funders to meaningfully advance maternal and newborn health across multiple countries in Sub-Saharan Africa.
Looking ahead, the conversation outlines both the challenges and opportunities that lie between now and 2030. It reflects on where renewed discipline, focus, and collaboration are most urgently needed, and why the current moment may also be a rare chance for long-overdue recalibration in global health and development.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode features an in-depth conversation with philanthropist Sarah Butler-Sloss, founder and chair of the Aurora Trust and member of the Sainsbury family. With more than three decades of experience in environmental philanthropy, she offers an expansive perspective on climate action, sustainable finance, regenerative agriculture, and the role of foundations in driving systemic change.
The discussion begins with the origins and evolution of the Aurora Trust, established in 1990 to support environmental and biodiversity initiatives. Sarah outlines the trust’s core areas of focus: halting tropical deforestation, advancing sustainable and regenerative farming in the UK, connecting children from disadvantaged communities with nature, improving sustainable finance systems, and supporting energy-access solutions in partnership with Ashden.
A substantial portion of the conversation examines the importance of aligning endowment investments with charitable purpose. Sarah shares the story behind the landmark Butler-Sloss vs Charity Commission case, in which she and her brother successfully argued that charitable endowments should consider mission alignment—not solely financial returns—when determining investment strategy. This judgment has since shaped UK charity investment guidance, enabling foundations to invest in ways consistent with environmental and social objectives.
The episode also explores the changing landscape of philanthropy, particularly the growing pressures on UK charities and funders. Sarah stresses the value of collaboration among donors and organisations, the importance of avoiding duplication, and the need to support both established institutions and promising early-stage initiatives. She reflects on how foundations can balance coordinated efforts with maintaining independence and openness to innovation.
Later, the conversation turns to the Ashden Awards, the global initiative Sarah founded 25 years ago to identify, celebrate, and scale exemplary clean-energy solutions. She describes their evolution from a pure award programme to a wider platform for policy influence, investment mobilisation, and global awareness-raising. Stories from the Global South and the UK illustrate how clean-energy innovators deliver powerful social, economic, and environmental benefits.
Sarah closes with a clear message for philanthropists: grants are only part of the picture. Endowments must also be deployed responsibly and strategically to advance charitable purpose and avoid undermining the very challenges philanthropy seeks to address.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode features an in-depth conversation with philanthropist Sarah Butler-Sloss, founder and chair of the Aurora Trust and member of the Sainsbury family. With more than three decades of experience in environmental philanthropy, she offers an expansive perspective on climate action, sustainable finance, regenerative agriculture, and the role of foundations in driving systemic change.
The discussion begins with the origins and evolution of the Aurora Trust, established in 1990 to support environmental and biodiversity initiatives. Sarah outlines the trust’s core areas of focus: halting tropical deforestation, advancing sustainable and regenerative farming in the UK, connecting children from disadvantaged communities with nature, improving sustainable finance systems, and supporting energy-access solutions in partnership with Ashden.
A substantial portion of the conversation examines the importance of aligning endowment investments with charitable purpose. Sarah shares the story behind the landmark Butler-Sloss vs Charity Commission case, in which she and her brother successfully argued that charitable endowments should consider mission alignment—not solely financial returns—when determining investment strategy. This judgment has since shaped UK charity investment guidance, enabling foundations to invest in ways consistent with environmental and social objectives.
The episode also explores the changing landscape of philanthropy, particularly the growing pressures on UK charities and funders. Sarah stresses the value of collaboration among donors and organisations, the importance of avoiding duplication, and the need to support both established institutions and promising early-stage initiatives. She reflects on how foundations can balance coordinated efforts with maintaining independence and openness to innovation.
Later, the conversation turns to the Ashden Awards, the global initiative Sarah founded 25 years ago to identify, celebrate, and scale exemplary clean-energy solutions. She describes their evolution from a pure award programme to a wider platform for policy influence, investment mobilisation, and global awareness-raising. Stories from the Global South and the UK illustrate how clean-energy innovators deliver powerful social, economic, and environmental benefits.
Sarah closes with a clear message for philanthropists: grants are only part of the picture. Endowments must also be deployed responsibly and strategically to advance charitable purpose and avoid undermining the very challenges philanthropy seeks to address.
Visit our Knowledge Hub at Lidji.org for information on 350+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This week, The Do One Better Podcast marks a remarkable milestone: 350 consecutive episodes since its launch in early 2019.
In this special solo edition, host Alberto Lidji reflects on the joy of creating a weekly show that brings together voices from across philanthropy, sustainability and social entrepreneurship, and on what it means to have listeners tuning in from every corner of the world.
Alberto shares why producing the podcast remains such a deeply rewarding experience:
He also reflects on the craft behind the show, from preparation and production to the care that goes into every episode, and the sense of meaning that comes from connecting with so many people who share a passion for positive change.
This milestone episode is a warm and thoughtful celebration of curiosity, purpose and connection, and a heartfelt thank-you to the guests and listeners around the world who have made the journey possible.
Visit our Knowledge Hub at Lidji.org for information on 350 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This week, The Do One Better Podcast marks a remarkable milestone: 350 consecutive episodes since its launch in early 2019.
In this special solo edition, host Alberto Lidji reflects on the joy of creating a weekly show that brings together voices from across philanthropy, sustainability and social entrepreneurship, and on what it means to have listeners tuning in from every corner of the world.
Alberto shares why producing the podcast remains such a deeply rewarding experience:
He also reflects on the craft behind the show, from preparation and production to the care that goes into every episode, and the sense of meaning that comes from connecting with so many people who share a passion for positive change.
This milestone episode is a warm and thoughtful celebration of curiosity, purpose and connection, and a heartfelt thank-you to the guests and listeners around the world who have made the journey possible.
Visit our Knowledge Hub at Lidji.org for information on 350 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Featuring Dr. Carrie Besnette Hauser, President and CEO, and Molly Morgan, Texas State Director, both from the Trust for Public Land.
They share how their organization is working to ensure that every person in the United States can live within a short walk of a park, trail, or green space. The conversation explores the strategies and partnerships that are transforming communities and connecting people to nature.
Topics include:
Turning schoolyards into safe, vibrant community spaces
Returning land to Indigenous tribes and protecting cultural heritage sites
Expanding access through the national “10-Minute Walk” initiative
How the ParkScore Index drives improvement and accountability among U.S. cities
The social, mental health, and economic benefits of nearby green spaces
Examples from Dallas, New York, and Atlanta showing how access changes lives
A thoughtful look at how data, design, and community engagement are reshaping the urban landscape — and why access to the outdoors is essential for everyone.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Featuring Dr. Carrie Besnette Hauser, President and CEO, and Molly Morgan, Texas State Director, both from the Trust for Public Land.
They share how their organization is working to ensure that every person in the United States can live within a short walk of a park, trail, or green space. The conversation explores the strategies and partnerships that are transforming communities and connecting people to nature.
Topics include:
Turning schoolyards into safe, vibrant community spaces
Returning land to Indigenous tribes and protecting cultural heritage sites
Expanding access through the national “10-Minute Walk” initiative
How the ParkScore Index drives improvement and accountability among U.S. cities
The social, mental health, and economic benefits of nearby green spaces
Examples from Dallas, New York, and Atlanta showing how access changes lives
A thoughtful look at how data, design, and community engagement are reshaping the urban landscape — and why access to the outdoors is essential for everyone.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Kate Williams, Chief Executive Officer of 1% for the Planet, joins the conversation to share how a simple idea—businesses and individuals committing 1% of annual revenues to environmental causes—has evolved into a powerful global movement.
Founded by Yvon Chouinard (Patagonia) and Craig Matthews, 1% for the Planet has inspired thousands of companies across more than 100 countries to give back to the planet. With over $820 million certified in lifetime giving, the organization is on track to reach its first billion in donations.
Kate explains how the model works: from certifying members’ contributions to connecting them with vetted environmental partners across four key impact areas—Just Economies, Resilient Communities, Rights to Nature, and Conservation & Restoration. She discusses the philosophy behind giving from revenues, not profits, why that matters for lasting impact, and how companies of all sizes can integrate sustainability into their core operations.
Listeners will hear about:
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Kate Williams, Chief Executive Officer of 1% for the Planet, joins the conversation to share how a simple idea—businesses and individuals committing 1% of annual revenues to environmental causes—has evolved into a powerful global movement.
Founded by Yvon Chouinard (Patagonia) and Craig Matthews, 1% for the Planet has inspired thousands of companies across more than 100 countries to give back to the planet. With over $820 million certified in lifetime giving, the organization is on track to reach its first billion in donations.
Kate explains how the model works: from certifying members’ contributions to connecting them with vetted environmental partners across four key impact areas—Just Economies, Resilient Communities, Rights to Nature, and Conservation & Restoration. She discusses the philosophy behind giving from revenues, not profits, why that matters for lasting impact, and how companies of all sizes can integrate sustainability into their core operations.
Listeners will hear about:
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What are the real economics behind recycling and reuse—and why, despite decades of progress, are we recycling less of our growing waste?
In this insightful conversation with TerraCycle Founder and CEO Tom Szaky, we unpack the market forces, policy levers, and behavioral dynamics that shape the global waste system. Szaky explains why recycling often fails to scale, how value—not technology—determines what gets recycled, and why the world still produces more waste per person each year.
We dive into:
The harsh truth about recycling economics: why most recyclers only process what’s profitable.
The “Great Fiberization” trend and the myths around compostable and “eco” packaging.
Why technology isn’t a silver bullet—and why true change must confront value and cost.
France’s groundbreaking reuse model: a case study in regulation that works, with retailers like Carrefour leading the way.
How policy drives innovation: the interplay between free markets, extended producer responsibility, and consumer behavior.
A hopeful yet pragmatic look ahead to 2030, and what it will take for circular systems to thrive globally.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What are the real economics behind recycling and reuse—and why, despite decades of progress, are we recycling less of our growing waste?
In this insightful conversation with TerraCycle Founder and CEO Tom Szaky, we unpack the market forces, policy levers, and behavioral dynamics that shape the global waste system. Szaky explains why recycling often fails to scale, how value—not technology—determines what gets recycled, and why the world still produces more waste per person each year.
We dive into:
The harsh truth about recycling economics: why most recyclers only process what’s profitable.
The “Great Fiberization” trend and the myths around compostable and “eco” packaging.
Why technology isn’t a silver bullet—and why true change must confront value and cost.
France’s groundbreaking reuse model: a case study in regulation that works, with retailers like Carrefour leading the way.
How policy drives innovation: the interplay between free markets, extended producer responsibility, and consumer behavior.
A hopeful yet pragmatic look ahead to 2030, and what it will take for circular systems to thrive globally.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Anna María Chávez, President and CEO of the Arizona Community Foundation, shares an inspiring look into how one of America’s leading statewide community foundations is redefining philanthropy, partnership and social impact in Arizona and beyond.
In this powerful conversation, Anna María discusses how the Arizona Community Foundation brings together individuals, corporations and nonprofits to drive meaningful change in education, affordable housing and environmental innovation. She explains how philanthropy can start as early as childhood and how anyone, from Girl Scouts to global CEOs, can play a role in building stronger, more equitable communities.
Listeners will gain insights into:
The unique statewide model of the Arizona Community Foundation and its $1.6B in managed assets.
Why community foundations serve as neutral conveners that unite government, business and civil society.
Arizona’s role as a living laboratory for environmental innovation.
How bold, risk-taking philanthropy can unlock catalytic solutions to complex social challenges.
Anna María also reflects on her own remarkable journey and why she believes the future of philanthropy lies in creativity, collaboration and community-driven leadership.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Anna María Chávez, President and CEO of the Arizona Community Foundation, shares an inspiring look into how one of America’s leading statewide community foundations is redefining philanthropy, partnership and social impact in Arizona and beyond.
In this powerful conversation, Anna María discusses how the Arizona Community Foundation brings together individuals, corporations and nonprofits to drive meaningful change in education, affordable housing and environmental innovation. She explains how philanthropy can start as early as childhood and how anyone, from Girl Scouts to global CEOs, can play a role in building stronger, more equitable communities.
Listeners will gain insights into:
The unique statewide model of the Arizona Community Foundation and its $1.6B in managed assets.
Why community foundations serve as neutral conveners that unite government, business and civil society.
Arizona’s role as a living laboratory for environmental innovation.
How bold, risk-taking philanthropy can unlock catalytic solutions to complex social challenges.
Anna María also reflects on her own remarkable journey and why she believes the future of philanthropy lies in creativity, collaboration and community-driven leadership.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Corporate giving is more than philanthropy — it’s a strategic tool for impact. In this thought-provoking conversation, we explore how companies can deploy their balance sheets, human capital, and core business capabilities to achieve meaningful social outcomes.
Our guest, Gwen Lim, Head of the Southeast Asia office and Partner at The Bridgespan Group, unpacks insights from her newly released report “High-Impact Approaches to Corporate Giving” (published September 2025). She shares what distinguishes corporate giving from other forms of philanthropy, the key trade-offs between impact and risk, and how firms can align purpose with performance.
Discover how leading corporates are:
Navigating reputational and political risks while maximizing social good
Leveraging business assets like data, platforms, and expertise for public benefit
Structuring high-impact strategies through corporate foundations and internal initiatives
Balancing short-term financial results with long-term social outcomes
Engaging employees, investors, and customers in purpose-driven impact
Gwen also shares fascinating case studies — from Bloomberg’s data-led volunteering to DHL’s disaster logistics — illustrating how capability-led giving can transform communities.
This episode is a must-listen for corporate leaders, CSR professionals, philanthropists, and anyone curious about how business can become a force for good in an age of uncertainty.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Corporate giving is more than philanthropy — it’s a strategic tool for impact. In this thought-provoking conversation, we explore how companies can deploy their balance sheets, human capital, and core business capabilities to achieve meaningful social outcomes.
Our guest, Gwen Lim, Head of the Southeast Asia office and Partner at The Bridgespan Group, unpacks insights from her newly released report “High-Impact Approaches to Corporate Giving” (published September 2025). She shares what distinguishes corporate giving from other forms of philanthropy, the key trade-offs between impact and risk, and how firms can align purpose with performance.
Discover how leading corporates are:
Navigating reputational and political risks while maximizing social good
Leveraging business assets like data, platforms, and expertise for public benefit
Structuring high-impact strategies through corporate foundations and internal initiatives
Balancing short-term financial results with long-term social outcomes
Engaging employees, investors, and customers in purpose-driven impact
Gwen also shares fascinating case studies — from Bloomberg’s data-led volunteering to DHL’s disaster logistics — illustrating how capability-led giving can transform communities.
This episode is a must-listen for corporate leaders, CSR professionals, philanthropists, and anyone curious about how business can become a force for good in an age of uncertainty.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What does it take to transform a neighborhood long defined by poverty into a community of opportunity, dignity, and hope?
In this episode, Logan Herring, CEO of The WRK Group, shares how three organizations—the Warehouse, Reach Riverside, and Kingswood Community Center—are leading a $600 million revitalization effort in Wilmington, Delaware’s Riverside neighborhood.
Logan discusses how teens help design and run a state-of-the-art community center, why holistic redevelopment is central to breaking intergenerational poverty, and how community members themselves are shaping the vision for their future. He also reflects on personal experiences that shaped his leadership journey and explains why his ultimate goal is to work himself out of a job by building a community that thrives without external support.
You’ll hear about:
How The WRK Group blends housing, education, health, and economic vitality into one comprehensive model.
The story behind the Warehouse teen center, run for teens, by teens.
The challenges and breakthroughs of creating lasting, systemic change.
Why restoring hope is as important as bricks and mortar.
Generational impact stories—from tragedy to triumph—that reveal what’s at stake.
This conversation is an inspiring look at what’s possible when vision, collaboration, and community ownership come together.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What does it take to transform a neighborhood long defined by poverty into a community of opportunity, dignity, and hope?
In this episode, Logan Herring, CEO of The WRK Group, shares how three organizations—the Warehouse, Reach Riverside, and Kingswood Community Center—are leading a $600 million revitalization effort in Wilmington, Delaware’s Riverside neighborhood.
Logan discusses how teens help design and run a state-of-the-art community center, why holistic redevelopment is central to breaking intergenerational poverty, and how community members themselves are shaping the vision for their future. He also reflects on personal experiences that shaped his leadership journey and explains why his ultimate goal is to work himself out of a job by building a community that thrives without external support.
You’ll hear about:
How The WRK Group blends housing, education, health, and economic vitality into one comprehensive model.
The story behind the Warehouse teen center, run for teens, by teens.
The challenges and breakthroughs of creating lasting, systemic change.
Why restoring hope is as important as bricks and mortar.
Generational impact stories—from tragedy to triumph—that reveal what’s at stake.
This conversation is an inspiring look at what’s possible when vision, collaboration, and community ownership come together.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Philanthropy faces a “Sputnik moment” in science funding. Ari Simon, President of Tambourine Philanthropies, shares why the U.S. research system is under existential threat — and how foundations can step up now.
In this episode, you’ll learn:
Why labs, postdocs, and decades of data are at risk from sudden funding cuts
Four immediate philanthropic responses to keep research alive
How tools like recoverable grants, guarantees, and IP-based financing can bridge gaps
Why supporting early-career scientists and researcher well-being is urgent
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Philanthropy faces a “Sputnik moment” in science funding. Ari Simon, President of Tambourine Philanthropies, shares why the U.S. research system is under existential threat — and how foundations can step up now.
In this episode, you’ll learn:
Why labs, postdocs, and decades of data are at risk from sudden funding cuts
Four immediate philanthropic responses to keep research alive
How tools like recoverable grants, guarantees, and IP-based financing can bridge gaps
Why supporting early-career scientists and researcher well-being is urgent
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Professor Jack Shonkoff, Founding Director of Harvard University’s Center on the Developing Child and Director of Connecting Science + Community, joins for a powerful conversation about the future of early childhood development (ECD).
He reflects on decades of progress in making science actionable for policymakers, service providers and advocates; and shares why the next frontier must focus on the environments where families live.
From poverty and housing to access to nutritious food, clean water and social capital, Shonkoff explains why community context is the missing piece in ensuring children everywhere can thrive.
Key topics explored in this episode:
Why ECD is a moral imperative and a foundation for a healthy, sustainable society
How science — from neuroscience to immunology — is reshaping our understanding of child development
Why one-size-fits-all programs fail, and how solutions must adapt to local contexts
The misaligned incentives in philanthropy, evaluation and policymaking that slow progress
How Connecting Science + Community is bridging research and grassroots action, with early examples of U.S. cities tackling housing, jobs and equity for children
Why being “constructively dissatisfied” is essential for the field to keep advancing
Professor Shonkoff emphasizes that while the early childhood field has already transformed millions of lives worldwide, the work is far from finished. Real impact will come from smarter strategies, stronger communities and a commitment to caring not only for our children but for all children.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Professor Jack Shonkoff, Founding Director of Harvard University’s Center on the Developing Child and Director of Connecting Science + Community, joins for a powerful conversation about the future of early childhood development (ECD).
He reflects on decades of progress in making science actionable for policymakers, service providers and advocates; and shares why the next frontier must focus on the environments where families live.
From poverty and housing to access to nutritious food, clean water and social capital, Shonkoff explains why community context is the missing piece in ensuring children everywhere can thrive.
Key topics explored in this episode:
Why ECD is a moral imperative and a foundation for a healthy, sustainable society
How science — from neuroscience to immunology — is reshaping our understanding of child development
Why one-size-fits-all programs fail, and how solutions must adapt to local contexts
The misaligned incentives in philanthropy, evaluation and policymaking that slow progress
How Connecting Science + Community is bridging research and grassroots action, with early examples of U.S. cities tackling housing, jobs and equity for children
Why being “constructively dissatisfied” is essential for the field to keep advancing
Professor Shonkoff emphasizes that while the early childhood field has already transformed millions of lives worldwide, the work is far from finished. Real impact will come from smarter strategies, stronger communities and a commitment to caring not only for our children but for all children.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
David Reiling, CEO of Sunrise Banks, shares his entrepreneurial journey of building a mission-driven financial institution where doing good and doing well go hand in hand.
From serving immigrant communities in Minnesota to shaping global conversations on financial inclusion and financial literacy, David explains how values-based banking empowers individuals, supports local economies and drives innovation.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
David Reiling, CEO of Sunrise Banks, shares his entrepreneurial journey of building a mission-driven financial institution where doing good and doing well go hand in hand.
From serving immigrant communities in Minnesota to shaping global conversations on financial inclusion and financial literacy, David explains how values-based banking empowers individuals, supports local economies and drives innovation.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jonathan Simmons, CEO of New Philanthropy Capital (NPC), joins to share a refreshing perspective on philanthropy—why it should be fun, how to grow the giving market, and what it takes to make charitable impact both strategic and joyful.
We explore:
The origins of NPC and how it helps philanthropists make smarter decisions
Why giving should be viewed not only as serious and rigorous but also enjoyable
How to encourage individuals and organizations—whether wealthy or everyday donors—to engage in philanthropy
The role of giving circles and pooled funds in driving collective impact
Cultural and psychological barriers that hold people back from giving, and how to overcome them
The need for stronger collaboration between charities, social enterprises and impact investors
What government and policy can do to make philanthropy easier and more effective
From misconceptions around “bad charities” to the addictive joy of seeing your money do good, this episode is packed with insights, practical ideas and optimism. Whether you’re a seasoned philanthropist, someone just starting to give or simply curious about how generosity shapes society, you’ll find plenty of inspiration here.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jonathan Simmons, CEO of New Philanthropy Capital (NPC), joins to share a refreshing perspective on philanthropy—why it should be fun, how to grow the giving market, and what it takes to make charitable impact both strategic and joyful.
We explore:
The origins of NPC and how it helps philanthropists make smarter decisions
Why giving should be viewed not only as serious and rigorous but also enjoyable
How to encourage individuals and organizations—whether wealthy or everyday donors—to engage in philanthropy
The role of giving circles and pooled funds in driving collective impact
Cultural and psychological barriers that hold people back from giving, and how to overcome them
The need for stronger collaboration between charities, social enterprises and impact investors
What government and policy can do to make philanthropy easier and more effective
From misconceptions around “bad charities” to the addictive joy of seeing your money do good, this episode is packed with insights, practical ideas and optimism. Whether you’re a seasoned philanthropist, someone just starting to give or simply curious about how generosity shapes society, you’ll find plenty of inspiration here.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What does it take to help thousands of women secure employment each year? Anna Hemings, Chief Executive of Smart Works, joins to share how this UK charity provides unemployed women with the coaching, clothing and confidence needed to transform their career prospects.
We explore:
How Smart Works supports 10,000 women annually with interview preparation, career coaching and professional outfits
Insights from the Smart Works Unemployment Index, an annual report examining the barriers women face when seeking work
The biggest challenges women face in today’s labor market, from AI screening to childcare costs and workplace inequality
What employers and policymakers can do to remove barriers and create fairer opportunities
Smart Works’ growth strategy and why volunteer power and fashion industry partnerships are central to its impact
This episode shines a light on practical solutions that empower women, strengthen communities and benefit the wider economy.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
What does it take to help thousands of women secure employment each year? Anna Hemings, Chief Executive of Smart Works, joins to share how this UK charity provides unemployed women with the coaching, clothing and confidence needed to transform their career prospects.
We explore:
How Smart Works supports 10,000 women annually with interview preparation, career coaching and professional outfits
Insights from the Smart Works Unemployment Index, an annual report examining the barriers women face when seeking work
The biggest challenges women face in today’s labor market, from AI screening to childcare costs and workplace inequality
What employers and policymakers can do to remove barriers and create fairer opportunities
Smart Works’ growth strategy and why volunteer power and fashion industry partnerships are central to its impact
This episode shines a light on practical solutions that empower women, strengthen communities and benefit the wider economy.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode of The Do One Better Podcast, host Alberto Lidji sits down with David Risher, CEO of Lyft, to explore what it means to lead with purpose in one of the world’s most competitive industries.
David shares his journey from Amazon executive to nonprofit founder (Worldreader) and now CEO of Lyft, where he champions a vision of “serving and connecting.” He discusses his hands-on leadership style—including driving as a Lyft driver himself—and how listening directly to riders and drivers has shaped new innovations such as Women+ Connect, Price Lock, and on-time pickup guarantees.
We also dive into Lyft Up, the company’s initiative providing free or discounted rides to job seekers, patients, and low-income communities, and we hear about David’s philanthropic work with Worldreader and Half My DAF, which is mobilizing millions in donor-advised funds for good causes.
From navigating trade-offs between profit and purpose, to expanding Lyft’s footprint into Europe, David offers candid insights into building a values-driven company while scaling impact at massive reach.
Whether you’re in the corporate world, nonprofit space, or seeking inspiration for how business can be a force for good, this conversation is full of fresh ideas, heartfelt stories, and practical lessons.
Don’t forget to subscribe, rate, and review the show to help others discover these inspiring conversations.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode of The Do One Better Podcast, host Alberto Lidji sits down with David Risher, CEO of Lyft, to explore what it means to lead with purpose in one of the world’s most competitive industries.
David shares his journey from Amazon executive to nonprofit founder (Worldreader) and now CEO of Lyft, where he champions a vision of “serving and connecting.” He discusses his hands-on leadership style—including driving as a Lyft driver himself—and how listening directly to riders and drivers has shaped new innovations such as Women+ Connect, Price Lock, and on-time pickup guarantees.
We also dive into Lyft Up, the company’s initiative providing free or discounted rides to job seekers, patients, and low-income communities, and we hear about David’s philanthropic work with Worldreader and Half My DAF, which is mobilizing millions in donor-advised funds for good causes.
From navigating trade-offs between profit and purpose, to expanding Lyft’s footprint into Europe, David offers candid insights into building a values-driven company while scaling impact at massive reach.
Whether you’re in the corporate world, nonprofit space, or seeking inspiration for how business can be a force for good, this conversation is full of fresh ideas, heartfelt stories, and practical lessons.
Don’t forget to subscribe, rate, and review the show to help others discover these inspiring conversations.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
How do you prepare leaders to solve Brazil’s toughest challenges? Denis Mizne, CEO of the Lemann Foundation, shares how they’re eradicating illiteracy, boosting education, and developing changemakers who bridge political divides and drive real impact.
How can a country unlock its full potential by investing in both education and leadership? In this episode, Denis Mizne reveals how one of Brazil’s largest philanthropic organizations is working to eradicate illiteracy, improve middle school outcomes, and prepare future leaders to tackle complex social challenges.
We explore the Lemann Leadership Network—bringing together talented Brazilians from across the political spectrum—and learn how its fellows are making an impact in government, NGOs, academia, and business. Denis shares insights on creating constructive dialogue in polarized times, preventing brain drain, and measuring leadership impact in a meaningful way.
If you’re passionate about leadership development, education reform, social entrepreneurship, or Brazil’s future, this conversation offers actionable lessons and inspiring real-world examples from one of Latin America’s most influential foundations.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
How do you prepare leaders to solve Brazil’s toughest challenges? Denis Mizne, CEO of the Lemann Foundation, shares how they’re eradicating illiteracy, boosting education, and developing changemakers who bridge political divides and drive real impact.
How can a country unlock its full potential by investing in both education and leadership? In this episode, Denis Mizne reveals how one of Brazil’s largest philanthropic organizations is working to eradicate illiteracy, improve middle school outcomes, and prepare future leaders to tackle complex social challenges.
We explore the Lemann Leadership Network—bringing together talented Brazilians from across the political spectrum—and learn how its fellows are making an impact in government, NGOs, academia, and business. Denis shares insights on creating constructive dialogue in polarized times, preventing brain drain, and measuring leadership impact in a meaningful way.
If you’re passionate about leadership development, education reform, social entrepreneurship, or Brazil’s future, this conversation offers actionable lessons and inspiring real-world examples from one of Latin America’s most influential foundations.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this thought-provoking episode, Jeff Bradach, co-founder of Bridgespan and its former Managing Partner of 21 years, reflects on the evolving landscape of philanthropy, the nonprofit sector, and civil society at large—just as Bridgespan marks its 25th anniversary.
Jeff shares deep insights into the tectonic shifts underway in 2025, from the unprecedented accumulation of private wealth to the shifting relationship between philanthropy, government, and civil society. He raises essential questions: Why isn’t philanthropic giving keeping pace with wealth? Is it a motivation issue, a “plumbing” problem, or something deeper?
We explore:
The legacy and impact of Bridgespan’s first 25 years
Collaborative philanthropy and trust-based giving
The growing global push for community-driven change and localization
How philanthropists can move from caution to action—learning by doing
The delicate balance between rigor and trust in effective giving
Challenges in donor expectations and the misunderstood "joy" of giving
Why co-creation and humility—not silver bullets—are key to transformative change
Jeff also touches on the importance of grace in leadership during a time of deep uncertainty for the social sector, and how listening, learning, and shared ownership may hold more power than isolated strategy.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this thought-provoking episode, Jeff Bradach, co-founder of Bridgespan and its former Managing Partner of 21 years, reflects on the evolving landscape of philanthropy, the nonprofit sector, and civil society at large—just as Bridgespan marks its 25th anniversary.
Jeff shares deep insights into the tectonic shifts underway in 2025, from the unprecedented accumulation of private wealth to the shifting relationship between philanthropy, government, and civil society. He raises essential questions: Why isn’t philanthropic giving keeping pace with wealth? Is it a motivation issue, a “plumbing” problem, or something deeper?
We explore:
The legacy and impact of Bridgespan’s first 25 years
Collaborative philanthropy and trust-based giving
The growing global push for community-driven change and localization
How philanthropists can move from caution to action—learning by doing
The delicate balance between rigor and trust in effective giving
Challenges in donor expectations and the misunderstood "joy" of giving
Why co-creation and humility—not silver bullets—are key to transformative change
Jeff also touches on the importance of grace in leadership during a time of deep uncertainty for the social sector, and how listening, learning, and shared ownership may hold more power than isolated strategy.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Eleanor Harrison, CEO of the Fairtrade Foundation, explores how ethical trade can reshape global supply chains and build climate resilience.
In this episode, she explains what it really means when a product carries the Fairtrade mark — from minimum pricing protections to the Fairtrade Premium — and how this impacts over 2 million farmers and workers worldwide.
She also discusses the challenges of maintaining equitable trade amid geopolitical instability and climate change, and shares how Fairtrade is pushing for sector-wide reform, especially in commodities like tea, coffee, and cocoa.
Learn how consumer choice, corporate collaboration, and bold data strategies can collectively drive meaningful change.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Eleanor Harrison, CEO of the Fairtrade Foundation, explores how ethical trade can reshape global supply chains and build climate resilience.
In this episode, she explains what it really means when a product carries the Fairtrade mark — from minimum pricing protections to the Fairtrade Premium — and how this impacts over 2 million farmers and workers worldwide.
She also discusses the challenges of maintaining equitable trade amid geopolitical instability and climate change, and shares how Fairtrade is pushing for sector-wide reform, especially in commodities like tea, coffee, and cocoa.
Learn how consumer choice, corporate collaboration, and bold data strategies can collectively drive meaningful change.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Saurabh Taneja, CEO of the Akanksha Foundation, shares how his team is transforming education in India through deep community engagement, purpose-driven teaching, and innovative public-private partnerships.
In this episode, we explore:
Why access isn’t the biggest issue in India’s education system—but learning outcomes are
How Akanksha schools blend social work, pedagogy, and emotional support to reshape student trajectories
The role of India’s CSR law in driving philanthropic investment in education
What alumni are doing to give back, and why many return to teach
This is a powerful look at how schools can become joyful, rigorous, and transformative spaces—especially for children from underserved communities.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Saurabh Taneja, CEO of the Akanksha Foundation, shares how his team is transforming education in India through deep community engagement, purpose-driven teaching, and innovative public-private partnerships.
In this episode, we explore:
Why access isn’t the biggest issue in India’s education system—but learning outcomes are
How Akanksha schools blend social work, pedagogy, and emotional support to reshape student trajectories
The role of India’s CSR law in driving philanthropic investment in education
What alumni are doing to give back, and why many return to teach
This is a powerful look at how schools can become joyful, rigorous, and transformative spaces—especially for children from underserved communities.
Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this compelling conversation, Inger Ashing, CEO of Save the Children International, offers an unflinching examination of the state of children's rights in a world increasingly defined by conflict, climate disruption, and political fragmentation. She reflects on the historic roots of Save the Children, founded in the aftermath of World War I with a radical vision that children, regardless of nationality or political context, are entitled to rights, dignity, and protection. This foundational principle, she explains, remains strikingly relevant today.
Ashing underscores the organization's expansive reach—operating in approximately 100 countries and having supported over 110 million children in 2024 alone. But alongside the impressive scale of operations, she offers a sobering account of the challenges children face. One in six children globally now lives in conflict zones. The number of children out of school—85 million—is at its highest level ever recorded. She discusses the reversal of hard-won gains in child health, protection, and education, driven by a perfect storm of climate emergencies, armed conflicts, and a backlash against international norms, including child and women's rights.
At the heart of Ashing’s message is the belief in children’s agency. Through deeply personal anecdotes drawn from her field visits—from a 14-year-old girl raising her siblings in northern Mozambique to a boy in Pakistan rebuilding his life after catastrophic floods—she illustrates the extraordinary resilience and vision that young people bring to the most adverse circumstances. Their desire for education is not abstract; it is a lifeline, a claim to future possibility. And it is in emergencies where education is most threatened—and most needed—that Save the Children concentrates much of its current work.
Ashing emphasizes that education in emergencies is not a peripheral concern but a life-saving intervention. With donor priorities shifting and official development assistance shrinking, this work is at risk. Yet, Save the Children’s evidence-based approaches—refined over decades and adapted across diverse contexts—demonstrate what can be achieved when commitment and local engagement meet strategic investment. These “common approaches,” as she describes them, are publicly available and designed to maximize learning across the broader humanitarian sector.
In addition to its humanitarian interventions, the organization is also engaged in long-term systems change—advising ministries, shaping policy, and addressing root causes of issues such as child marriage, which affects 12 million girls annually. Ashing reiterates that addressing child protection holistically requires legislative reform, social norm change, and, critically, economic empowerment—especially through keeping girls in school.
Ashing calls on world leaders to re-center children in global priorities and urges those working in the sector to do so in genuine partnership with youth. Nothing, she insists, should be done about children without them. In the face of daunting statistics and policy setbacks, she points to a truth that holds steady: we know what works.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this compelling conversation, Inger Ashing, CEO of Save the Children International, offers an unflinching examination of the state of children's rights in a world increasingly defined by conflict, climate disruption, and political fragmentation. She reflects on the historic roots of Save the Children, founded in the aftermath of World War I with a radical vision that children, regardless of nationality or political context, are entitled to rights, dignity, and protection. This foundational principle, she explains, remains strikingly relevant today.
Ashing underscores the organization's expansive reach—operating in approximately 100 countries and having supported over 110 million children in 2024 alone. But alongside the impressive scale of operations, she offers a sobering account of the challenges children face. One in six children globally now lives in conflict zones. The number of children out of school—85 million—is at its highest level ever recorded. She discusses the reversal of hard-won gains in child health, protection, and education, driven by a perfect storm of climate emergencies, armed conflicts, and a backlash against international norms, including child and women's rights.
At the heart of Ashing’s message is the belief in children’s agency. Through deeply personal anecdotes drawn from her field visits—from a 14-year-old girl raising her siblings in northern Mozambique to a boy in Pakistan rebuilding his life after catastrophic floods—she illustrates the extraordinary resilience and vision that young people bring to the most adverse circumstances. Their desire for education is not abstract; it is a lifeline, a claim to future possibility. And it is in emergencies where education is most threatened—and most needed—that Save the Children concentrates much of its current work.
Ashing emphasizes that education in emergencies is not a peripheral concern but a life-saving intervention. With donor priorities shifting and official development assistance shrinking, this work is at risk. Yet, Save the Children’s evidence-based approaches—refined over decades and adapted across diverse contexts—demonstrate what can be achieved when commitment and local engagement meet strategic investment. These “common approaches,” as she describes them, are publicly available and designed to maximize learning across the broader humanitarian sector.
In addition to its humanitarian interventions, the organization is also engaged in long-term systems change—advising ministries, shaping policy, and addressing root causes of issues such as child marriage, which affects 12 million girls annually. Ashing reiterates that addressing child protection holistically requires legislative reform, social norm change, and, critically, economic empowerment—especially through keeping girls in school.
Ashing calls on world leaders to re-center children in global priorities and urges those working in the sector to do so in genuine partnership with youth. Nothing, she insists, should be done about children without them. In the face of daunting statistics and policy setbacks, she points to a truth that holds steady: we know what works.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Emma Haddad, Chief Executive of St Mungo’s, provides a clear and thoughtful examination of homelessness in England and the work being done to respond to it. St Mungo’s, established in 1969, supports around 25,000 people each year through outreach, housing, and recovery services. Haddad explains that homelessness is not simply about lacking shelter, but often about a deeper set of issues that require long-term solutions. The organization’s mission reflects this broader understanding, aiming not just to house people, but to help them rebuild their lives.
She clarifies the distinction between rough sleeping and other forms of homelessness. Rough sleeping refers to people sleeping on the streets, while many more live in temporary arrangements such as cars, hostels, or friends’ homes. Although rough sleeping is more visible, it represents only part of the wider issue. According to Haddad, rough sleeping in England has increased significantly in recent years, driven by a shortage of affordable housing, reduced access to support services, and a fragmented policy landscape.
Most of St Mungo’s staff work directly with clients. Outreach teams operate at night or in the early morning, locating and engaging with individuals sleeping rough. These teams aim to build trust, assess needs, and help people move off the streets and into more stable environments. The process is often slow and dependent on available accommodation, individual readiness to engage, and local capacity. When space allows, people may be taken to assessment centers where more structured support begins.
The conversation also highlights the role of public services and partnerships. St Mungo’s collaborates closely with mental health providers, addiction services, the NHS, local councils, and other charities. Haddad emphasizes that homelessness cannot be solved by any one organization. Rather, it requires cooperation across many sectors, each contributing their expertise.
The episode also touches on the limits of the current system. One example is the requirement that someone must be seen sleeping rough in order to qualify for certain services, a policy that particularly disadvantages women and others who avoid visible street sleeping for safety reasons. Haddad describes this as a clear gap that needs to be addressed.
From a policy perspective, St Mungo’s uses its frontline experience to advocate for changes at a national level. Haddad points to specific challenges such as the way housing benefits interact with employment, often discouraging people from working more hours due to a sudden drop in support. She also notes the need to adjust housing benefit levels so they reflect actual rental costs, and to prevent people from being discharged into homelessness from prisons, hospitals, or the immigration system.
The discussion concludes with a focus on outcomes. While some clients do return to homelessness after a period of stability, many others succeed in moving on and rebuilding their lives. Some even return to St Mungo’s as staff or volunteers. Haddad notes that this kind of personal transformation often stems from small but meaningful interventions at critical moments. She encourages the public not to look away from homelessness, and reminds listeners that treating people with dignity and recognizing their humanity is a simple but important step.
Homelessness, she argues, is not inevitable. It is the result of choices that can be changed. Everyone deserves a safe place to live, and solutions are within reach.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Emma Haddad, Chief Executive of St Mungo’s, provides a clear and thoughtful examination of homelessness in England and the work being done to respond to it. St Mungo’s, established in 1969, supports around 25,000 people each year through outreach, housing, and recovery services. Haddad explains that homelessness is not simply about lacking shelter, but often about a deeper set of issues that require long-term solutions. The organization’s mission reflects this broader understanding, aiming not just to house people, but to help them rebuild their lives.
She clarifies the distinction between rough sleeping and other forms of homelessness. Rough sleeping refers to people sleeping on the streets, while many more live in temporary arrangements such as cars, hostels, or friends’ homes. Although rough sleeping is more visible, it represents only part of the wider issue. According to Haddad, rough sleeping in England has increased significantly in recent years, driven by a shortage of affordable housing, reduced access to support services, and a fragmented policy landscape.
Most of St Mungo’s staff work directly with clients. Outreach teams operate at night or in the early morning, locating and engaging with individuals sleeping rough. These teams aim to build trust, assess needs, and help people move off the streets and into more stable environments. The process is often slow and dependent on available accommodation, individual readiness to engage, and local capacity. When space allows, people may be taken to assessment centers where more structured support begins.
The conversation also highlights the role of public services and partnerships. St Mungo’s collaborates closely with mental health providers, addiction services, the NHS, local councils, and other charities. Haddad emphasizes that homelessness cannot be solved by any one organization. Rather, it requires cooperation across many sectors, each contributing their expertise.
The episode also touches on the limits of the current system. One example is the requirement that someone must be seen sleeping rough in order to qualify for certain services, a policy that particularly disadvantages women and others who avoid visible street sleeping for safety reasons. Haddad describes this as a clear gap that needs to be addressed.
From a policy perspective, St Mungo’s uses its frontline experience to advocate for changes at a national level. Haddad points to specific challenges such as the way housing benefits interact with employment, often discouraging people from working more hours due to a sudden drop in support. She also notes the need to adjust housing benefit levels so they reflect actual rental costs, and to prevent people from being discharged into homelessness from prisons, hospitals, or the immigration system.
The discussion concludes with a focus on outcomes. While some clients do return to homelessness after a period of stability, many others succeed in moving on and rebuilding their lives. Some even return to St Mungo’s as staff or volunteers. Haddad notes that this kind of personal transformation often stems from small but meaningful interventions at critical moments. She encourages the public not to look away from homelessness, and reminds listeners that treating people with dignity and recognizing their humanity is a simple but important step.
Homelessness, she argues, is not inevitable. It is the result of choices that can be changed. Everyone deserves a safe place to live, and solutions are within reach.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Alison Covington AM, Founder and Managing Director of Good360 Australia, shares the powerful story of how her organization is “matching spare with need”—connecting businesses with surplus brand-new goods to charities and disadvantaged schools across the country.
Through a sophisticated tech platform and logistics model, Good360 creates what Covington calls “a circle of good,” ensuring that valuable products such as clothing, toiletries, household items, and furniture reach those who need them most, rather than sitting idle or being destroyed.
This isn’t about food waste—an area that has gained considerable public awareness—but about all the other categories of goods essential to daily life and human dignity.
Most consumers don’t realize the extent to which businesses, even after offering steep discounts, are left with enormous quantities of unsold products. At the same time, community organizations face constant shortages.
Good360 bridges this gap by allowing thousands of registered nonprofits to search online 24/7 for the goods they need, in the quantities they require, with options for delivery, click-and-collect, or in-store pickup.
Covington explains that while the user experience feels seamless, the technology behind the platform is extensive and custom-built, designed to manage the enormous logistical complexity of moving goods across Australia’s vast geography while minimizing environmental impact.
Matching goods as close as possible to where they’re needed helps reduce unnecessary “environmental kilometres” and maximizes the efficiency of each donation.
One standout example is Good360’s long-standing partnership with Big W, a national retailer with over 180 stores. By building a store-based model that connects local charities directly with local inventory, Good360 has enabled more than 700 charities to access high-quality goods.
For Big W, this means a single point of contact replaces hundreds of individual charitable relationships, delivering scale, compliance, and measurable social impact. For communities, it means vital resources—and dignity—reach the people who need them, where they are.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Alison Covington AM, Founder and Managing Director of Good360 Australia, shares the powerful story of how her organization is “matching spare with need”—connecting businesses with surplus brand-new goods to charities and disadvantaged schools across the country.
Through a sophisticated tech platform and logistics model, Good360 creates what Covington calls “a circle of good,” ensuring that valuable products such as clothing, toiletries, household items, and furniture reach those who need them most, rather than sitting idle or being destroyed.
This isn’t about food waste—an area that has gained considerable public awareness—but about all the other categories of goods essential to daily life and human dignity.
Most consumers don’t realize the extent to which businesses, even after offering steep discounts, are left with enormous quantities of unsold products. At the same time, community organizations face constant shortages.
Good360 bridges this gap by allowing thousands of registered nonprofits to search online 24/7 for the goods they need, in the quantities they require, with options for delivery, click-and-collect, or in-store pickup.
Covington explains that while the user experience feels seamless, the technology behind the platform is extensive and custom-built, designed to manage the enormous logistical complexity of moving goods across Australia’s vast geography while minimizing environmental impact.
Matching goods as close as possible to where they’re needed helps reduce unnecessary “environmental kilometres” and maximizes the efficiency of each donation.
One standout example is Good360’s long-standing partnership with Big W, a national retailer with over 180 stores. By building a store-based model that connects local charities directly with local inventory, Good360 has enabled more than 700 charities to access high-quality goods.
For Big W, this means a single point of contact replaces hundreds of individual charitable relationships, delivering scale, compliance, and measurable social impact. For communities, it means vital resources—and dignity—reach the people who need them, where they are.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Naina Batra, CEO of AVPN, offers a forward-looking and strategic view into the evolution of social investment across Asia. With the upcoming launch of ImpactCollab, AVPN is not merely introducing a platform — it is catalyzing an infrastructure for cross-border philanthropy and capital deployment across Asia’s fragmented social impact landscape. AVPN is a social investment network based in Asia and a leading ecosystem-builder that aims to move capital towards impact.
ImpactCollab is a platform that has been designed with the support of the Monetary Authority of Singapore and the Bill & Melinda Gates Foundation. It has been designed to address long-standing inefficiencies and trust deficits that hamper giving in the region. It targets a critical and under-leveraged segment: the region’s burgeoning population of centi-millionaires and high-net-worth individuals who are eager to give back but often lack the guidance, transparency, and assurance necessary to do so confidently. By functioning simultaneously as a knowledge base, a due diligence engine, and a matchmaking platform, ImpactCollab seeks to bridge the trust gap and remove systemic friction from philanthropic flows.
Batra notes this is Asia’s moment to lead. Faced with mounting social inequities, climate disasters, and reversals in gender parity and nutrition, the region demands urgent, coordinated responses. AVPN’s expansion underscores its commitment to mobilizing a pan-Asian community of social investors — from grantmakers and family offices to development finance institutions and policymakers.
An interesting feature of ImpactCollab lies in its governance maturity framework and data-driven nonprofit scorecard. These tools serve dual purposes: instilling confidence in funders while streamlining reporting burdens for nonprofits, many of whom face opaque and restrictive foreign funding environments. AVPN’s approach — aggregating capital, reducing duplicative reporting, and embedding transparency — is aimed at producing systemic change.
Batra's conviction is clear: wealth in Asia is abundant; what is lacking is a trusted, efficient conduit to mobilize that wealth toward lasting impact. ImpactCollab is AVPN’s bold answer to that challenge.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Naina Batra, CEO of AVPN, offers a forward-looking and strategic view into the evolution of social investment across Asia. With the upcoming launch of ImpactCollab, AVPN is not merely introducing a platform — it is catalyzing an infrastructure for cross-border philanthropy and capital deployment across Asia’s fragmented social impact landscape. AVPN is a social investment network based in Asia and a leading ecosystem-builder that aims to move capital towards impact.
ImpactCollab is a platform that has been designed with the support of the Monetary Authority of Singapore and the Bill & Melinda Gates Foundation. It has been designed to address long-standing inefficiencies and trust deficits that hamper giving in the region. It targets a critical and under-leveraged segment: the region’s burgeoning population of centi-millionaires and high-net-worth individuals who are eager to give back but often lack the guidance, transparency, and assurance necessary to do so confidently. By functioning simultaneously as a knowledge base, a due diligence engine, and a matchmaking platform, ImpactCollab seeks to bridge the trust gap and remove systemic friction from philanthropic flows.
Batra notes this is Asia’s moment to lead. Faced with mounting social inequities, climate disasters, and reversals in gender parity and nutrition, the region demands urgent, coordinated responses. AVPN’s expansion underscores its commitment to mobilizing a pan-Asian community of social investors — from grantmakers and family offices to development finance institutions and policymakers.
An interesting feature of ImpactCollab lies in its governance maturity framework and data-driven nonprofit scorecard. These tools serve dual purposes: instilling confidence in funders while streamlining reporting burdens for nonprofits, many of whom face opaque and restrictive foreign funding environments. AVPN’s approach — aggregating capital, reducing duplicative reporting, and embedding transparency — is aimed at producing systemic change.
Batra's conviction is clear: wealth in Asia is abundant; what is lacking is a trusted, efficient conduit to mobilize that wealth toward lasting impact. ImpactCollab is AVPN’s bold answer to that challenge.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mark Fawcett, Chief Executive Officer of Nest Invest, explores how the UK’s pension system has been transformed to serve a broader and more economically diverse workforce. Nest is the largest multi-employer pension fund in the UK, and it handles the retirement savings for nearly one-third of the UK working population. Nest Invest is the asset manager of Nest. Fawcett offers a compelling narrative about scale, access, and purpose-driven financial management.
Nest’s core mission revolves around building financial resilience for all—an ambitious approach to investing that transcends the narrow goals of simple wealth accumulation. Fawcett discusses the profound impact of automatic enrollment, which dramatically expanded pension participation from just 10–15% of the UK workforce prior to its introduction to over 80% today. This shift has redefined the retirement outlook for millions, particularly low- to moderate-income earners, many of whom face significant income volatility and limited financial literacy.
Fawcett emphasizes the behavioral finance insights that underpin Nest’s strategy. By minimizing the cognitive burden of financial decision-making, Nest has made pension saving feel less like an anxiety-laden obligation and more like a manageable, automated part of life. A large majority of members remain in these default options, insulated from daily market turbulence, thanks to highly diversified investments across public and private markets.
Importantly, Fawcett also touches on the risks of both under-saving and over-saving. While many need encouragement to set aside more for the future, especially in the absence of emergency savings, others—particularly those closer to the poverty line—might unintentionally sacrifice present well-being for an uncertain future. Through sidecar savings initiatives and employer collaborations, Nest is investigating ways to improve short-term financial stability without undermining long-term retirement planning.
A significant part of the conversation also centers on Nest’s role in sustainable investing. The organization has embedded ESG principles directly into its default investment strategies—not as niche options, but as a core part of its offering. From renewable energy and infrastructure to affordable housing and UK enterprise investment, Nest Invest is demonstrating that doing well financially need not come at the cost of doing good. The returns, as Fawcett notes, have been competitive, underscoring the false dichotomy between performance and purpose.
This episode offers not only a powerful vision of inclusive finance but also actionable insights for policymakers, investors, and employers seeking to build systems that foster dignity, stability, and opportunity for all.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mark Fawcett, Chief Executive Officer of Nest Invest, explores how the UK’s pension system has been transformed to serve a broader and more economically diverse workforce. Nest is the largest multi-employer pension fund in the UK, and it handles the retirement savings for nearly one-third of the UK working population. Nest Invest is the asset manager of Nest. Fawcett offers a compelling narrative about scale, access, and purpose-driven financial management.
Nest’s core mission revolves around building financial resilience for all—an ambitious approach to investing that transcends the narrow goals of simple wealth accumulation. Fawcett discusses the profound impact of automatic enrollment, which dramatically expanded pension participation from just 10–15% of the UK workforce prior to its introduction to over 80% today. This shift has redefined the retirement outlook for millions, particularly low- to moderate-income earners, many of whom face significant income volatility and limited financial literacy.
Fawcett emphasizes the behavioral finance insights that underpin Nest’s strategy. By minimizing the cognitive burden of financial decision-making, Nest has made pension saving feel less like an anxiety-laden obligation and more like a manageable, automated part of life. A large majority of members remain in these default options, insulated from daily market turbulence, thanks to highly diversified investments across public and private markets.
Importantly, Fawcett also touches on the risks of both under-saving and over-saving. While many need encouragement to set aside more for the future, especially in the absence of emergency savings, others—particularly those closer to the poverty line—might unintentionally sacrifice present well-being for an uncertain future. Through sidecar savings initiatives and employer collaborations, Nest is investigating ways to improve short-term financial stability without undermining long-term retirement planning.
A significant part of the conversation also centers on Nest’s role in sustainable investing. The organization has embedded ESG principles directly into its default investment strategies—not as niche options, but as a core part of its offering. From renewable energy and infrastructure to affordable housing and UK enterprise investment, Nest Invest is demonstrating that doing well financially need not come at the cost of doing good. The returns, as Fawcett notes, have been competitive, underscoring the false dichotomy between performance and purpose.
This episode offers not only a powerful vision of inclusive finance but also actionable insights for policymakers, investors, and employers seeking to build systems that foster dignity, stability, and opportunity for all.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Helen Mountford, President and CEO of the ClimateWorks Foundation, provides a clear and structured overview of the current state of climate philanthropy and its role in supporting decarbonization, resilience, and systemic climate solutions. ClimateWorks, founded in 2008, was established to improve coordination among climate funders and to identify high-impact interventions that can be supported at scale. Since its inception, the organization has granted over $2 billion to partners in more than 50 countries.
Mountford explains how philanthropic funding is well-positioned to play a catalytic role in advancing climate solutions, despite its relatively small scale compared to public and private capital. Philanthropy’s comparative advantage lies in its ability to take calculated risks, support early-stage innovation, and invest in enabling conditions—such as policy research, technical capacity, and coalition building—that other sectors may overlook. She gives examples ranging from industrial decarbonization (such as the development of LC3 cement) to the role of philanthropic incentives in accelerating energy-efficient air conditioning technologies.
The discussion explores how the cost of renewable energy has now undercut that of fossil fuels in many regions, even when paired with battery storage. This shift has made the economic case for clean energy more compelling, though political and regulatory obstacles remain. Mountford notes that while some jurisdictions are experiencing pushback—through efforts to weaken ESG standards or reduce transparency—broader market and investment trends still favor climate-aligned strategies.
A recurring theme in the conversation is the growing convergence between climate and other sectors, such as public health, agriculture, and education. Many foundations that did not historically identify as climate funders are now incorporating climate dimensions into their work. Conversely, climate-focused funders increasingly recognize the importance of aligning with local development goals. Mountford points to the rise of collaborative initiatives aimed at climate adaptation and resilience, particularly in areas that overlap with development priorities.
On strategy, she emphasizes the importance of data and coordination. ClimateWorks helps funders co-develop shared approaches based on emissions profiles, political context, and evidence of what is feasible. This includes identifying areas where philanthropic investment can help unlock larger flows of capital or policy change. A systematic, portfolio-level approach helps reduce duplication and increases the likelihood of durable outcomes.
Mountford also discusses the challenges of data collection in the philanthropic sector, particularly with respect to individual giving and the measurement of adaptation-related investments. ClimateWorks continues to invest in improving data transparency and encourages others to do the same, as shared information strengthens the entire ecosystem.
The episode concludes with a reflection on the role of accurate, credible information in sustaining climate progress. Mountford cautions against the influence of misinformation, which can lead to apathy or misdirected skepticism, and reiterates that while challenges persist, there is substantial forward movement that deserves attention.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Helen Mountford, President and CEO of the ClimateWorks Foundation, provides a clear and structured overview of the current state of climate philanthropy and its role in supporting decarbonization, resilience, and systemic climate solutions. ClimateWorks, founded in 2008, was established to improve coordination among climate funders and to identify high-impact interventions that can be supported at scale. Since its inception, the organization has granted over $2 billion to partners in more than 50 countries.
Mountford explains how philanthropic funding is well-positioned to play a catalytic role in advancing climate solutions, despite its relatively small scale compared to public and private capital. Philanthropy’s comparative advantage lies in its ability to take calculated risks, support early-stage innovation, and invest in enabling conditions—such as policy research, technical capacity, and coalition building—that other sectors may overlook. She gives examples ranging from industrial decarbonization (such as the development of LC3 cement) to the role of philanthropic incentives in accelerating energy-efficient air conditioning technologies.
The discussion explores how the cost of renewable energy has now undercut that of fossil fuels in many regions, even when paired with battery storage. This shift has made the economic case for clean energy more compelling, though political and regulatory obstacles remain. Mountford notes that while some jurisdictions are experiencing pushback—through efforts to weaken ESG standards or reduce transparency—broader market and investment trends still favor climate-aligned strategies.
A recurring theme in the conversation is the growing convergence between climate and other sectors, such as public health, agriculture, and education. Many foundations that did not historically identify as climate funders are now incorporating climate dimensions into their work. Conversely, climate-focused funders increasingly recognize the importance of aligning with local development goals. Mountford points to the rise of collaborative initiatives aimed at climate adaptation and resilience, particularly in areas that overlap with development priorities.
On strategy, she emphasizes the importance of data and coordination. ClimateWorks helps funders co-develop shared approaches based on emissions profiles, political context, and evidence of what is feasible. This includes identifying areas where philanthropic investment can help unlock larger flows of capital or policy change. A systematic, portfolio-level approach helps reduce duplication and increases the likelihood of durable outcomes.
Mountford also discusses the challenges of data collection in the philanthropic sector, particularly with respect to individual giving and the measurement of adaptation-related investments. ClimateWorks continues to invest in improving data transparency and encourages others to do the same, as shared information strengthens the entire ecosystem.
The episode concludes with a reflection on the role of accurate, credible information in sustaining climate progress. Mountford cautions against the influence of misinformation, which can lead to apathy or misdirected skepticism, and reiterates that while challenges persist, there is substantial forward movement that deserves attention.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Fabio Segura, Co-CEO of the Jacobs Foundation, offers a deep dive into the foundation’s bold and evidence-driven approach to improving learning outcomes in low- and high-resource environments alike. At the heart of the discussion is a new $120 million co-funding initiative in Ghana—an ambitious, multi-stakeholder collaboration bringing together the country’s Ministry of Education, the World Bank, the Global Partnership for Education, and an expanding consortium of private sector actors.
What emerges is a compelling framework for what true impact entails. Success is no longer measured solely by the number of schools built or children enrolled, but by the cultivation of resilient education systems that are capable of continuous learning, self-correction, and scale. This means embedding a “culture of rigor” while retaining the humility to revise assumptions as conditions change.
Segura is candid about the complexities of building trust across sectors—philanthropy, government, business, and academia—each of which brings different priorities and expectations to the table. He highlights the importance of clearly defined success metrics, transparent governance structures, and a willingness among partners to surrender individual control for the sake of shared objectives. Notably, he underscores how corporate partners are being asked to expand their lens beyond traditional CSR and consider educational reform as a long-term investment in system-wide human capital development.
Ultimately, Segura offers a persuasive argument for rethinking philanthropic and developmental practice. In a world where challenges outpace resources, the path forward is not to pursue impact in silos, but to build shared, data-informed architectures for change—anchored in realism, yet animated by the conviction that systems can evolve.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Fabio Segura, Co-CEO of the Jacobs Foundation, offers a deep dive into the foundation’s bold and evidence-driven approach to improving learning outcomes in low- and high-resource environments alike. At the heart of the discussion is a new $120 million co-funding initiative in Ghana—an ambitious, multi-stakeholder collaboration bringing together the country’s Ministry of Education, the World Bank, the Global Partnership for Education, and an expanding consortium of private sector actors.
What emerges is a compelling framework for what true impact entails. Success is no longer measured solely by the number of schools built or children enrolled, but by the cultivation of resilient education systems that are capable of continuous learning, self-correction, and scale. This means embedding a “culture of rigor” while retaining the humility to revise assumptions as conditions change.
Segura is candid about the complexities of building trust across sectors—philanthropy, government, business, and academia—each of which brings different priorities and expectations to the table. He highlights the importance of clearly defined success metrics, transparent governance structures, and a willingness among partners to surrender individual control for the sake of shared objectives. Notably, he underscores how corporate partners are being asked to expand their lens beyond traditional CSR and consider educational reform as a long-term investment in system-wide human capital development.
Ultimately, Segura offers a persuasive argument for rethinking philanthropic and developmental practice. In a world where challenges outpace resources, the path forward is not to pursue impact in silos, but to build shared, data-informed architectures for change—anchored in realism, yet animated by the conviction that systems can evolve.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Philippa Charles, Director of the DFN Charitable Foundation, leads a conversation on the Foundation’s strategic philanthropic approach and its distinctive commitment to long-term, systems-level impact. With a background in leading one of the UK’s major family foundations and now at the helm of DFN, she offers a compelling look at how deeply personal motivations can shape focused and effective grantmaking.
The DFN Foundation operates across four thematic pillars: disability education, disability employment, myeloma cancer research, and conservation. These areas are not only strategic but are also rooted in the lived experiences and values of the Foundation’s founding family. This grounding translates into a uniquely empathetic and effective model of philanthropy—one that combines substantial funding with strategic oversight and deep engagement with delivery partners.
The episode explores how DFN supports systemic change in disability inclusion. Philippa discusses the success of Undershaw, a school for students with special educational needs that recently received an “Outstanding” rating from Ofsted, and the DFN Project SEARCH initiative, which has helped more than 3,000 young people with disabilities secure meaningful employment across over 200 corporate and public sector partners. These stories illustrate DFN’s commitment not just to education and training but to shifting the broader landscape of opportunity for disabled individuals.
A similarly strategic approach underpins the Foundation’s investment in myeloma research. Through the Jacquelin Forbes Nixon Fellowship, DFN has supported a clinical trial at the Institute of Cancer Research that is producing transformative outcomes. Over 75% of participants remain in remission—a significant improvement over standard care—and the research now points toward wider clinical application and deeper exploration into treatment efficacy and patient outcomes.
DFN’s work extends beyond the UK, particularly in conservation. In Kenya, the Foundation supports the Pangolin Project, an initiative preserving 5,000 hectares of biodiverse forest and protecting the world’s most trafficked and critically endangered mammal. The project embodies the Foundation’s ability to balance localized impact with global relevance, and its philosophy of acting where there is both clear need and the opportunity for catalytic intervention.
Throughout the discussion, Philippa reflects on the leadership demands of running a multifaceted family foundation. She shares how she is structuring her first year in the role by focusing on governance, partnerships, operational strategy, and long-term vision. Her insights offer a valuable roadmap for those leading or advising mission-driven organizations, especially those navigating the complexities of family philanthropy.
The conversation concludes with a discussion of collaboration across the sector and the importance of peer networks among foundations. Philippa also speaks passionately about the transformative power of volunteering, not only as a form of civic engagement but as a professional and personal development tool.
For those interested in strategic philanthropy, disability inclusion, evidence-based research funding, and conservation efforts with measurable impact, this episode provides a thoughtful and informative exploration of how one foundation is driving change across sectors—anchored in personal values, executed with professional discipline, and amplified through strategic partnerships.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Philippa Charles, Director of the DFN Charitable Foundation, leads a conversation on the Foundation’s strategic philanthropic approach and its distinctive commitment to long-term, systems-level impact. With a background in leading one of the UK’s major family foundations and now at the helm of DFN, she offers a compelling look at how deeply personal motivations can shape focused and effective grantmaking.
The DFN Foundation operates across four thematic pillars: disability education, disability employment, myeloma cancer research, and conservation. These areas are not only strategic but are also rooted in the lived experiences and values of the Foundation’s founding family. This grounding translates into a uniquely empathetic and effective model of philanthropy—one that combines substantial funding with strategic oversight and deep engagement with delivery partners.
The episode explores how DFN supports systemic change in disability inclusion. Philippa discusses the success of Undershaw, a school for students with special educational needs that recently received an “Outstanding” rating from Ofsted, and the DFN Project SEARCH initiative, which has helped more than 3,000 young people with disabilities secure meaningful employment across over 200 corporate and public sector partners. These stories illustrate DFN’s commitment not just to education and training but to shifting the broader landscape of opportunity for disabled individuals.
A similarly strategic approach underpins the Foundation’s investment in myeloma research. Through the Jacquelin Forbes Nixon Fellowship, DFN has supported a clinical trial at the Institute of Cancer Research that is producing transformative outcomes. Over 75% of participants remain in remission—a significant improvement over standard care—and the research now points toward wider clinical application and deeper exploration into treatment efficacy and patient outcomes.
DFN’s work extends beyond the UK, particularly in conservation. In Kenya, the Foundation supports the Pangolin Project, an initiative preserving 5,000 hectares of biodiverse forest and protecting the world’s most trafficked and critically endangered mammal. The project embodies the Foundation’s ability to balance localized impact with global relevance, and its philosophy of acting where there is both clear need and the opportunity for catalytic intervention.
Throughout the discussion, Philippa reflects on the leadership demands of running a multifaceted family foundation. She shares how she is structuring her first year in the role by focusing on governance, partnerships, operational strategy, and long-term vision. Her insights offer a valuable roadmap for those leading or advising mission-driven organizations, especially those navigating the complexities of family philanthropy.
The conversation concludes with a discussion of collaboration across the sector and the importance of peer networks among foundations. Philippa also speaks passionately about the transformative power of volunteering, not only as a form of civic engagement but as a professional and personal development tool.
For those interested in strategic philanthropy, disability inclusion, evidence-based research funding, and conservation efforts with measurable impact, this episode provides a thoughtful and informative exploration of how one foundation is driving change across sectors—anchored in personal values, executed with professional discipline, and amplified through strategic partnerships.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this compelling episode, Vishal Sunil, Co-Founder and CTO of Rocket Learning, offers a nuanced and forward-looking perspective on the intersection of artificial intelligence and early childhood education in India. Rocket Learning, a social impact organization working with over 3.2 million students across 10 Indian states, is radically transforming how foundational learning is delivered to underserved communities. The organization’s vision is to ensure that every child, particularly those aged 0 to 6, reaches their full potential by empowering both caregivers and early childhood educators through scalable, tech-enabled interventions.
Central to Rocket Learning’s success is its deep integration with India’s vast public daycare infrastructure, the anganwadi system. These centers, which serve a majority of the country’s early learners, were historically under-resourced and underutilized for educational purposes. Rocket Learning is spearheading efforts to convert anganwadi workers into effective early childhood educators, a mission now backed at the national level through initiatives such as “Poshan Bhi Padhai Bhi” — a government campaign that integrates nutrition with learning and is supported by a significant financial commitment.
What sets Rocket Learning apart is its product philosophy: pragmatic, accessible, and deeply embedded in community. Rather than building flashy new platforms, the organization leverages ubiquitous tools like WhatsApp to facilitate parent-child and teacher-child engagement. Their pedagogy prioritizes social reinforcement by fostering community-based learning environments, where shared participation amplifies motivation and adoption. By rejecting highly individualized and gamified approaches in favor of communal learning, they offer an alternative paradigm rooted in behavioral science and cultural context.
The discussion takes a particularly insightful turn as Sunil introduces Appu, Rocket Learning’s new voice-based, AI-powered tutor developed in collaboration with Google.org. Appu is not merely a chatbot, but a human-centric educational interface designed to engage children in two-minute voice conversations tailored to their learning level, interests, and local context. The system is engineered with a guardrail framework — ensuring safety, consistency, and pedagogical alignment — while still offering dynamic, personalized experiences. This form of “guided discovery” allows children to learn through everyday interactions, and it encourages parents to participate actively in the process, thereby reinforcing learning through familial bonding.
Multilingualism, minimal screen time, and culturally responsive design are at the core of Appu’s development. The tool is already operational in several Indian languages and can be quickly adapted to new linguistic and regional contexts, with the ambition of one day serving learners globally. Importantly, Rocket Learning is not just interested in innovation for its own sake. As Sunil notes, the organization is committed to rigorous evidence-building. Their forthcoming randomized controlled trial, conducted in partnership with J-PAL, will offer critical insights into the impact of AI tutors on early childhood learning outcomes — potentially shaping global policy and philanthropy in this domain.
Sunil’s personal journey, from a data scientist in the United States to a purpose-driven social entrepreneur in India, is emblematic of a new generation of technologists who view scale not just as a metric, but as a moral imperative. His reflections are deeply grounded in the lived experiences of Rocket Learning’s users — parents who sacrifice convenience for their child’s future, and educators who evolve from caretakers to catalysts of cognitive development.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this compelling episode, Vishal Sunil, Co-Founder and CTO of Rocket Learning, offers a nuanced and forward-looking perspective on the intersection of artificial intelligence and early childhood education in India. Rocket Learning, a social impact organization working with over 3.2 million students across 10 Indian states, is radically transforming how foundational learning is delivered to underserved communities. The organization’s vision is to ensure that every child, particularly those aged 0 to 6, reaches their full potential by empowering both caregivers and early childhood educators through scalable, tech-enabled interventions.
Central to Rocket Learning’s success is its deep integration with India’s vast public daycare infrastructure, the anganwadi system. These centers, which serve a majority of the country’s early learners, were historically under-resourced and underutilized for educational purposes. Rocket Learning is spearheading efforts to convert anganwadi workers into effective early childhood educators, a mission now backed at the national level through initiatives such as “Poshan Bhi Padhai Bhi” — a government campaign that integrates nutrition with learning and is supported by a significant financial commitment.
What sets Rocket Learning apart is its product philosophy: pragmatic, accessible, and deeply embedded in community. Rather than building flashy new platforms, the organization leverages ubiquitous tools like WhatsApp to facilitate parent-child and teacher-child engagement. Their pedagogy prioritizes social reinforcement by fostering community-based learning environments, where shared participation amplifies motivation and adoption. By rejecting highly individualized and gamified approaches in favor of communal learning, they offer an alternative paradigm rooted in behavioral science and cultural context.
The discussion takes a particularly insightful turn as Sunil introduces Appu, Rocket Learning’s new voice-based, AI-powered tutor developed in collaboration with Google.org. Appu is not merely a chatbot, but a human-centric educational interface designed to engage children in two-minute voice conversations tailored to their learning level, interests, and local context. The system is engineered with a guardrail framework — ensuring safety, consistency, and pedagogical alignment — while still offering dynamic, personalized experiences. This form of “guided discovery” allows children to learn through everyday interactions, and it encourages parents to participate actively in the process, thereby reinforcing learning through familial bonding.
Multilingualism, minimal screen time, and culturally responsive design are at the core of Appu’s development. The tool is already operational in several Indian languages and can be quickly adapted to new linguistic and regional contexts, with the ambition of one day serving learners globally. Importantly, Rocket Learning is not just interested in innovation for its own sake. As Sunil notes, the organization is committed to rigorous evidence-building. Their forthcoming randomized controlled trial, conducted in partnership with J-PAL, will offer critical insights into the impact of AI tutors on early childhood learning outcomes — potentially shaping global policy and philanthropy in this domain.
Sunil’s personal journey, from a data scientist in the United States to a purpose-driven social entrepreneur in India, is emblematic of a new generation of technologists who view scale not just as a metric, but as a moral imperative. His reflections are deeply grounded in the lived experiences of Rocket Learning’s users — parents who sacrifice convenience for their child’s future, and educators who evolve from caretakers to catalysts of cognitive development.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This conversation offers an illuminating view into the intersection of entrepreneurship, climate innovation, and ecosystem-building, as seen through the partnership between SparkCharge and the Los Angeles Cleantech Incubator (LACI). Josh Aviv, Founder and CEO of SparkCharge, and Matt Petersen, President and CEO of LACI, detail the transformative impact of incubator support on the successful deployment of cleantech solutions—particularly in addressing the critical infrastructure gap in electric vehicle (EV) charging.
SparkCharge has emerged as a category-defining company in mobile EV charging. Its innovation lies in offering modular, off-grid battery systems capable of delivering fast, flexible charging to electric vehicle fleets without requiring permanent infrastructure. This is particularly significant in a landscape where the traditional rollout of fixed EV charging stations can take years. By contrast, SparkCharge can bring fleet operations online within days. The technology is not only scalable and cost-effective but addresses a central barrier to EV adoption in underserved or infrastructure-poor locations.
Central to SparkCharge’s success is its long-standing relationship with LACI. Matt Petersen outlines LACI’s mission to build an inclusive green economy by supporting early-stage climate-focused ventures through incubation, access to capital, and workforce training. SparkCharge’s trajectory through LACI exemplifies this support in action. From winning the California Climate Cup in 2019 to refining investor pitches, connecting with early customers, and leveraging non-dilutive funding and working capital, SparkCharge benefited from a full-spectrum, hands-on approach to scaling.
LACI’s model demonstrates how climate incubation can go beyond office space and mentoring. Their wraparound support includes executive coaching, pilot funding, capital stack innovation through debt and equity funds, and workforce integration. Notably, SparkCharge leveraged LACI’s microloan program—created to fill a critical gap in startup financing—alongside its ecosystem of commercial partners and regulators, including influential environmental agencies and private investors who visited the LACI campus to see SparkCharge’s technology in action.
Aviv articulates the entrepreneurial journey with candor, underscoring the emotional endurance, strategic clarity, and spiritual conviction required to lead a startup addressing systemic challenges. He emphasizes that being an entrepreneur demands both resilience and vision, particularly when pioneering novel business models that must educate the market as much as serve it.
Petersen complements this by advocating for a broader understanding of entrepreneurship—not just for founders, but also for civic and social actors he calls “citizen entrepreneurs.” He urges others to find opportunities in their own communities to champion sustainability, reinforcing the importance of localized, mission-driven leadership at every level.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This conversation offers an illuminating view into the intersection of entrepreneurship, climate innovation, and ecosystem-building, as seen through the partnership between SparkCharge and the Los Angeles Cleantech Incubator (LACI). Josh Aviv, Founder and CEO of SparkCharge, and Matt Petersen, President and CEO of LACI, detail the transformative impact of incubator support on the successful deployment of cleantech solutions—particularly in addressing the critical infrastructure gap in electric vehicle (EV) charging.
SparkCharge has emerged as a category-defining company in mobile EV charging. Its innovation lies in offering modular, off-grid battery systems capable of delivering fast, flexible charging to electric vehicle fleets without requiring permanent infrastructure. This is particularly significant in a landscape where the traditional rollout of fixed EV charging stations can take years. By contrast, SparkCharge can bring fleet operations online within days. The technology is not only scalable and cost-effective but addresses a central barrier to EV adoption in underserved or infrastructure-poor locations.
Central to SparkCharge’s success is its long-standing relationship with LACI. Matt Petersen outlines LACI’s mission to build an inclusive green economy by supporting early-stage climate-focused ventures through incubation, access to capital, and workforce training. SparkCharge’s trajectory through LACI exemplifies this support in action. From winning the California Climate Cup in 2019 to refining investor pitches, connecting with early customers, and leveraging non-dilutive funding and working capital, SparkCharge benefited from a full-spectrum, hands-on approach to scaling.
LACI’s model demonstrates how climate incubation can go beyond office space and mentoring. Their wraparound support includes executive coaching, pilot funding, capital stack innovation through debt and equity funds, and workforce integration. Notably, SparkCharge leveraged LACI’s microloan program—created to fill a critical gap in startup financing—alongside its ecosystem of commercial partners and regulators, including influential environmental agencies and private investors who visited the LACI campus to see SparkCharge’s technology in action.
Aviv articulates the entrepreneurial journey with candor, underscoring the emotional endurance, strategic clarity, and spiritual conviction required to lead a startup addressing systemic challenges. He emphasizes that being an entrepreneur demands both resilience and vision, particularly when pioneering novel business models that must educate the market as much as serve it.
Petersen complements this by advocating for a broader understanding of entrepreneurship—not just for founders, but also for civic and social actors he calls “citizen entrepreneurs.” He urges others to find opportunities in their own communities to champion sustainability, reinforcing the importance of localized, mission-driven leadership at every level.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Shloka Nath, Chief Executive Officer of the India Climate Collaborative (ICC), offers an in-depth look at the launch of the HCL ClimaForce Fund, a new initiative designed to bridge the critical gap between promising climate innovations and wide-scale adoption. The fund marks a notable evolution in Indian philanthropy, particularly in the climate mitigation space — an area that has historically received limited domestic funding. Until now, Indian philanthropic capital has largely been directed toward adaptation strategies, focusing on helping communities withstand the impacts of climate change. The HCL ClimaForce Fund, by contrast, shifts the focus to emissions reduction, enabling India to not only respond to climate change but lead on the development and deployment of climate solutions.
At the heart of the initiative is a groundbreaking partnership between ICC and HCL, with visionary leadership from Roshni Nadar Malhotra, Chairperson of HCL Technologies. The fund targets three high-impact sectors: sustainable buildings, cooling, and freight — all of which are major contributors to India’s future emissions profile and simultaneously ripe for innovation. India’s building stock, for instance, is expected to double by 2040, and nearly 70% of the buildings that will exist in 2050 have yet to be constructed. Cooling demand is also set to triple by mid-century, while freight continues to be a critical area of economic and environmental concern. These sectors present a rare window to influence the direction of India’s development — and by extension, its climate trajectory.
The fund is designed to address what is often referred to as the “valley of death” — the stage where early-stage innovations struggle to gain traction due to a lack of commercial viability, limited data on effectiveness, and high perceived risk. By supporting pilot projects, demonstration initiatives, and capacity-building efforts, the HCL ClimaForce Fund provides the early, high-risk capital that most private investors are unwilling to commit. In doing so, it lays the groundwork for private sector investment and accelerates the scaling of climate solutions that are both affordable and suited to India’s socio-economic realities.
What distinguishes this effort is not just its technical sophistication, but its collaborative ethos. The India Climate Collaborative brings together a wide network of stakeholders — from policymakers and research institutions to real estate developers, logistics companies, and civil society actors. Rather than operating in silos, the fund is embedded in a broader ecosystem that understands both the scientific imperatives of climate action and the structural and behavioral shifts needed to enable adoption. It also signals a new model of philanthropy in the Global South: one that is strategic, catalytic, and deeply rooted in local leadership and priorities.
The fund’s structure and strategic focus reflect years of development, trust-building, and alignment between ICC and HCL. According to Nath, success will be measured not only in terms of the specific innovations supported, but in the broader transformation of India’s climate finance ecosystem. By de-risking innovation, creating proof points, and fostering cross-sector collaboration, the HCL ClimaForce Fund has the potential to drive system-level change — not just in India, but across the Global South, where similar barriers to climate innovation persist.
As India races toward 2030, Nath emphasizes the need to integrate climate action into the country’s core development agenda. The ClimaForce Fund is one part of that larger vision: a pathway to scale homegrown, climate-smart solutions that can help define a new model of sustainable development. In her view, leadership today is less about having all the answers and more about enabling others to act — through trust, humility, and a shared commitment to transformative change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Shloka Nath, Chief Executive Officer of the India Climate Collaborative (ICC), offers an in-depth look at the launch of the HCL ClimaForce Fund, a new initiative designed to bridge the critical gap between promising climate innovations and wide-scale adoption. The fund marks a notable evolution in Indian philanthropy, particularly in the climate mitigation space — an area that has historically received limited domestic funding. Until now, Indian philanthropic capital has largely been directed toward adaptation strategies, focusing on helping communities withstand the impacts of climate change. The HCL ClimaForce Fund, by contrast, shifts the focus to emissions reduction, enabling India to not only respond to climate change but lead on the development and deployment of climate solutions.
At the heart of the initiative is a groundbreaking partnership between ICC and HCL, with visionary leadership from Roshni Nadar Malhotra, Chairperson of HCL Technologies. The fund targets three high-impact sectors: sustainable buildings, cooling, and freight — all of which are major contributors to India’s future emissions profile and simultaneously ripe for innovation. India’s building stock, for instance, is expected to double by 2040, and nearly 70% of the buildings that will exist in 2050 have yet to be constructed. Cooling demand is also set to triple by mid-century, while freight continues to be a critical area of economic and environmental concern. These sectors present a rare window to influence the direction of India’s development — and by extension, its climate trajectory.
The fund is designed to address what is often referred to as the “valley of death” — the stage where early-stage innovations struggle to gain traction due to a lack of commercial viability, limited data on effectiveness, and high perceived risk. By supporting pilot projects, demonstration initiatives, and capacity-building efforts, the HCL ClimaForce Fund provides the early, high-risk capital that most private investors are unwilling to commit. In doing so, it lays the groundwork for private sector investment and accelerates the scaling of climate solutions that are both affordable and suited to India’s socio-economic realities.
What distinguishes this effort is not just its technical sophistication, but its collaborative ethos. The India Climate Collaborative brings together a wide network of stakeholders — from policymakers and research institutions to real estate developers, logistics companies, and civil society actors. Rather than operating in silos, the fund is embedded in a broader ecosystem that understands both the scientific imperatives of climate action and the structural and behavioral shifts needed to enable adoption. It also signals a new model of philanthropy in the Global South: one that is strategic, catalytic, and deeply rooted in local leadership and priorities.
The fund’s structure and strategic focus reflect years of development, trust-building, and alignment between ICC and HCL. According to Nath, success will be measured not only in terms of the specific innovations supported, but in the broader transformation of India’s climate finance ecosystem. By de-risking innovation, creating proof points, and fostering cross-sector collaboration, the HCL ClimaForce Fund has the potential to drive system-level change — not just in India, but across the Global South, where similar barriers to climate innovation persist.
As India races toward 2030, Nath emphasizes the need to integrate climate action into the country’s core development agenda. The ClimaForce Fund is one part of that larger vision: a pathway to scale homegrown, climate-smart solutions that can help define a new model of sustainable development. In her view, leadership today is less about having all the answers and more about enabling others to act — through trust, humility, and a shared commitment to transformative change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nicole Rycroft, Founder and Executive Director of Canopy, shares a comprehensive view of how her organization leverages the global marketplace to catalyze large-scale forest conservation. Founded in 1999, Canopy is a solutions-driven nonprofit dedicated to safeguarding the world’s ancient and endangered forests by working with diverse stakeholders, including key corporate actors to reform supply chains traditionally reliant on forest degradation. Today, Canopy collaborates with over 1,000 brands, including major names like H&M, LVMH, and Penguin Random House, to help shift the fiber sourcing for packaging, paper, and textiles toward more circular, low-carbon alternatives.
At the heart of Canopy’s strategy is an understanding that forests are deeply intertwined with the global economy. Each year, more than five billion trees are cut down for consumer products, many from high-carbon, biodiverse ecosystems critical for climate stability. Recognizing that supply chains are a major driver of deforestation, Canopy works directly with corporations to develop robust environmental policies and to pressure suppliers to move away from sourcing from vital forests. Moreover, Canopy engages companies in advocating for systemic policy changes and creating space at decision-making tables for Indigenous and local community leaders.
Rycroft emphasizes the profound evolution of corporate attitudes toward sustainability over the past two decades. Where once sustainability registered as a low-level concern, today it sits as a strategic priority at the C-suite level. Companies are increasingly driven by the need for resilient supply chains, regulatory compliance, and achieving climate targets. The volatility of traditional supply chains—exacerbated by climate change, wildfires, and resource scarcity—has pushed executives to seek more circular and sustainable models.
An integral part of Canopy’s work is building bridges between the corporate sector and Indigenous communities, whose stewardship has preserved much of the world's remaining biodiversity. Through storytelling and direct engagement, Indigenous leaders have been effective at connecting with corporate audiences, making the case for conservation through a deeply human lens that complements economic and regulatory arguments.
A significant current initiative is Canopy’s work in India, aimed at scaling "next generation" (Next Gen) fiber solutions—transforming agricultural waste and recycled textiles into paper, packaging, and clothing. India’s vast agricultural residue problem, coupled with its global leadership in textile manufacturing, presents a major opportunity. In response, Canopy is developing a $2 billion blended finance platform to catalyze investment in this emerging sector, with plans to replicate this model in other regions of the Global South. The initiative reflects a broader shift toward blended finance mechanisms that leverage grants, concessional capital, and private investments to accelerate sustainable industrial transformation.
Rycroft concludes by emphasizing that the solutions needed to safeguard forests and transition to circular supply chains already exist and are ready to scale. Bold corporate leadership and smart capital deployment will be key in the decisive decade ahead. With a growing coalition of committed brands and an urgent ecological timeline, the momentum for systemic change is tangible—and Canopy stands at the forefront of this effort.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nicole Rycroft, Founder and Executive Director of Canopy, shares a comprehensive view of how her organization leverages the global marketplace to catalyze large-scale forest conservation. Founded in 1999, Canopy is a solutions-driven nonprofit dedicated to safeguarding the world’s ancient and endangered forests by working with diverse stakeholders, including key corporate actors to reform supply chains traditionally reliant on forest degradation. Today, Canopy collaborates with over 1,000 brands, including major names like H&M, LVMH, and Penguin Random House, to help shift the fiber sourcing for packaging, paper, and textiles toward more circular, low-carbon alternatives.
At the heart of Canopy’s strategy is an understanding that forests are deeply intertwined with the global economy. Each year, more than five billion trees are cut down for consumer products, many from high-carbon, biodiverse ecosystems critical for climate stability. Recognizing that supply chains are a major driver of deforestation, Canopy works directly with corporations to develop robust environmental policies and to pressure suppliers to move away from sourcing from vital forests. Moreover, Canopy engages companies in advocating for systemic policy changes and creating space at decision-making tables for Indigenous and local community leaders.
Rycroft emphasizes the profound evolution of corporate attitudes toward sustainability over the past two decades. Where once sustainability registered as a low-level concern, today it sits as a strategic priority at the C-suite level. Companies are increasingly driven by the need for resilient supply chains, regulatory compliance, and achieving climate targets. The volatility of traditional supply chains—exacerbated by climate change, wildfires, and resource scarcity—has pushed executives to seek more circular and sustainable models.
An integral part of Canopy’s work is building bridges between the corporate sector and Indigenous communities, whose stewardship has preserved much of the world's remaining biodiversity. Through storytelling and direct engagement, Indigenous leaders have been effective at connecting with corporate audiences, making the case for conservation through a deeply human lens that complements economic and regulatory arguments.
A significant current initiative is Canopy’s work in India, aimed at scaling "next generation" (Next Gen) fiber solutions—transforming agricultural waste and recycled textiles into paper, packaging, and clothing. India’s vast agricultural residue problem, coupled with its global leadership in textile manufacturing, presents a major opportunity. In response, Canopy is developing a $2 billion blended finance platform to catalyze investment in this emerging sector, with plans to replicate this model in other regions of the Global South. The initiative reflects a broader shift toward blended finance mechanisms that leverage grants, concessional capital, and private investments to accelerate sustainable industrial transformation.
Rycroft concludes by emphasizing that the solutions needed to safeguard forests and transition to circular supply chains already exist and are ready to scale. Bold corporate leadership and smart capital deployment will be key in the decisive decade ahead. With a growing coalition of committed brands and an urgent ecological timeline, the momentum for systemic change is tangible—and Canopy stands at the forefront of this effort.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Jordana Barrack, Executive Director of the Mighty Arrow Family Foundation, offers a compelling perspective on how funders can rethink philanthropy by centering empathy, trust, and long-term relationships in their work. The foundation, established by Kim Jordan, co-founder of New Belgium Brewing Company, is a family-led philanthropy focused on climate change, food systems, land and water stewardship, and social justice. With an annual disbursement of approximately $3.5 million and a planned sunset in 2040, the foundation aims to deploy its resources intentionally and meaningfully during its limited lifespan.
A central focus of the conversation is the foundation’s recent initiative, the Mighty Partners Report, which reflects a deep learning journey undertaken to better understand the lived experiences and needs of its grantees. Rather than adopting standard philanthropic norms, the foundation opted for direct engagement and honest dialogue with its partners. Through surveys and interviews, they uncovered high rates of burnout and a strong desire among grantees to connect and collaborate with one another—insights that shaped the launch of two new grant programs.
The first, Nurturing Leadership Grants, offers flexible capacity-building support specifically focused on people, rather than projects, within grantee organizations. The second, Transformational Capacity Grants, is structured around referrals—grantees are invited to nominate other organizations that might benefit from similar support. This peer-referral model not only decentralizes the application process but also broadens the foundation’s network in a way that is organically diverse and mission-aligned.
Barrack emphasizes the value of proximity to grantees and fostering candid, human connections. Simply asking nonprofit leaders how they’re doing on a personal level, she notes, can often be unexpectedly powerful, especially in a sector where funders rarely engage with grantees as whole people. The foundation’s approach underscores the idea that genuine partnership requires both trust and a willingness to step away from traditional, transactional funding models.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Jordana Barrack, Executive Director of the Mighty Arrow Family Foundation, offers a compelling perspective on how funders can rethink philanthropy by centering empathy, trust, and long-term relationships in their work. The foundation, established by Kim Jordan, co-founder of New Belgium Brewing Company, is a family-led philanthropy focused on climate change, food systems, land and water stewardship, and social justice. With an annual disbursement of approximately $3.5 million and a planned sunset in 2040, the foundation aims to deploy its resources intentionally and meaningfully during its limited lifespan.
A central focus of the conversation is the foundation’s recent initiative, the Mighty Partners Report, which reflects a deep learning journey undertaken to better understand the lived experiences and needs of its grantees. Rather than adopting standard philanthropic norms, the foundation opted for direct engagement and honest dialogue with its partners. Through surveys and interviews, they uncovered high rates of burnout and a strong desire among grantees to connect and collaborate with one another—insights that shaped the launch of two new grant programs.
The first, Nurturing Leadership Grants, offers flexible capacity-building support specifically focused on people, rather than projects, within grantee organizations. The second, Transformational Capacity Grants, is structured around referrals—grantees are invited to nominate other organizations that might benefit from similar support. This peer-referral model not only decentralizes the application process but also broadens the foundation’s network in a way that is organically diverse and mission-aligned.
Barrack emphasizes the value of proximity to grantees and fostering candid, human connections. Simply asking nonprofit leaders how they’re doing on a personal level, she notes, can often be unexpectedly powerful, especially in a sector where funders rarely engage with grantees as whole people. The foundation’s approach underscores the idea that genuine partnership requires both trust and a willingness to step away from traditional, transactional funding models.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Christopher Coritsidis, Founder of the Opus 1 Foundation, presents a vision for how the arts can play a practical and effective role in driving social impact.
His work focuses on leveraging the power of creative expression to address real-world challenges such as economic inequality, social injustice, and environmental sustainability.
The Opus 1 Foundation brings together a wide-ranging network of artists, academics, advocates, policymakers, and organizations committed to using the arts as a tool for change.
The foundation’s approach is based on the belief that creative practices can go beyond personal expression — they can be used to foster social connection, promote well-being, and strengthen communities.
Coritsidis draws on a combination of professional experiences — from his background as a violinist to his MBA from MIT — to develop initiatives that combine artistic creativity with strategic impact.
A key focus of the Opus 1 Foundation’s work is exploring how the arts can help address disconnection and isolation, which are growing challenges in many societies today. Whether through music, visual arts, or performance, creative projects have been shown to foster a sense of belonging and improve mental and emotional well-being.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Christopher Coritsidis, Founder of the Opus 1 Foundation, presents a vision for how the arts can play a practical and effective role in driving social impact.
His work focuses on leveraging the power of creative expression to address real-world challenges such as economic inequality, social injustice, and environmental sustainability.
The Opus 1 Foundation brings together a wide-ranging network of artists, academics, advocates, policymakers, and organizations committed to using the arts as a tool for change.
The foundation’s approach is based on the belief that creative practices can go beyond personal expression — they can be used to foster social connection, promote well-being, and strengthen communities.
Coritsidis draws on a combination of professional experiences — from his background as a violinist to his MBA from MIT — to develop initiatives that combine artistic creativity with strategic impact.
A key focus of the Opus 1 Foundation’s work is exploring how the arts can help address disconnection and isolation, which are growing challenges in many societies today. Whether through music, visual arts, or performance, creative projects have been shown to foster a sense of belonging and improve mental and emotional well-being.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In a wide-ranging and thought-provoking conversation, Pia Rebello Britto, Global Director of Education and Adolescent Development at UNICEF, unpacks the sobering reality of education in the face of accelerating climate change and systemic inequality.
Drawing on her extensive global experience and UNICEF’s latest report, "Learning Interrupted: Global snapshot of climate-related school disruptions in 2024", she provides a clear-eyed analysis of the intersecting crises that threaten the educational futures of hundreds of millions of children worldwide.
At the heart of the discussion is an alarming statistic: in 2024 alone, climate-related disruptions affected nearly 250 million children. Across 85 countries, extreme weather—floods, heatwaves, storms, and air pollution—upended school calendars, damaged infrastructure, and derailed learning.
Yet climate is only one part of the broader learning crisis. Britto highlights three distinct yet interconnected challenges: children being denied access to school altogether; those enrolled but receiving substandard education; and those whose education is interrupted by crises.
Each of these systemic failures contributes to the shocking global reality that 7 in 10 ten-year-olds cannot read a simple sentence.
Despite the scale of the challenge, Britto remains deeply committed to transformative solutions. She calls for immediate investment in climate-smart learning environments—resilient, adaptive infrastructure designed to withstand future shocks.
Central to these reforms is the recognition that teachers are the keystone of educational quality. Britto makes a compelling case for a global reboot of teacher preparation and professional development, describing it as one of the most efficient and scalable pathways to improving learning outcomes. At the same time, she warns against the seductive appeal of “shiny” EdTech solutions that lack evidence of impact. Effective integration of technology must be grounded in pedagogy, not novelty.
She also highlights two often overlooked groups: girls and children with disabilities. Both face compounded barriers to education, and despite advances in assistive technology, inclusive learning remains vastly under-prioritized. It is here, Britto suggests, that funders and innovators could make some of the most catalytic interventions.
For philanthropists, policymakers, and advocates, Britto offers a clear call to action: do your homework, invest in what works, advocate vocally for education as a fundamental right, and act locally as well as globally. Her vision is pragmatic yet optimistic. Education, she reminds us, is not merely a public service—it is a social contract. It is the most powerful instrument we have to unlock potential, and shape a sustainable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In a wide-ranging and thought-provoking conversation, Pia Rebello Britto, Global Director of Education and Adolescent Development at UNICEF, unpacks the sobering reality of education in the face of accelerating climate change and systemic inequality.
Drawing on her extensive global experience and UNICEF’s latest report, "Learning Interrupted: Global snapshot of climate-related school disruptions in 2024", she provides a clear-eyed analysis of the intersecting crises that threaten the educational futures of hundreds of millions of children worldwide.
At the heart of the discussion is an alarming statistic: in 2024 alone, climate-related disruptions affected nearly 250 million children. Across 85 countries, extreme weather—floods, heatwaves, storms, and air pollution—upended school calendars, damaged infrastructure, and derailed learning.
Yet climate is only one part of the broader learning crisis. Britto highlights three distinct yet interconnected challenges: children being denied access to school altogether; those enrolled but receiving substandard education; and those whose education is interrupted by crises.
Each of these systemic failures contributes to the shocking global reality that 7 in 10 ten-year-olds cannot read a simple sentence.
Despite the scale of the challenge, Britto remains deeply committed to transformative solutions. She calls for immediate investment in climate-smart learning environments—resilient, adaptive infrastructure designed to withstand future shocks.
Central to these reforms is the recognition that teachers are the keystone of educational quality. Britto makes a compelling case for a global reboot of teacher preparation and professional development, describing it as one of the most efficient and scalable pathways to improving learning outcomes. At the same time, she warns against the seductive appeal of “shiny” EdTech solutions that lack evidence of impact. Effective integration of technology must be grounded in pedagogy, not novelty.
She also highlights two often overlooked groups: girls and children with disabilities. Both face compounded barriers to education, and despite advances in assistive technology, inclusive learning remains vastly under-prioritized. It is here, Britto suggests, that funders and innovators could make some of the most catalytic interventions.
For philanthropists, policymakers, and advocates, Britto offers a clear call to action: do your homework, invest in what works, advocate vocally for education as a fundamental right, and act locally as well as globally. Her vision is pragmatic yet optimistic. Education, she reminds us, is not merely a public service—it is a social contract. It is the most powerful instrument we have to unlock potential, and shape a sustainable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this powerful and urgent conversation, Baroness Joanna Shields offers a compelling account of her work founding and leading the WeProtect Global Alliance—a coalition of over 100 governments and 320 organisations uniting to combat the growing threat of online child sexual abuse and exploitation. A former tech executive and government minister, she bridges sectors to drive systemic change, confronting one of the most complex challenges of our time.
She reflects on the Alliance’s origins a decade ago, when the international community was still reluctant to acknowledge the prevalence of online predators and child exploitation. Since then, WeProtect has pushed the issue onto the global policy agenda, created a model national response framework, and developed comprehensive threat assessments that inform governments worldwide. Yet despite progress, the scale and severity of online harms remain staggering, and Baroness Shields warns of a worsening crisis if action stalls.
At the heart of the problem lies a lack of cohesive age assurance infrastructure across the internet. Unlike in the physical world—where age restrictions govern access to alcohol, voting, or driving—digital spaces remain largely unregulated. This regulatory vacuum leaves children vulnerable to harmful content and predatory behaviour. She argues that responsibility cannot rest solely on parents, who are often overwhelmed and ill-equipped to navigate the evolving digital landscape. Instead, the tech industry must lead with shared standards, particularly through the adoption of a universal, privacy-respecting age signal that follows a child across platforms.
The conversation explores the tension between safety and free expression. In this context, Baroness Shields sees age assurance as a pragmatic solution that empowers families and safeguards children without compromising the broader architecture of the open internet.
Artificial intelligence emerges as both a promising tool and a dangerous vector. AI can be deployed to detect grooming behaviour and prevent exploitation. But it also enables new forms of abuse—like AI-generated sexual imagery and manipulative chatbots targeting minors.
Throughout the episode, Baroness Shields remains clear-eyed about the challenge but anchored in optimism. She believes in the transformative potential of technology—if it is shaped by common sense, accountability, and a commitment to protecting the most vulnerable. Her call is for an alliance of the willing—governments, tech leaders, civil society—to coalesce around a shared digital future where children are empowered to thrive, not endangered by design.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this powerful and urgent conversation, Baroness Joanna Shields offers a compelling account of her work founding and leading the WeProtect Global Alliance—a coalition of over 100 governments and 320 organisations uniting to combat the growing threat of online child sexual abuse and exploitation. A former tech executive and government minister, she bridges sectors to drive systemic change, confronting one of the most complex challenges of our time.
She reflects on the Alliance’s origins a decade ago, when the international community was still reluctant to acknowledge the prevalence of online predators and child exploitation. Since then, WeProtect has pushed the issue onto the global policy agenda, created a model national response framework, and developed comprehensive threat assessments that inform governments worldwide. Yet despite progress, the scale and severity of online harms remain staggering, and Baroness Shields warns of a worsening crisis if action stalls.
At the heart of the problem lies a lack of cohesive age assurance infrastructure across the internet. Unlike in the physical world—where age restrictions govern access to alcohol, voting, or driving—digital spaces remain largely unregulated. This regulatory vacuum leaves children vulnerable to harmful content and predatory behaviour. She argues that responsibility cannot rest solely on parents, who are often overwhelmed and ill-equipped to navigate the evolving digital landscape. Instead, the tech industry must lead with shared standards, particularly through the adoption of a universal, privacy-respecting age signal that follows a child across platforms.
The conversation explores the tension between safety and free expression. In this context, Baroness Shields sees age assurance as a pragmatic solution that empowers families and safeguards children without compromising the broader architecture of the open internet.
Artificial intelligence emerges as both a promising tool and a dangerous vector. AI can be deployed to detect grooming behaviour and prevent exploitation. But it also enables new forms of abuse—like AI-generated sexual imagery and manipulative chatbots targeting minors.
Throughout the episode, Baroness Shields remains clear-eyed about the challenge but anchored in optimism. She believes in the transformative potential of technology—if it is shaped by common sense, accountability, and a commitment to protecting the most vulnerable. Her call is for an alliance of the willing—governments, tech leaders, civil society—to coalesce around a shared digital future where children are empowered to thrive, not endangered by design.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In a wide-ranging and deeply personal conversation, Tiffany Yu, CEO and Founder of Diversability, explores the transformational potential of disability advocacy, the importance of representation, and the expansive reach of community-building.
As the architect of Diversability—a global community now numbering more than 80,000 individuals—Tiffany has created a platform that empowers disabled individuals and their allies to elevate their voices, dismantle ableist systems, and build collective influence.
What began in 2009 as a student-led initiative has grown into a dynamic, multi-sector movement. Inspired by her corporate experiences at Goldman Sachs and Bloomberg, where she first encountered disability employee resource groups, Tiffany saw firsthand how visibility and solidarity within institutions could alter perceptions and influence systems.
Diversability not only fosters peer connection but also positions disability identity as a source of pride, resilience, and leadership.
Much of the conversation centers on her newly released book, The Anti-Ableist Manifesto, a call to action for disabled and non-disabled readers alike. Through a structured “Me-We-Us” framework, Tiffany makes disability advocacy accessible to all. The manifesto is not simply about compliance with existing legislation—it’s about shifting societal mindsets to affirm the inherent value of disabled lives. It’s a deeply human appeal that complements legal protections like the Americans with Disabilities Act (ADA) and the UK's Equality Act by focusing on hearts and minds, not just policy.
Tiffany underscores the economic imperative of inclusion. With over 1.6 billion people globally identifying as disabled and a collective market power exceeding $18 trillion, disability inclusion is not only a moral obligation but a competitive advantage. She cites examples of innovations originally designed for disabled users—such as electric toothbrushes, audiobooks, and ergonomic seating—that have gone on to benefit the broader public. These “curb-cut effects” demonstrate how designing with accessibility in mind fosters universal benefit.
The conversation also delves into the structural challenges facing the disability community: fragmentation across geographies, underrepresentation in leadership, and political headwinds threatening essential services. Yet, Tiffany resists despair. She points to disabled entrepreneurs as economic contributors and changemakers, and notes that small businesses led by disabled founders are significantly more likely to hire other disabled people—illustrating how grassroots action can lead to systemic transformation.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In a wide-ranging and deeply personal conversation, Tiffany Yu, CEO and Founder of Diversability, explores the transformational potential of disability advocacy, the importance of representation, and the expansive reach of community-building.
As the architect of Diversability—a global community now numbering more than 80,000 individuals—Tiffany has created a platform that empowers disabled individuals and their allies to elevate their voices, dismantle ableist systems, and build collective influence.
What began in 2009 as a student-led initiative has grown into a dynamic, multi-sector movement. Inspired by her corporate experiences at Goldman Sachs and Bloomberg, where she first encountered disability employee resource groups, Tiffany saw firsthand how visibility and solidarity within institutions could alter perceptions and influence systems.
Diversability not only fosters peer connection but also positions disability identity as a source of pride, resilience, and leadership.
Much of the conversation centers on her newly released book, The Anti-Ableist Manifesto, a call to action for disabled and non-disabled readers alike. Through a structured “Me-We-Us” framework, Tiffany makes disability advocacy accessible to all. The manifesto is not simply about compliance with existing legislation—it’s about shifting societal mindsets to affirm the inherent value of disabled lives. It’s a deeply human appeal that complements legal protections like the Americans with Disabilities Act (ADA) and the UK's Equality Act by focusing on hearts and minds, not just policy.
Tiffany underscores the economic imperative of inclusion. With over 1.6 billion people globally identifying as disabled and a collective market power exceeding $18 trillion, disability inclusion is not only a moral obligation but a competitive advantage. She cites examples of innovations originally designed for disabled users—such as electric toothbrushes, audiobooks, and ergonomic seating—that have gone on to benefit the broader public. These “curb-cut effects” demonstrate how designing with accessibility in mind fosters universal benefit.
The conversation also delves into the structural challenges facing the disability community: fragmentation across geographies, underrepresentation in leadership, and political headwinds threatening essential services. Yet, Tiffany resists despair. She points to disabled entrepreneurs as economic contributors and changemakers, and notes that small businesses led by disabled founders are significantly more likely to hire other disabled people—illustrating how grassroots action can lead to systemic transformation.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Valeria Scorza, CEO of Fundación Avina, offers a compelling exploration of how philanthropy can act as an orchestrator in addressing some of the most pressing challenges facing Latin America and the broader Global South. With a 30-year legacy of fostering sustainable development, Fundación Avina operates at the intersection of climate action, democratic innovation, and economic transformation, working through six key programs—climate, circular economy, labor innovation, biomes, democracy, and water. What sets the foundation apart is its commitment to building trust, promoting systemic change, and fostering co-creation among diverse stakeholders.
At its core, Fundación Avina embraces a decentralized model, with a team of 95 staff members across 15 countries, emphasizing coordination, autonomy, and self-regulation. Beyond simply deploying grants—having mobilized over $500 million across 13,000 initiatives—the foundation plays a catalytic role in multi-stakeholder collaborations, ensuring that local knowledge and grassroots organizations shape solutions tailored to their specific contexts. Expanding beyond Latin America, the organization is increasingly forging partnerships in Africa and Asia, reinforcing a philosophy that philanthropy must be complementary rather than prescriptive, engaging both grassroots actors and large institutions such as the Inter-American Development Bank.
A particularly striking element of Fundación Avina’s work is its long-standing engagement with access to water, an issue affecting nearly a quarter of Latin Americans, with rural communities being disproportionately impacted. Viewing water access as a fundamental human right, the foundation draws from the principles of Nobel laureate Elinor Ostrom, advocating for decentralized, community-led governance of shared resources. Through the Latin American Association of Community Water Management Organizations and other regional initiatives, Avina has helped scale innovative, locally-driven water management solutions, from rainwater harvesting to adaptive governance structures that enhance resilience in the face of climate change. The foundation’s work in Brazil’s semi-arid region, for example, illustrates the power of community networks in not only implementing practical solutions like cistern installations but also shaping public policy at the national level.
The conversation highlights key bottlenecks in water governance, including the misconception that solutions must always be top-down or infrastructure-heavy. Instead, Avina advocates for a model that aligns incentives across communities, governments, and the private sector, ensuring that solutions are sustainable and adapted to local realities. The role of trust is particularly emphasized as a crucial yet often overlooked form of infrastructure—essential for managing climate-induced conflicts over water scarcity and ensuring long-term collaboration across sectors.
Indigenous and tribal communities also play a central role in Avina’s approach, with a strong commitment to ensuring their participation in decision-making processes. From advocating for indigenous representation in climate governance discussions to recognizing traditional water conservation methods as legitimate forms of technological innovation, the foundation underscores the importance of cultural intelligence in addressing environmental challenges. This extends to Avina’s broader mission of reducing power asymmetries, ensuring that historically marginalized voices are not only heard but actively shape policy and investment decisions.
Fundación Avina’s collaborative ethos is further exemplified by its engagement with global and regional funders. From working with One Drop Foundation, Coca-Cola Foundation, and FEMSA in the Lazos de Agua initiative to partnerships with Skoll Foundation, Ford Foundation, and Packard Foundation, Avina positions itself as a key facilitator in bringing diverse actors together to drive systemic change. Whether working with corporate foundations, development banks, or local philanthropic funds, the foundation’s role is not merely to fund initiatives but to strengthen ecosystems that ensure solutions are deeply embedded in their communities and sustained over time.
Ultimately, this conversation sheds light on a model of philanthropy that moves beyond traditional grant-making to embrace systemic, collaborative, and trust-driven solutions. By leveraging its position as a convener, Fundación Avina is not only addressing immediate challenges but also reshaping the way sustainable development is approached across the Global South.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Valeria Scorza, CEO of Fundación Avina, offers a compelling exploration of how philanthropy can act as an orchestrator in addressing some of the most pressing challenges facing Latin America and the broader Global South. With a 30-year legacy of fostering sustainable development, Fundación Avina operates at the intersection of climate action, democratic innovation, and economic transformation, working through six key programs—climate, circular economy, labor innovation, biomes, democracy, and water. What sets the foundation apart is its commitment to building trust, promoting systemic change, and fostering co-creation among diverse stakeholders.
At its core, Fundación Avina embraces a decentralized model, with a team of 95 staff members across 15 countries, emphasizing coordination, autonomy, and self-regulation. Beyond simply deploying grants—having mobilized over $500 million across 13,000 initiatives—the foundation plays a catalytic role in multi-stakeholder collaborations, ensuring that local knowledge and grassroots organizations shape solutions tailored to their specific contexts. Expanding beyond Latin America, the organization is increasingly forging partnerships in Africa and Asia, reinforcing a philosophy that philanthropy must be complementary rather than prescriptive, engaging both grassroots actors and large institutions such as the Inter-American Development Bank.
A particularly striking element of Fundación Avina’s work is its long-standing engagement with access to water, an issue affecting nearly a quarter of Latin Americans, with rural communities being disproportionately impacted. Viewing water access as a fundamental human right, the foundation draws from the principles of Nobel laureate Elinor Ostrom, advocating for decentralized, community-led governance of shared resources. Through the Latin American Association of Community Water Management Organizations and other regional initiatives, Avina has helped scale innovative, locally-driven water management solutions, from rainwater harvesting to adaptive governance structures that enhance resilience in the face of climate change. The foundation’s work in Brazil’s semi-arid region, for example, illustrates the power of community networks in not only implementing practical solutions like cistern installations but also shaping public policy at the national level.
The conversation highlights key bottlenecks in water governance, including the misconception that solutions must always be top-down or infrastructure-heavy. Instead, Avina advocates for a model that aligns incentives across communities, governments, and the private sector, ensuring that solutions are sustainable and adapted to local realities. The role of trust is particularly emphasized as a crucial yet often overlooked form of infrastructure—essential for managing climate-induced conflicts over water scarcity and ensuring long-term collaboration across sectors.
Indigenous and tribal communities also play a central role in Avina’s approach, with a strong commitment to ensuring their participation in decision-making processes. From advocating for indigenous representation in climate governance discussions to recognizing traditional water conservation methods as legitimate forms of technological innovation, the foundation underscores the importance of cultural intelligence in addressing environmental challenges. This extends to Avina’s broader mission of reducing power asymmetries, ensuring that historically marginalized voices are not only heard but actively shape policy and investment decisions.
Fundación Avina’s collaborative ethos is further exemplified by its engagement with global and regional funders. From working with One Drop Foundation, Coca-Cola Foundation, and FEMSA in the Lazos de Agua initiative to partnerships with Skoll Foundation, Ford Foundation, and Packard Foundation, Avina positions itself as a key facilitator in bringing diverse actors together to drive systemic change. Whether working with corporate foundations, development banks, or local philanthropic funds, the foundation’s role is not merely to fund initiatives but to strengthen ecosystems that ensure solutions are deeply embedded in their communities and sustained over time.
Ultimately, this conversation sheds light on a model of philanthropy that moves beyond traditional grant-making to embrace systemic, collaborative, and trust-driven solutions. By leveraging its position as a convener, Fundación Avina is not only addressing immediate challenges but also reshaping the way sustainable development is approached across the Global South.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The opening ceremony of the Special Olympics World Winter Games have just taken place in Turin, Italy on 8th March 2025. Today, we welcome leaders from Special Olympics and The Coca-Cola Company onto this episode of the Do One Better Podcast. Zehra Sayin is the Chief Marketing, Communications and Development Officer at the Special Olympics; and Tim Dignard is Senior Director, Global Sports Partnerships & Operations at The Coca-Cola Company.
For over 55 years, Special Olympics and The Coca-Cola Company have been pioneering a movement that transcends philanthropy and sports sponsorship, redefining how corporate and nonprofit partnerships can drive systemic change. At the heart of their collaboration lies a shared vision: fostering inclusion for people with intellectual disabilities through the transformative power of sport.
We hear how Special Olympics, now a global movement with millions of athletes, began as a simple gathering in 1968, and today stands as a testament to the power of sport in shifting societal attitudes.
The Coca-Cola Company, a founding partner, has been instrumental in supporting this evolution — not just through financial contributions, but through a deeply integrated, strategic engagement that extends far beyond traditional corporate sponsorship. The partnership is a model of holistic collaboration, spanning corporate volunteering, global marketing, consumer engagement, and systemic advocacy for inclusion.
While their alliance has long been impactful, both organizations recognize that their work is far from complete. Special Olympics continues to face challenges in expanding its global footprint, particularly in markets outside the United States where brand awareness remains low. The Coca-Cola Company has embraced this challenge, leveraging its vast global reach and marketing capabilities to amplify the movement’s message in new territories. Their recent eight-year partnership extension — the longest in their history — underscores their commitment to taking inclusion to new heights.
On the ground, the collaboration is about more than visibility; it’s about breaking down barriers. From Turin, Italy, where the Special Olympics World Winter Games are currently underway, to future events in Chile and Switzerland, the movement is not just about competition — it is about driving long-term social impact. Whether through engaging The Coca-Cola Company’s employees in volunteer programs, facilitating access to resources, or enlisting high-profile ambassadors to advocate for inclusion, the goal is clear: to create a world where people with intellectual disabilities are fully included, recognized, and celebrated.
The essence of this partnership is perhaps best captured in the simple yet profound experiences of those involved. Volunteers who come to support the games often arrive thinking they are there to give, only to leave with a transformative realization — they have received far more than they contributed. The athletes, whose resilience and determination shine through every competition, are the true champions of this movement, proving time and again that inclusion is not charity, but a fundamental human right.
Looking ahead, the partnership between Special Olympics and The Coca-Cola Company is set to become even more strategic, targeting key markets and leveraging new opportunities to foster change. Inclusion, as both organizations emphasize, is a journey — not a destination. With the scale, influence, and shared values of these two global giants, the potential to reshape societal attitudes and build a more inclusive world has never been greater.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The opening ceremony of the Special Olympics World Winter Games have just taken place in Turin, Italy on 8th March 2025. Today, we welcome leaders from Special Olympics and The Coca-Cola Company onto this episode of the Do One Better Podcast. Zehra Sayin is the Chief Marketing, Communications and Development Officer at the Special Olympics; and Tim Dignard is Senior Director, Global Sports Partnerships & Operations at The Coca-Cola Company.
For over 55 years, Special Olympics and The Coca-Cola Company have been pioneering a movement that transcends philanthropy and sports sponsorship, redefining how corporate and nonprofit partnerships can drive systemic change. At the heart of their collaboration lies a shared vision: fostering inclusion for people with intellectual disabilities through the transformative power of sport.
We hear how Special Olympics, now a global movement with millions of athletes, began as a simple gathering in 1968, and today stands as a testament to the power of sport in shifting societal attitudes.
The Coca-Cola Company, a founding partner, has been instrumental in supporting this evolution — not just through financial contributions, but through a deeply integrated, strategic engagement that extends far beyond traditional corporate sponsorship. The partnership is a model of holistic collaboration, spanning corporate volunteering, global marketing, consumer engagement, and systemic advocacy for inclusion.
While their alliance has long been impactful, both organizations recognize that their work is far from complete. Special Olympics continues to face challenges in expanding its global footprint, particularly in markets outside the United States where brand awareness remains low. The Coca-Cola Company has embraced this challenge, leveraging its vast global reach and marketing capabilities to amplify the movement’s message in new territories. Their recent eight-year partnership extension — the longest in their history — underscores their commitment to taking inclusion to new heights.
On the ground, the collaboration is about more than visibility; it’s about breaking down barriers. From Turin, Italy, where the Special Olympics World Winter Games are currently underway, to future events in Chile and Switzerland, the movement is not just about competition — it is about driving long-term social impact. Whether through engaging The Coca-Cola Company’s employees in volunteer programs, facilitating access to resources, or enlisting high-profile ambassadors to advocate for inclusion, the goal is clear: to create a world where people with intellectual disabilities are fully included, recognized, and celebrated.
The essence of this partnership is perhaps best captured in the simple yet profound experiences of those involved. Volunteers who come to support the games often arrive thinking they are there to give, only to leave with a transformative realization — they have received far more than they contributed. The athletes, whose resilience and determination shine through every competition, are the true champions of this movement, proving time and again that inclusion is not charity, but a fundamental human right.
Looking ahead, the partnership between Special Olympics and The Coca-Cola Company is set to become even more strategic, targeting key markets and leveraging new opportunities to foster change. Inclusion, as both organizations emphasize, is a journey — not a destination. With the scale, influence, and shared values of these two global giants, the potential to reshape societal attitudes and build a more inclusive world has never been greater.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Fay Twersky, President and Director at the Arthur M. Blank Family Foundation, on Accelerating Giving and Tackling Society’s Biggest Challenges.
The Arthur M. Blank Family Foundation, founded nearly 30 years ago, is committed to accelerating philanthropy and tackling some of the most pressing challenges of our time. Arthur M. Blank co-founded The Home Depot.
Under the leadership of Fay Twersky, the foundation has expanded its giving and in 2024 granted approximately US $200 million, focusing on core areas, including: democracy, climate change, youth development, mental health and well-being, and community investment in Atlanta’s west side.
The foundation operates as a grant-making institution but also serves as a convener and collaborator, leveraging its influence to drive systemic change. One unique aspect of its work is the use of West Creek Ranch in Montana, a dedicated retreat space designed to foster meaningful dialogue and problem-solving among leaders in philanthropy, policy, and social change.
The foundation is particularly invested in advancing innovative solutions. In climate change, it supports regenerative land management practices in Montana, helping ranchers adopt more sustainable approaches that benefit both the environment and their livelihoods. In Atlanta, it works to preserve affordable housing and promote economic mobility, including piloting a guaranteed income initiative.
Mental health is a newly expanded priority, with a focus on early interventions in childhood and adolescence to prevent long-term crises. The foundation is supporting evidence-based programs like Inner Explorer, which introduces mindfulness practices in schools to help children regulate stress and improve academic outcomes.
With a deep commitment to long-term partnerships, general operating support, and investing in organizations’ capacity, the foundation prioritizes impact over bureaucracy.
Twersky’s philosophy — "Curiosity trumps certainty" — underscores the foundation’s approach to learning, adaptation, and continuous improvement in its mission to repair and uplift society.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Fay Twersky, President and Director at the Arthur M. Blank Family Foundation, on Accelerating Giving and Tackling Society’s Biggest Challenges.
The Arthur M. Blank Family Foundation, founded nearly 30 years ago, is committed to accelerating philanthropy and tackling some of the most pressing challenges of our time. Arthur M. Blank co-founded The Home Depot.
Under the leadership of Fay Twersky, the foundation has expanded its giving and in 2024 granted approximately US $200 million, focusing on core areas, including: democracy, climate change, youth development, mental health and well-being, and community investment in Atlanta’s west side.
The foundation operates as a grant-making institution but also serves as a convener and collaborator, leveraging its influence to drive systemic change. One unique aspect of its work is the use of West Creek Ranch in Montana, a dedicated retreat space designed to foster meaningful dialogue and problem-solving among leaders in philanthropy, policy, and social change.
The foundation is particularly invested in advancing innovative solutions. In climate change, it supports regenerative land management practices in Montana, helping ranchers adopt more sustainable approaches that benefit both the environment and their livelihoods. In Atlanta, it works to preserve affordable housing and promote economic mobility, including piloting a guaranteed income initiative.
Mental health is a newly expanded priority, with a focus on early interventions in childhood and adolescence to prevent long-term crises. The foundation is supporting evidence-based programs like Inner Explorer, which introduces mindfulness practices in schools to help children regulate stress and improve academic outcomes.
With a deep commitment to long-term partnerships, general operating support, and investing in organizations’ capacity, the foundation prioritizes impact over bureaucracy.
Twersky’s philosophy — "Curiosity trumps certainty" — underscores the foundation’s approach to learning, adaptation, and continuous improvement in its mission to repair and uplift society.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Doug Griffiths, President of the Oak Foundation, on the power of philanthropy, transforming lives, strengthening communities, and addressing inequities in ways that neither governments nor markets can achieve alone.
The Oak Foundation exemplifies this potential, channeling nearly half a billion dollars annually into causes that seek to make the world a safer, fairer, and more sustainable place. From climate action to human rights, child protection to economic justice, Oak’s work demonstrates the profound role that philanthropy can play in driving long-term, meaningful change.
The foundation understands that real impact is achieved when nonprofits are strong, resilient, and empowered to adapt to changing circumstances. By prioritising unrestricted funding and investing in capacity-building, Oak ensures that its partners have the flexibility to innovate, scale, and sustain their work over time. This shift from transactional funding to transformative partnership is at the heart of philanthropy’s power to drive change.
A defining aspect of Oak’s approach is its willingness to take risks where others will not. Many of today’s most pressing challenges require bold, forward-thinking investments. Oak has stepped into these gaps, funding research, advocacy, and grassroots movements that challenge the status quo and push for progress. In areas like childhood cancer research, where market forces fail to generate sufficient investment, Oak’s philanthropic intervention has the potential to accelerate medical breakthroughs and save lives.
Philanthropy is also uniquely positioned to catalyse change by connecting diverse actors — governments, civil society, businesses, and innovators — who might not otherwise collaborate. Oak’s work in climate philanthropy exemplifies this, with its support for platforms like Climate LEAD, which has mobilised more than $4 billion toward high-impact environmental solutions. By convening stakeholders, fostering cross-sector partnerships, and funding new models of intervention, Oak is leveraging its resources to create impact far beyond the size of its own grants.
Oak’s work is a testament to the potential of philanthropy to not just fund change, but to actively shape it. The foundation is proving that when philanthropy is done with humility, empathy, and a willingness to learn, it can be one of the most powerful forces for good in the world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Doug Griffiths, President of the Oak Foundation, on the power of philanthropy, transforming lives, strengthening communities, and addressing inequities in ways that neither governments nor markets can achieve alone.
The Oak Foundation exemplifies this potential, channeling nearly half a billion dollars annually into causes that seek to make the world a safer, fairer, and more sustainable place. From climate action to human rights, child protection to economic justice, Oak’s work demonstrates the profound role that philanthropy can play in driving long-term, meaningful change.
The foundation understands that real impact is achieved when nonprofits are strong, resilient, and empowered to adapt to changing circumstances. By prioritising unrestricted funding and investing in capacity-building, Oak ensures that its partners have the flexibility to innovate, scale, and sustain their work over time. This shift from transactional funding to transformative partnership is at the heart of philanthropy’s power to drive change.
A defining aspect of Oak’s approach is its willingness to take risks where others will not. Many of today’s most pressing challenges require bold, forward-thinking investments. Oak has stepped into these gaps, funding research, advocacy, and grassroots movements that challenge the status quo and push for progress. In areas like childhood cancer research, where market forces fail to generate sufficient investment, Oak’s philanthropic intervention has the potential to accelerate medical breakthroughs and save lives.
Philanthropy is also uniquely positioned to catalyse change by connecting diverse actors — governments, civil society, businesses, and innovators — who might not otherwise collaborate. Oak’s work in climate philanthropy exemplifies this, with its support for platforms like Climate LEAD, which has mobilised more than $4 billion toward high-impact environmental solutions. By convening stakeholders, fostering cross-sector partnerships, and funding new models of intervention, Oak is leveraging its resources to create impact far beyond the size of its own grants.
Oak’s work is a testament to the potential of philanthropy to not just fund change, but to actively shape it. The foundation is proving that when philanthropy is done with humility, empathy, and a willingness to learn, it can be one of the most powerful forces for good in the world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mohamed Osman, CEO of Spring Impact, on Scaling Social Innovation.
Spring Impact was founded on the belief that social innovation must be scaled strategically and sustainably to meet the sheer magnitude of today’s problems. Rather than focusing solely on organisational growth, Spring Impact works with mission-driven organisations and funders to help them design pathways for scaling impact in ways that optimise resources, reduce dependency on unsustainable funding models, and embed solutions within larger systems.
Mohamed Osman makes a distinction between growth and scale. While growth is often linear — requiring a proportional increase in funding, staffing, and resources — he notes that true scale occurs when impact expands at a faster rate than the investment needed to sustain it.
The key challenge for social enterprises and nonprofits is ensuring that their interventions remain effective and sustainable as they reach larger populations. Too often, solutions that work well in a localised setting fail when applied to broader, more complex environments.
Spring Impact encourages organisations to stay focused not on any single solution but on the problem itself, ensuring that as they scale, their interventions remain relevant, adaptable, and aligned with community needs.
Funding remains one of the greatest barriers to scaling impact. To better understand how organisations overcome financial hurdles, Spring Impact conducted a research study analysing more than 100 nonprofits, with in-depth insights from 22 organisations that had successfully navigated the challenge.
One of the most striking findings was the role of long-term funding partnerships, particularly with governments. Many assume that once a nonprofit demonstrates proof of concept, it can transfer its solution entirely to government agencies, allowing philanthropic funding to exit. However, the reality is that long-term success often requires continued collaboration, with nonprofits shifting from direct service providers to advisory and mentorship roles. Philanthropic funding remains vital even after handover, providing the flexibility to adapt solutions, support implementation, and ensure that systemic change is sustained.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mohamed Osman, CEO of Spring Impact, on Scaling Social Innovation.
Spring Impact was founded on the belief that social innovation must be scaled strategically and sustainably to meet the sheer magnitude of today’s problems. Rather than focusing solely on organisational growth, Spring Impact works with mission-driven organisations and funders to help them design pathways for scaling impact in ways that optimise resources, reduce dependency on unsustainable funding models, and embed solutions within larger systems.
Mohamed Osman makes a distinction between growth and scale. While growth is often linear — requiring a proportional increase in funding, staffing, and resources — he notes that true scale occurs when impact expands at a faster rate than the investment needed to sustain it.
The key challenge for social enterprises and nonprofits is ensuring that their interventions remain effective and sustainable as they reach larger populations. Too often, solutions that work well in a localised setting fail when applied to broader, more complex environments.
Spring Impact encourages organisations to stay focused not on any single solution but on the problem itself, ensuring that as they scale, their interventions remain relevant, adaptable, and aligned with community needs.
Funding remains one of the greatest barriers to scaling impact. To better understand how organisations overcome financial hurdles, Spring Impact conducted a research study analysing more than 100 nonprofits, with in-depth insights from 22 organisations that had successfully navigated the challenge.
One of the most striking findings was the role of long-term funding partnerships, particularly with governments. Many assume that once a nonprofit demonstrates proof of concept, it can transfer its solution entirely to government agencies, allowing philanthropic funding to exit. However, the reality is that long-term success often requires continued collaboration, with nonprofits shifting from direct service providers to advisory and mentorship roles. Philanthropic funding remains vital even after handover, providing the flexibility to adapt solutions, support implementation, and ensure that systemic change is sustained.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Shamina Singh is the Founder and President of the Center for Inclusive Growth — Mastercard's social impact hub.
The Mastercard Center for Inclusive Growth was founded with the intention of redefining corporate engagement in the social sector, moving beyond traditional philanthropy to leverage the full spectrum of Mastercard’s assets — technology, data, AI, expertise, and capital — in ways that drive meaningful economic inclusion.
At the heart of this effort is a fundamental belief that networks power the modern economy, and access to these networks — whether financial, technological, or social — determines an individual's or a business’s ability to succeed.
Financial inclusion is a key pillar of the Center’s work, recognizing that the divide between those who can access financial tools and those who cannot is not just an economic disparity but an opportunity gap with generational consequences.
Just as income inequality has long been a focus of economic reform, the Center has identified a growing “information inequality” gap — the divide between those who have access to and control over data and AI, and those who do not. As the global economy becomes increasingly digital and data-driven, ensuring that historically marginalized communities and small businesses are not left behind is critical.
One of the Center’s flagship initiatives, Strive, focuses on small business owners, particularly those in the “missing middle.” These entrepreneurs often struggle with access to capital, digital infrastructure, and essential networks.
The Center has identified three key barriers to small business success: access to capital, digital and cybersecurity resilience, and connections to information and expertise. By addressing these challenges, the Center aims to support what it calls “stability entrepreneurs” — small business owners who are not merely looking for rapid growth but for steady, reliable income that allows them to sustain and expand their businesses over time.
This work is global in scope, spanning 30 markets, but the challenges vary across regions. While ambition and entrepreneurial spirit are universal, the structural barriers to success differ widely. For example, in some regions, women lack access to traditional forms of collateral, such as property, making it difficult for them to secure loans. The Center has worked with central banks in countries like India and Pakistan to help in the recognition of alternative forms of collateral, such as gold, as a means for women entrepreneurs to access capital.
In a world of accelerating technological change, inclusive innovation is not just a moral imperative — it is an economic necessity.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Shamina Singh is the Founder and President of the Center for Inclusive Growth — Mastercard's social impact hub.
The Mastercard Center for Inclusive Growth was founded with the intention of redefining corporate engagement in the social sector, moving beyond traditional philanthropy to leverage the full spectrum of Mastercard’s assets — technology, data, AI, expertise, and capital — in ways that drive meaningful economic inclusion.
At the heart of this effort is a fundamental belief that networks power the modern economy, and access to these networks — whether financial, technological, or social — determines an individual's or a business’s ability to succeed.
Financial inclusion is a key pillar of the Center’s work, recognizing that the divide between those who can access financial tools and those who cannot is not just an economic disparity but an opportunity gap with generational consequences.
Just as income inequality has long been a focus of economic reform, the Center has identified a growing “information inequality” gap — the divide between those who have access to and control over data and AI, and those who do not. As the global economy becomes increasingly digital and data-driven, ensuring that historically marginalized communities and small businesses are not left behind is critical.
One of the Center’s flagship initiatives, Strive, focuses on small business owners, particularly those in the “missing middle.” These entrepreneurs often struggle with access to capital, digital infrastructure, and essential networks.
The Center has identified three key barriers to small business success: access to capital, digital and cybersecurity resilience, and connections to information and expertise. By addressing these challenges, the Center aims to support what it calls “stability entrepreneurs” — small business owners who are not merely looking for rapid growth but for steady, reliable income that allows them to sustain and expand their businesses over time.
This work is global in scope, spanning 30 markets, but the challenges vary across regions. While ambition and entrepreneurial spirit are universal, the structural barriers to success differ widely. For example, in some regions, women lack access to traditional forms of collateral, such as property, making it difficult for them to secure loans. The Center has worked with central banks in countries like India and Pakistan to help in the recognition of alternative forms of collateral, such as gold, as a means for women entrepreneurs to access capital.
In a world of accelerating technological change, inclusive innovation is not just a moral imperative — it is an economic necessity.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Danil Mikhailov, Executive Director of Data.org, on AI for Social Impact. Established five years ago by the Rockefeller Foundation and the Mastercard Center for Inclusive Growth, Data.org is a nonprofit dedicated to advancing the use of data and AI for social good.
The rapid evolution of AI and data science presents both an unprecedented opportunity and a growing challenge for the social impact sector.
While AI-powered tools have the potential to enhance decision-making, streamline operations, and increase efficiency, the gap between the private sector’s adoption of AI and the ability of nonprofits to leverage these technologies remains significant.
One of the most immediate impacts of AI on data work is its ability to automate many traditionally labor-intensive tasks, from data cleaning and visualisation to sophisticated data analysis. For social impact organisations, this represents a powerful efficiency boost, particularly for those with limited resources. Yet, while AI can enhance accessibility to data and streamline its use, it cannot replace human judgment, particularly in contexts involving vulnerable communities. The ethical deployment of AI remains paramount, and organisations must ensure that human oversight is preserved in critical decision-making processes.
Beyond efficiency gains, AI is also reshaping how nonprofits and global grant-making organisations assess impact. Many NGOs possess vast repositories of historical data that remain largely untapped due to resource constraints. AI-driven document analysis and natural language processing are now unlocking these archives, enabling organisations to extract meaningful insights and make data-driven decisions.
The conversation also delves into the broader ethical considerations of AI, particularly the risks associated with overcorrection in training data. AI models are designed to reflect the information they are fed, and any attempt to engineer ethical biases — whether to correct for historical exclusions or to impose specific viewpoints — must be handled with caution. The balance between mitigating bias and preserving accuracy remains a complex challenge, as evidenced by recent controversies over AI-generated historical imagery that distorted reality in the name of diversity.
The takeaway is that ethical AI cannot be an afterthought. It must be integrated into the design and development process from the outset, ensuring that social scientists, ethicists, and technologists collaborate in real-time rather than operating in silos.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Danil Mikhailov, Executive Director of Data.org, on AI for Social Impact. Established five years ago by the Rockefeller Foundation and the Mastercard Center for Inclusive Growth, Data.org is a nonprofit dedicated to advancing the use of data and AI for social good.
The rapid evolution of AI and data science presents both an unprecedented opportunity and a growing challenge for the social impact sector.
While AI-powered tools have the potential to enhance decision-making, streamline operations, and increase efficiency, the gap between the private sector’s adoption of AI and the ability of nonprofits to leverage these technologies remains significant.
One of the most immediate impacts of AI on data work is its ability to automate many traditionally labor-intensive tasks, from data cleaning and visualisation to sophisticated data analysis. For social impact organisations, this represents a powerful efficiency boost, particularly for those with limited resources. Yet, while AI can enhance accessibility to data and streamline its use, it cannot replace human judgment, particularly in contexts involving vulnerable communities. The ethical deployment of AI remains paramount, and organisations must ensure that human oversight is preserved in critical decision-making processes.
Beyond efficiency gains, AI is also reshaping how nonprofits and global grant-making organisations assess impact. Many NGOs possess vast repositories of historical data that remain largely untapped due to resource constraints. AI-driven document analysis and natural language processing are now unlocking these archives, enabling organisations to extract meaningful insights and make data-driven decisions.
The conversation also delves into the broader ethical considerations of AI, particularly the risks associated with overcorrection in training data. AI models are designed to reflect the information they are fed, and any attempt to engineer ethical biases — whether to correct for historical exclusions or to impose specific viewpoints — must be handled with caution. The balance between mitigating bias and preserving accuracy remains a complex challenge, as evidenced by recent controversies over AI-generated historical imagery that distorted reality in the name of diversity.
The takeaway is that ethical AI cannot be an afterthought. It must be integrated into the design and development process from the outset, ensuring that social scientists, ethicists, and technologists collaborate in real-time rather than operating in silos.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Leslie Johnston, CEO of the Laudes Foundation, delivers an insightful exploration into the transformative work her organisation undertakes to combat climate change and foster a just transition to a sustainable and inclusive economy.
As the leader of a relatively young foundation founded in 2020, Leslie underscores the urgency of addressing the "polycrisis" of climate change, inequality, and economic upheaval. She delves into the foundation’s strategy of targeting industries with outsized impacts, such as fashion, the built environment, and food, to accelerate decarbonisation while prioritising equity and inclusion.
The concept of a just transition emerges as a recurring theme in Leslie’s commentary. She emphasises the importance of ensuring that communities and workers — particularly those who have contributed least to the climate crisis but are most vulnerable to its effects — are central to solutions. In practical terms, this involves advocating for worker rights, building resilience within supply chains, and fostering collaboration among businesses, governments, and civil society.
Leslie highlights examples like Bangladesh, where fashion industry workers face existential threats from rising sea levels, stressing the need for place-based strategies that empower individuals and provide pathways for economic opportunity.
Leslie also addresses the strikingly small percentage of global philanthropy — approximately 2% — that is allocated to climate philanthropy. She challenges the philanthropic sector to adopt a systemic lens, leveraging its resources to influence policy, catalyse private investment, and spur industry transformation.
By funding visionary nonprofits and creating platforms like the Fashion for Good and Built by Nature initiatives, the foundation has successfully convened stakeholders to tackle issues like carbon reduction in supply chains and promoting sustainable building practices.
Partnerships play a pivotal role in these efforts, as Leslie explains. She outlines the foundation's collaborative work with organisations such as the IKEA Foundation to establish Assemble, a donor collaborative focused on decarbonising the built environment, and its involvement in the Just Transition Donor Alliance. These initiatives aim to break down silos among funders, foster learning, and amplify collective impact.
Leslie also touches on the need for innovative financial mechanisms to mobilise the trillions required annually for global decarbonisation. She advocates for tailored financial products, public-private partnerships, and policy interventions to unlock investment at scale. Furthermore, she highlights the importance of sharing knowledge and best practices, pointing to initiatives like the Just Transition Finance Lab at the London School of Economics, which creates tools to guide investors and policymakers.
In her concluding remarks, Leslie encourages individuals to recognise their agency in driving change through conscious consumer choices and urges philanthropic leaders to integrate a climate lens into all aspects of their work. Solving the climate crisis requires an all-hands-on-deck approach, with philanthropy playing a catalytic role in creating a sustainable and equitable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Leslie Johnston, CEO of the Laudes Foundation, delivers an insightful exploration into the transformative work her organisation undertakes to combat climate change and foster a just transition to a sustainable and inclusive economy.
As the leader of a relatively young foundation founded in 2020, Leslie underscores the urgency of addressing the "polycrisis" of climate change, inequality, and economic upheaval. She delves into the foundation’s strategy of targeting industries with outsized impacts, such as fashion, the built environment, and food, to accelerate decarbonisation while prioritising equity and inclusion.
The concept of a just transition emerges as a recurring theme in Leslie’s commentary. She emphasises the importance of ensuring that communities and workers — particularly those who have contributed least to the climate crisis but are most vulnerable to its effects — are central to solutions. In practical terms, this involves advocating for worker rights, building resilience within supply chains, and fostering collaboration among businesses, governments, and civil society.
Leslie highlights examples like Bangladesh, where fashion industry workers face existential threats from rising sea levels, stressing the need for place-based strategies that empower individuals and provide pathways for economic opportunity.
Leslie also addresses the strikingly small percentage of global philanthropy — approximately 2% — that is allocated to climate philanthropy. She challenges the philanthropic sector to adopt a systemic lens, leveraging its resources to influence policy, catalyse private investment, and spur industry transformation.
By funding visionary nonprofits and creating platforms like the Fashion for Good and Built by Nature initiatives, the foundation has successfully convened stakeholders to tackle issues like carbon reduction in supply chains and promoting sustainable building practices.
Partnerships play a pivotal role in these efforts, as Leslie explains. She outlines the foundation's collaborative work with organisations such as the IKEA Foundation to establish Assemble, a donor collaborative focused on decarbonising the built environment, and its involvement in the Just Transition Donor Alliance. These initiatives aim to break down silos among funders, foster learning, and amplify collective impact.
Leslie also touches on the need for innovative financial mechanisms to mobilise the trillions required annually for global decarbonisation. She advocates for tailored financial products, public-private partnerships, and policy interventions to unlock investment at scale. Furthermore, she highlights the importance of sharing knowledge and best practices, pointing to initiatives like the Just Transition Finance Lab at the London School of Economics, which creates tools to guide investors and policymakers.
In her concluding remarks, Leslie encourages individuals to recognise their agency in driving change through conscious consumer choices and urges philanthropic leaders to integrate a climate lens into all aspects of their work. Solving the climate crisis requires an all-hands-on-deck approach, with philanthropy playing a catalytic role in creating a sustainable and equitable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Interview with David Lynch: filmmaker and creative genius. A tribute to David Lynch 1946-2025.
David speaks from the heart, with abundant passion and an infectious self-assuredness about consciousness and the power of Transcendental Meditation to do away with the negatives in one's life while letting in boundless positivity.
We learn about the work of the David Lynch Foundation, helping bring TM to the world, and also hear about David's creativity, successes and failures -- and how he has overcome the most challenging times.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Interview with David Lynch: filmmaker and creative genius. A tribute to David Lynch 1946-2025.
David speaks from the heart, with abundant passion and an infectious self-assuredness about consciousness and the power of Transcendental Meditation to do away with the negatives in one's life while letting in boundless positivity.
We learn about the work of the David Lynch Foundation, helping bring TM to the world, and also hear about David's creativity, successes and failures -- and how he has overcome the most challenging times.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Harriet Oppenheimer, Chief Executive of RNID (Royal National Institute for Deaf People), delves into the organisation’s work in support of the 18 million individuals in the UK who are deaf, have hearing loss, or experience tinnitus.
She underscores the pervasive nature of hearing-related issues, noting that if one does not personally face such challenges, they undoubtedly know someone who does. With this universal relevance as a foundation, RNID has committed to fostering inclusion and improving lives through a strategic framework focused on three interconnected levels: changing society, transforming systems, and enhancing individual lives.
RNID, a heritage organisation with over a century of impact, remains steadfast in its purpose while adapting to the demands of a modern, digital world. Harriet explains how their work in "changing society" encompasses awareness campaigns to promote hearing protection and foster a culture of consideration for those with hearing loss. These efforts aim to break down barriers in social interactions and normalise the use of hearing aids and support systems.
At the individual level, RNID provides direct support through online resources, a contact centre, and in-person services such as drop-in centres and community talks. These touch points enable RNID to stay connected to its communities and gather insights to shape its initiatives further. Harriet articulates the importance of early intervention in hearing loss, pointing out that untreated hearing impairment can exacerbate social isolation, depression, and even increase the risk of dementia. RNID’s free online hearing check empowers people to address their hearing health proactively.
Looking to the future, Harriet discusses the organisation’s initiative to reimagine hearing healthcare in the UK. Despite significant technological and societal advancements, the process of receiving hearing care has remained largely unchanged for two decades. RNID is calling for genuine innovation — user centred, tech-enabled solutions that prioritise accessibility and personalisation. This includes ideas such as home-based hearing checks, app-based diagnostics, and devices tailored to individual needs.
Harriet also touches on groundbreaking research into the link between hearing loss and dementia, a relatively nascent field with the potential to redefine approaches to dementia prevention and diagnosis. She emphasises that advancing this research requires collaboration and funding and invites stakeholders from various sectors to join RNID in this critical work.
RNID’s work is a call to action for society to recognise the importance of hearing health, break the stigma surrounding hearing aids, and embrace the potential of innovation to transform lives.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Note: This interview took place in Dec 2024 and aired in Jan 2025
Harriet Oppenheimer, Chief Executive of RNID (Royal National Institute for Deaf People), delves into the organisation’s work in support of the 18 million individuals in the UK who are deaf, have hearing loss, or experience tinnitus.
She underscores the pervasive nature of hearing-related issues, noting that if one does not personally face such challenges, they undoubtedly know someone who does. With this universal relevance as a foundation, RNID has committed to fostering inclusion and improving lives through a strategic framework focused on three interconnected levels: changing society, transforming systems, and enhancing individual lives.
RNID, a heritage organisation with over a century of impact, remains steadfast in its purpose while adapting to the demands of a modern, digital world. Harriet explains how their work in "changing society" encompasses awareness campaigns to promote hearing protection and foster a culture of consideration for those with hearing loss. These efforts aim to break down barriers in social interactions and normalise the use of hearing aids and support systems.
At the individual level, RNID provides direct support through online resources, a contact centre, and in-person services such as drop-in centres and community talks. These touch points enable RNID to stay connected to its communities and gather insights to shape its initiatives further. Harriet articulates the importance of early intervention in hearing loss, pointing out that untreated hearing impairment can exacerbate social isolation, depression, and even increase the risk of dementia. RNID’s free online hearing check empowers people to address their hearing health proactively.
Looking to the future, Harriet discusses the organisation’s initiative to reimagine hearing healthcare in the UK. Despite significant technological and societal advancements, the process of receiving hearing care has remained largely unchanged for two decades. RNID is calling for genuine innovation — user centred, tech-enabled solutions that prioritise accessibility and personalisation. This includes ideas such as home-based hearing checks, app-based diagnostics, and devices tailored to individual needs.
Harriet also touches on groundbreaking research into the link between hearing loss and dementia, a relatively nascent field with the potential to redefine approaches to dementia prevention and diagnosis. She emphasises that advancing this research requires collaboration and funding and invites stakeholders from various sectors to join RNID in this critical work.
RNID’s work is a call to action for society to recognise the importance of hearing health, break the stigma surrounding hearing aids, and embrace the potential of innovation to transform lives.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Note: This interview took place in Dec 2024 and aired in Jan 2025
Maharshi Vaishnav, CEO of Educate Girls, discusses the organisation's mission and initiatives to tackle the persistent issue of girls’ exclusion from education in India. Maharshi notes that despite significant progress in universalising primary and middle school education through legislative reforms like the Right to Education Act of 2009, structural barriers such as entrenched patriarchy, poverty, and limited access to social welfare programs still keep many girls out of school. Educate Girls operates in these marginalised pockets, focusing on tribal and rural communities where the challenges are most acute.
Maharshi elaborates on the organisation’s multi-faceted approach: identifying out-of-school girls, enrolling them in educational institutions, ensuring their retention, and addressing learning gaps through a proprietary remedial curriculum. This curriculum emphasises foundational literacy and numeracy in Hindi, English, and mathematics, complemented by life skills training for older girls. The innovative use of open schooling enables girls in areas lacking high school infrastructure to continue their education and achieve formal qualifications equivalent to high school graduation.
The organisation’s scale is impressive, spanning four states—Rajasthan, Madhya Pradesh, Uttar Pradesh, and Bihar — covering 35,000 villages and engaging with over 55,000 schools. Educate Girls has enrolled 1.8 million previously out-of-school girls and improved learning outcomes for over 2 million children. These efforts are supported by 3,200 full-time staff and 21,000 community volunteers.
A key highlight of the discussion is the evaluation of Educate Girls’ impact through a randomised controlled trial (RCT). Conducted in collaboration with IDinsight, this RCT demonstrated substantial learning gains among participating students.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Maharshi Vaishnav, CEO of Educate Girls, discusses the organisation's mission and initiatives to tackle the persistent issue of girls’ exclusion from education in India. Maharshi notes that despite significant progress in universalising primary and middle school education through legislative reforms like the Right to Education Act of 2009, structural barriers such as entrenched patriarchy, poverty, and limited access to social welfare programs still keep many girls out of school. Educate Girls operates in these marginalised pockets, focusing on tribal and rural communities where the challenges are most acute.
Maharshi elaborates on the organisation’s multi-faceted approach: identifying out-of-school girls, enrolling them in educational institutions, ensuring their retention, and addressing learning gaps through a proprietary remedial curriculum. This curriculum emphasises foundational literacy and numeracy in Hindi, English, and mathematics, complemented by life skills training for older girls. The innovative use of open schooling enables girls in areas lacking high school infrastructure to continue their education and achieve formal qualifications equivalent to high school graduation.
The organisation’s scale is impressive, spanning four states—Rajasthan, Madhya Pradesh, Uttar Pradesh, and Bihar — covering 35,000 villages and engaging with over 55,000 schools. Educate Girls has enrolled 1.8 million previously out-of-school girls and improved learning outcomes for over 2 million children. These efforts are supported by 3,200 full-time staff and 21,000 community volunteers.
A key highlight of the discussion is the evaluation of Educate Girls’ impact through a randomised controlled trial (RCT). Conducted in collaboration with IDinsight, this RCT demonstrated substantial learning gains among participating students.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
New Year's Special: Thoughts on Strategy, Fundraising and the Search for Talent. Have a listen and it just might make your 2025 even brighter.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
New Year's Special: Thoughts on Strategy, Fundraising and the Search for Talent. Have a listen and it just might make your 2025 even brighter.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Lisa Hamilton, President and CEO of the Annie E. Casey Foundation, delves into the organisation’s mission and its groundbreaking efforts to create lasting change for children and families across the United States.
The foundation, established by Jim Casey, the founder of UPS — the world's largest logistics company — carries forward a legacy rooted in empowering young people facing adversity. With an annual grant distribution exceeding $100 million and an endowment of $3.5 billion, the foundation focuses on child welfare, economic opportunity, community development, and juvenile justice reform.
Lisa highlights the foundation’s innovative approach to philanthropy, acting as a catalyst for systemic change rather than merely funding ongoing programs. By identifying promising ideas, piloting initiatives in diverse communities, and leveraging data to scale proven solutions, the foundation partners with nonprofits, government agencies, and community stakeholders to effect change at scale. She underscores the importance of improving systemic operations — whether within juvenile justice, child welfare, or education systems — to ensure sustainability and broad impact.
A key topic of the discussion is the foundation’s Thrive by 25 initiative, which focuses on adolescence as a critical and transformative period of development. Lisa emphasises the necessity of providing young people aged 14 to 24 with the resources and opportunities to succeed, including access to housing, education, financial stability, and meaningful adult relationships. She stresses the importance of aligning programs with emerging brain science, which highlights adolescence as a time of heightened potential for growth and learning.
Lisa calls for a collective reimagining of adolescence as a time of promise rather than peril. She celebrates this life stage as a cornerstone of human development and a fertile period for nurturing leadership, resilience, and creativity.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Lisa Hamilton, President and CEO of the Annie E. Casey Foundation, delves into the organisation’s mission and its groundbreaking efforts to create lasting change for children and families across the United States.
The foundation, established by Jim Casey, the founder of UPS — the world's largest logistics company — carries forward a legacy rooted in empowering young people facing adversity. With an annual grant distribution exceeding $100 million and an endowment of $3.5 billion, the foundation focuses on child welfare, economic opportunity, community development, and juvenile justice reform.
Lisa highlights the foundation’s innovative approach to philanthropy, acting as a catalyst for systemic change rather than merely funding ongoing programs. By identifying promising ideas, piloting initiatives in diverse communities, and leveraging data to scale proven solutions, the foundation partners with nonprofits, government agencies, and community stakeholders to effect change at scale. She underscores the importance of improving systemic operations — whether within juvenile justice, child welfare, or education systems — to ensure sustainability and broad impact.
A key topic of the discussion is the foundation’s Thrive by 25 initiative, which focuses on adolescence as a critical and transformative period of development. Lisa emphasises the necessity of providing young people aged 14 to 24 with the resources and opportunities to succeed, including access to housing, education, financial stability, and meaningful adult relationships. She stresses the importance of aligning programs with emerging brain science, which highlights adolescence as a time of heightened potential for growth and learning.
Lisa calls for a collective reimagining of adolescence as a time of promise rather than peril. She celebrates this life stage as a cornerstone of human development and a fertile period for nurturing leadership, resilience, and creativity.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mark Norbury, Chief Executive of UnLtd, explores the dynamic world of social entrepreneurship, highlighting the organisation’s commitment to empowering leaders who are transforming their communities.
UnLtd has long championed social entrepreneurs across the UK, providing both financial and practical support to help innovative ideas flourish. Over the past five years, the organisation has seen a seismic shift in its approach and impact, driven by the challenges of the pandemic, economic inequalities, and rising demand for support in an increasingly volatile social landscape.
A key focus of the episode is the Growth Impact Fund, UnLtd’s pioneering social investment vehicle. Designed to foster equity and opportunity, the fund prioritises entrepreneurs from underrepresented backgrounds, including Black, Asian, minority ethnic, and disabled communities. This initiative reflects UnLtd’s recognition of the untapped entrepreneurial talent in these groups and its commitment to dismantling systemic barriers to access.
Mark sheds light on the evolving definition of social entrepreneurship, emphasising its core: creating financially sustainable solutions that drive meaningful social change. From supporting grassroots innovators to scaling high-impact organisations, UnLtd’s efforts encompass not only financial assistance but also wraparound support, including business mentorship, peer learning opportunities, and pro bono professional services. This holistic approach is vital for fostering sustainable growth and enabling social entrepreneurs to navigate complex challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mark Norbury, Chief Executive of UnLtd, explores the dynamic world of social entrepreneurship, highlighting the organisation’s commitment to empowering leaders who are transforming their communities.
UnLtd has long championed social entrepreneurs across the UK, providing both financial and practical support to help innovative ideas flourish. Over the past five years, the organisation has seen a seismic shift in its approach and impact, driven by the challenges of the pandemic, economic inequalities, and rising demand for support in an increasingly volatile social landscape.
A key focus of the episode is the Growth Impact Fund, UnLtd’s pioneering social investment vehicle. Designed to foster equity and opportunity, the fund prioritises entrepreneurs from underrepresented backgrounds, including Black, Asian, minority ethnic, and disabled communities. This initiative reflects UnLtd’s recognition of the untapped entrepreneurial talent in these groups and its commitment to dismantling systemic barriers to access.
Mark sheds light on the evolving definition of social entrepreneurship, emphasising its core: creating financially sustainable solutions that drive meaningful social change. From supporting grassroots innovators to scaling high-impact organisations, UnLtd’s efforts encompass not only financial assistance but also wraparound support, including business mentorship, peer learning opportunities, and pro bono professional services. This holistic approach is vital for fostering sustainable growth and enabling social entrepreneurs to navigate complex challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Ella Gudwin, CEO of VisionSpring, offers an exploration of how access to affordable eyeglasses is not merely a matter of health but a transformative lever for economic development, productivity, and individual well-being. VisionSpring’s innovative hybrid model exemplifies the intersection of philanthropy and social enterprise, as it tackles one of the most pervasive yet solvable challenges in global health: the lack of access to eyeglasses for over one billion people worldwide.
Gudwin emphasises the cascading effects of impaired vision in low-income settings, where individuals struggle to perform basic tasks, pursue education, and sustain livelihoods. She describes how VisionSpring reframes eyeglasses not only as a health intervention but also as a vital tool for economic empowerment. The organisation’s efforts focus on overcoming both supply- and demand-side barriers, ensuring glasses are accessible, affordable, and desirable. Central to this mission are the findings from groundbreaking studies. For instance, a 2018 randomised control trial with tea pickers demonstrated a 22% increase in productivity (and 32% for those over 50) after receiving basic near-vision spectacles. More recently, the Thrive Study in Bangladesh revealed a 33% rise in median monthly income for first-time eyeglasses wearers across diverse occupations. These results highlight the immense return on investment in vision correction, with life-changing impacts achieved at minimal cost. Gudwin underscores the importance of scaling solutions through partnerships, task-sharing frameworks, and global strategies like SPECS 2030 — a coordinated effort launched by the World Health Organization to close the clear vision gap. She outlines VisionSpring’s role in training over 25,000 community health workers and embedding vision services into primary care systems, demonstrating that solutions need not rely exclusively on optometrists, who are in short supply globally. Beyond accessibility, Gudwin stresses the critical task of generating demand. Misconceptions and stigma often deter people from using eyeglasses, especially in communities where glasses are seen as elitist or unnecessary. Addressing these cultural and psychological barriers, VisionSpring is working to normalise eyeglasses as essential tools, akin to sewing machines for tailors or seeds for farmers. The organisation’s commitment to “no more poor glasses for poor people” is manifest in its recent launch of stylish, affordable frames that respect individual dignity and preferences.Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Ella Gudwin, CEO of VisionSpring, offers an exploration of how access to affordable eyeglasses is not merely a matter of health but a transformative lever for economic development, productivity, and individual well-being. VisionSpring’s innovative hybrid model exemplifies the intersection of philanthropy and social enterprise, as it tackles one of the most pervasive yet solvable challenges in global health: the lack of access to eyeglasses for over one billion people worldwide.
Gudwin emphasises the cascading effects of impaired vision in low-income settings, where individuals struggle to perform basic tasks, pursue education, and sustain livelihoods. She describes how VisionSpring reframes eyeglasses not only as a health intervention but also as a vital tool for economic empowerment. The organisation’s efforts focus on overcoming both supply- and demand-side barriers, ensuring glasses are accessible, affordable, and desirable. Central to this mission are the findings from groundbreaking studies. For instance, a 2018 randomised control trial with tea pickers demonstrated a 22% increase in productivity (and 32% for those over 50) after receiving basic near-vision spectacles. More recently, the Thrive Study in Bangladesh revealed a 33% rise in median monthly income for first-time eyeglasses wearers across diverse occupations. These results highlight the immense return on investment in vision correction, with life-changing impacts achieved at minimal cost. Gudwin underscores the importance of scaling solutions through partnerships, task-sharing frameworks, and global strategies like SPECS 2030 — a coordinated effort launched by the World Health Organization to close the clear vision gap. She outlines VisionSpring’s role in training over 25,000 community health workers and embedding vision services into primary care systems, demonstrating that solutions need not rely exclusively on optometrists, who are in short supply globally. Beyond accessibility, Gudwin stresses the critical task of generating demand. Misconceptions and stigma often deter people from using eyeglasses, especially in communities where glasses are seen as elitist or unnecessary. Addressing these cultural and psychological barriers, VisionSpring is working to normalise eyeglasses as essential tools, akin to sewing machines for tailors or seeds for farmers. The organisation’s commitment to “no more poor glasses for poor people” is manifest in its recent launch of stylish, affordable frames that respect individual dignity and preferences.Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
John O'Brien and Lucy Knill of Anthropy: Exploring the Future of Britain in the World. The conversation explores the origins, purpose, and transformative potential of Anthropy, a unique leadership gathering taking place in March 2025 that convenes diverse voices to envision and shape the future of Britain.
John O'Brien, the founder of Anthropy, reveals how the initiative was born during the isolation of the COVID-19 pandemic, inspired by the urgent need to rebuild the social fabric and economic stability of the UK while addressing the broader global context.
Anthropy is designed to foster long-term thinking, transcending immediate challenges to focus on creating a sustainable and equitable society for the next generation.
Held at the Eden Project in Cornwall, UK, a location symbolic of regeneration, Anthropy is intentionally designed to disrupt traditional conference formats. Lucy Knill, Anthropy’s managing director, elaborates on the event’s immersive structure, which integrates natural surroundings to inspire both intellectual and emotional engagement.
Over three days, participants experience a mix of large panels, intimate workshops, and informal conversations, all devoid of PowerPoint presentations. Instead, the focus is on authentic dialogue and connection.
By breaking down silos, Anthropy ensures cross-pollination of ideas between leaders from diverse fields, including business, arts, public service, and emerging talent. This melting pot of perspectives fosters unexpected collaborations and innovative solutions to shared challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
John O'Brien and Lucy Knill of Anthropy: Exploring the Future of Britain in the World. The conversation explores the origins, purpose, and transformative potential of Anthropy, a unique leadership gathering taking place in March 2025 that convenes diverse voices to envision and shape the future of Britain.
John O'Brien, the founder of Anthropy, reveals how the initiative was born during the isolation of the COVID-19 pandemic, inspired by the urgent need to rebuild the social fabric and economic stability of the UK while addressing the broader global context.
Anthropy is designed to foster long-term thinking, transcending immediate challenges to focus on creating a sustainable and equitable society for the next generation.
Held at the Eden Project in Cornwall, UK, a location symbolic of regeneration, Anthropy is intentionally designed to disrupt traditional conference formats. Lucy Knill, Anthropy’s managing director, elaborates on the event’s immersive structure, which integrates natural surroundings to inspire both intellectual and emotional engagement.
Over three days, participants experience a mix of large panels, intimate workshops, and informal conversations, all devoid of PowerPoint presentations. Instead, the focus is on authentic dialogue and connection.
By breaking down silos, Anthropy ensures cross-pollination of ideas between leaders from diverse fields, including business, arts, public service, and emerging talent. This melting pot of perspectives fosters unexpected collaborations and innovative solutions to shared challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the David Lynch Foundation, Bob Roth, shares his insights on the role of Transcendental Meditation (TM) in tackling chronic stress and improving health outcomes. Filmmaker David Lynch and Bob Roth co-founded the foundation in 2005.
Roth highlights the devastating impact of toxic stress, which has evolved into a global crisis. Chronic stress, he explains, is distinct from everyday pressures and challenges; it overwhelms the nervous system, triggering a persistent "fight or flight" response that depletes physical and mental health.
This ancient, evidence-based meditation technique is simple, natural, and effortless — accessible to anyone from schoolchildren to corporate executives.
Roth notes that through regular practice, individuals experience profound relaxation that can reduce cortisol levels, lower blood pressure, and alleviate anxiety and depression.
We explore a range of angles, from TM's impact on stress levels and health to reducing healthcare costs and helping corporates improve their bottom line.
Roth highlights that stress-related conditions are the leading cause of death for firefighters, police officers, and healthcare professionals—populations who are now benefitting from TM programs delivered by the foundation.
Roth underscores the importance of integrating TM into mainstream healthcare systems, which he argues can transform public health outcomes at scale.
He notes that TM’s accessibility — it requires no belief system, takes just 20 minutes twice a day, and delivers immediate benefits — has contributed to its widespread adoption. The foundation’s global footprint now spans 35 countries and TM is endorsed by figures like Ray Dalio, Hugh Jackman, and Jerry Seinfeld, who actively support the foundation’s mission.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the David Lynch Foundation, Bob Roth, shares his insights on the role of Transcendental Meditation (TM) in tackling chronic stress and improving health outcomes. Filmmaker David Lynch and Bob Roth co-founded the foundation in 2005.
Roth highlights the devastating impact of toxic stress, which has evolved into a global crisis. Chronic stress, he explains, is distinct from everyday pressures and challenges; it overwhelms the nervous system, triggering a persistent "fight or flight" response that depletes physical and mental health.
This ancient, evidence-based meditation technique is simple, natural, and effortless — accessible to anyone from schoolchildren to corporate executives.
Roth notes that through regular practice, individuals experience profound relaxation that can reduce cortisol levels, lower blood pressure, and alleviate anxiety and depression.
We explore a range of angles, from TM's impact on stress levels and health to reducing healthcare costs and helping corporates improve their bottom line.
Roth highlights that stress-related conditions are the leading cause of death for firefighters, police officers, and healthcare professionals—populations who are now benefitting from TM programs delivered by the foundation.
Roth underscores the importance of integrating TM into mainstream healthcare systems, which he argues can transform public health outcomes at scale.
He notes that TM’s accessibility — it requires no belief system, takes just 20 minutes twice a day, and delivers immediate benefits — has contributed to its widespread adoption. The foundation’s global footprint now spans 35 countries and TM is endorsed by figures like Ray Dalio, Hugh Jackman, and Jerry Seinfeld, who actively support the foundation’s mission.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Rodenberry Foundation, Lior Ipp, on elevating small, locally-led organizations driving systems change.
The Roddenberry Foundation aligns its philanthropic vision with the values of equity, diversity, inclusivity, and justice that were hallmarks of Gene Roddenberry’s Star Trek legacy.
The foundation operates four core programs designed to catalyze meaningful impact: the Catalyst Fund for early-stage, high-risk social enterprises; the Roddenberry Fellowship, which supports U.S.-based social justice leaders; the biennial Roddenberry Prize, which this year emphasizes "AI for Good"; and the +1 Global Fund, a funders’ collaborative addressing systemic challenges in underserved regions. Each program reflects a commitment to supporting innovative, underrepresented, and often overlooked organizations and individuals.
A highlight of the conversation centers on the +1 Global Fund. Initially launched as a COVID-19 relief initiative, it has evolved into a groundbreaking funders’ collaborative targeting small, locally-led organizations in Sub-Saharan Africa. These organizations — dubbed "triple threats" for their small size, local leadership, and systems-oriented approaches — are having outsized impacts despite their limited resources.
Lior discusses the success of the fund’s peer-nomination model, which taps into the knowledge of grassroots networks to identify high-impact candidates that might otherwise go unnoticed.
Lior emphasizes the foundation’s evolution from merely disbursing funds to fostering an ecosystem that includes capacity building, organizational development, and collaborative networks. The initiative’s mapping platform, set to launch next year, will provide unprecedented access to data about these often-overlooked organizations, bridging the gap between funders and grassroots changemakers. This tool aims to enable better funding strategies and illuminate the interconnectedness of organizations tackling global challenges.
The conversation also highlights the broader implications for philanthropy, urging funders to take calculated risks on small, locally-led organizations and collaborate more extensively. Lior underscores the necessity of moving beyond traditional funding approaches that prioritize well-established organizations and instead recognizing the transformative potential of small-scale systems changers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Rodenberry Foundation, Lior Ipp, on elevating small, locally-led organizations driving systems change.
The Roddenberry Foundation aligns its philanthropic vision with the values of equity, diversity, inclusivity, and justice that were hallmarks of Gene Roddenberry’s Star Trek legacy.
The foundation operates four core programs designed to catalyze meaningful impact: the Catalyst Fund for early-stage, high-risk social enterprises; the Roddenberry Fellowship, which supports U.S.-based social justice leaders; the biennial Roddenberry Prize, which this year emphasizes "AI for Good"; and the +1 Global Fund, a funders’ collaborative addressing systemic challenges in underserved regions. Each program reflects a commitment to supporting innovative, underrepresented, and often overlooked organizations and individuals.
A highlight of the conversation centers on the +1 Global Fund. Initially launched as a COVID-19 relief initiative, it has evolved into a groundbreaking funders’ collaborative targeting small, locally-led organizations in Sub-Saharan Africa. These organizations — dubbed "triple threats" for their small size, local leadership, and systems-oriented approaches — are having outsized impacts despite their limited resources.
Lior discusses the success of the fund’s peer-nomination model, which taps into the knowledge of grassroots networks to identify high-impact candidates that might otherwise go unnoticed.
Lior emphasizes the foundation’s evolution from merely disbursing funds to fostering an ecosystem that includes capacity building, organizational development, and collaborative networks. The initiative’s mapping platform, set to launch next year, will provide unprecedented access to data about these often-overlooked organizations, bridging the gap between funders and grassroots changemakers. This tool aims to enable better funding strategies and illuminate the interconnectedness of organizations tackling global challenges.
The conversation also highlights the broader implications for philanthropy, urging funders to take calculated risks on small, locally-led organizations and collaborate more extensively. Lior underscores the necessity of moving beyond traditional funding approaches that prioritize well-established organizations and instead recognizing the transformative potential of small-scale systems changers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nick Grono, author of How to Lead Nonprofits and CEO of the Freedom Fund, delves into the unique challenges and responsibilities of nonprofit leadership, offering valuable insights drawn from two decades of experience in the sector.
Grono reflects on the complexities of guiding purpose-driven organizations, contrasting the quantifiable metrics of success in the private sector with the more elusive task of measuring impact in the nonprofit world.
He underscores how nonprofit leaders must grapple with ambiguity, balance diverse stakeholder expectations, and navigate the tensions between aspirational goals and practical realities.
We explore the nuanced role of culture in nonprofit organizations and highlight the transformative potential of a positive, cohesive culture — what he calls a "superpower" — founded on psychological safety. This environment, where all voices are valued and dissenting perspectives are welcomed, is crucial for fostering innovation and ensuring better decision-making. Grono stresses that such a culture is cultivated by leaders who model vulnerability, acknowledge their mistakes, and create spaces for candid dialogue.
The conversation also explores the thorny issue of impact measurement, which Grono argues is vital despite its inherent challenges. Unlike financial accounting in the corporate world, nonprofit impact is often subjective and context-dependent, demanding greater intentionality and honesty in its evaluation. Grono illustrates these difficulties with examples from his work at the Freedom Fund, noting the pitfalls of oversimplifying metrics like the number of meals served or people rescued, which may fail to capture the broader systemic changes nonprofits aim to effect.
Ultimately, Grono’s insights underscore the unique leadership skills required in the nonprofit sector — an ability to navigate complexity, inspire trust, and build cohesive teams, all while staying anchored to the organization’s mission. His reflections offer lessons not just for nonprofit leaders, but for anyone seeking to understand how to lead with purpose in a rapidly changing world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nick Grono, author of How to Lead Nonprofits and CEO of the Freedom Fund, delves into the unique challenges and responsibilities of nonprofit leadership, offering valuable insights drawn from two decades of experience in the sector.
Grono reflects on the complexities of guiding purpose-driven organizations, contrasting the quantifiable metrics of success in the private sector with the more elusive task of measuring impact in the nonprofit world.
He underscores how nonprofit leaders must grapple with ambiguity, balance diverse stakeholder expectations, and navigate the tensions between aspirational goals and practical realities.
We explore the nuanced role of culture in nonprofit organizations and highlight the transformative potential of a positive, cohesive culture — what he calls a "superpower" — founded on psychological safety. This environment, where all voices are valued and dissenting perspectives are welcomed, is crucial for fostering innovation and ensuring better decision-making. Grono stresses that such a culture is cultivated by leaders who model vulnerability, acknowledge their mistakes, and create spaces for candid dialogue.
The conversation also explores the thorny issue of impact measurement, which Grono argues is vital despite its inherent challenges. Unlike financial accounting in the corporate world, nonprofit impact is often subjective and context-dependent, demanding greater intentionality and honesty in its evaluation. Grono illustrates these difficulties with examples from his work at the Freedom Fund, noting the pitfalls of oversimplifying metrics like the number of meals served or people rescued, which may fail to capture the broader systemic changes nonprofits aim to effect.
Ultimately, Grono’s insights underscore the unique leadership skills required in the nonprofit sector — an ability to navigate complexity, inspire trust, and build cohesive teams, all while staying anchored to the organization’s mission. His reflections offer lessons not just for nonprofit leaders, but for anyone seeking to understand how to lead with purpose in a rapidly changing world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sidsel Kristensen, CEO of the LEGO Foundation, offers a deep look into the Foundation’s mission to champion playful learning and create sustainable, impactful initiatives for children globally. The LEGO Foundation has a 25% stake in the LEGO Group. At the heart of the LEGO Foundation’s work is its belief in learning through play — a philosophy Kristensen describes as a powerful approach to fostering creativity, resilience, and critical thinking in children, from infancy through adolescence.
Far beyond a brand rooted in toys, the LEGO Foundation is an influential force in global education and child development. This enables the foundation not only to lead initiatives independently but also to create robust alliances that drive systemic change in underserved communities worldwide.
The LEGO Foundation’s efforts focus on children aged 0-12, but Kristensen emphasises that the philosophy of playful learning is a lifelong mindset, encouraging curiosity, adaptability, and collaboration.
Kristensen underscores the necessity of learning from both successes and setbacks. To this end, the Foundation prioritises quality in grant-making, which she defines as investing thoughtfully, building a solid evidence base, and fostering a culture of continuous learning among grantees. The commitment to learning through evidence is central, with the Foundation’s partnerships not only serving children directly but also generating insights that shape policy.
A key area of discussion is the challenge of amplification: how to communicate the insights and successes of the Foundation’s initiatives in a way that resonates with governments, policymakers, and the wider public. Kristensen reflects on the importance of simplifying complex issues without diminishing their significance, helping communities and leaders see that playful learning is not mere play, but a strategic approach to lifelong skills development. She points out that the brand strength of LEGO enables the Foundation to amplify its message effectively, allowing partners to leverage this brand association to build their own credibility in local contexts.
Reflecting on the future, Kristensen outlines a strategy focused on impact, context-driven partnerships, and quality in grant-making, underscoring a vision that emphasises sustainability and scalability. She candidly discusses the complexities of creating sustainable change, noting that while philanthropy has a unique ability to take risks and innovate, it must also be accountable and pragmatic. The ultimate goal, Kristensen explains, is to influence ecosystems and drive changes that endure beyond individual grants or programs. She closes with a call for enhanced collaboration across funders, believing that transformative change requires collective efforts rather than isolated projects.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sidsel Kristensen, CEO of the LEGO Foundation, offers a deep look into the Foundation’s mission to champion playful learning and create sustainable, impactful initiatives for children globally. The LEGO Foundation has a 25% stake in the LEGO Group. At the heart of the LEGO Foundation’s work is its belief in learning through play — a philosophy Kristensen describes as a powerful approach to fostering creativity, resilience, and critical thinking in children, from infancy through adolescence.
Far beyond a brand rooted in toys, the LEGO Foundation is an influential force in global education and child development. This enables the foundation not only to lead initiatives independently but also to create robust alliances that drive systemic change in underserved communities worldwide.
The LEGO Foundation’s efforts focus on children aged 0-12, but Kristensen emphasises that the philosophy of playful learning is a lifelong mindset, encouraging curiosity, adaptability, and collaboration.
Kristensen underscores the necessity of learning from both successes and setbacks. To this end, the Foundation prioritises quality in grant-making, which she defines as investing thoughtfully, building a solid evidence base, and fostering a culture of continuous learning among grantees. The commitment to learning through evidence is central, with the Foundation’s partnerships not only serving children directly but also generating insights that shape policy.
A key area of discussion is the challenge of amplification: how to communicate the insights and successes of the Foundation’s initiatives in a way that resonates with governments, policymakers, and the wider public. Kristensen reflects on the importance of simplifying complex issues without diminishing their significance, helping communities and leaders see that playful learning is not mere play, but a strategic approach to lifelong skills development. She points out that the brand strength of LEGO enables the Foundation to amplify its message effectively, allowing partners to leverage this brand association to build their own credibility in local contexts.
Reflecting on the future, Kristensen outlines a strategy focused on impact, context-driven partnerships, and quality in grant-making, underscoring a vision that emphasises sustainability and scalability. She candidly discusses the complexities of creating sustainable change, noting that while philanthropy has a unique ability to take risks and innovate, it must also be accountable and pragmatic. The ultimate goal, Kristensen explains, is to influence ecosystems and drive changes that endure beyond individual grants or programs. She closes with a call for enhanced collaboration across funders, believing that transformative change requires collective efforts rather than isolated projects.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Geoff Wilson shares insights into his journey from financial success to a deep commitment to philanthropy, driven by a blend of personal values and a vision for the social impact potential within the asset management industry.
Growing up in a middle-class family in Melbourne, Australia, Wilson absorbed values that emphasized community engagement, a theme that he has woven into his professional life over 44 years in finance. Wilson's story is a testament to how philanthropic endeavors can be intricately tied to financial success and how strategic giving can transcend traditional methods.
Geoff Wilson is the founder of Wilson Asset Management in Australia, and this episode dives into Wilson's innovative financial model, which redefines the role of fund management fees. Inspired by a UK-based cancer research fund, Wilson established the Future Generation and Future Generation Global funds in Australia, where managers oversee assets pro bono. This model allocates management fees toward charitable causes rather than the fund’s bottom line. His structure not only benefits the charities but provides value to investors who pay lower fees while accessing premier fund managers. Wilson’s focus has centered on supporting causes like youth mental health and children at risk, establishing a collaborative funding approach that’s become influential within the Australian finance and philanthropic landscapes.
Wilson’s funds were received with initial skepticism in Australia, as the philanthropic landscape was, until recently, conservative about publicizing donations. However, his pro bono investment structure has since inspired other funds to adopt similar models, and it now channels millions annually into Australian charities. This initiative represents a "win-win-win" for fund managers, investors, and charities alike — a sentiment Wilson describes as the driving ethos of his model.
Beyond financial commitment, Wilson encourages others worldwide to replicate this model, suggesting that an interconnected global approach can support more resilient philanthropic ventures. Emphasizing that impactful giving is as much a personal journey as a financial one, he describes his own evolving sense of purpose: once focused on wealth accumulation, he now finds profound fulfillment in maximizing social impact and improving lives through sustainable philanthropic structures.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Geoff Wilson shares insights into his journey from financial success to a deep commitment to philanthropy, driven by a blend of personal values and a vision for the social impact potential within the asset management industry.
Growing up in a middle-class family in Melbourne, Australia, Wilson absorbed values that emphasized community engagement, a theme that he has woven into his professional life over 44 years in finance. Wilson's story is a testament to how philanthropic endeavors can be intricately tied to financial success and how strategic giving can transcend traditional methods.
Geoff Wilson is the founder of Wilson Asset Management in Australia, and this episode dives into Wilson's innovative financial model, which redefines the role of fund management fees. Inspired by a UK-based cancer research fund, Wilson established the Future Generation and Future Generation Global funds in Australia, where managers oversee assets pro bono. This model allocates management fees toward charitable causes rather than the fund’s bottom line. His structure not only benefits the charities but provides value to investors who pay lower fees while accessing premier fund managers. Wilson’s focus has centered on supporting causes like youth mental health and children at risk, establishing a collaborative funding approach that’s become influential within the Australian finance and philanthropic landscapes.
Wilson’s funds were received with initial skepticism in Australia, as the philanthropic landscape was, until recently, conservative about publicizing donations. However, his pro bono investment structure has since inspired other funds to adopt similar models, and it now channels millions annually into Australian charities. This initiative represents a "win-win-win" for fund managers, investors, and charities alike — a sentiment Wilson describes as the driving ethos of his model.
Beyond financial commitment, Wilson encourages others worldwide to replicate this model, suggesting that an interconnected global approach can support more resilient philanthropic ventures. Emphasizing that impactful giving is as much a personal journey as a financial one, he describes his own evolving sense of purpose: once focused on wealth accumulation, he now finds profound fulfillment in maximizing social impact and improving lives through sustainable philanthropic structures.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this engaging conversation, Dr Simon Lyster, Chair of the Essex Local Nature Partnership, delves into the promising strides being made in nature recovery within Essex, a region in the United Kingdom.
Despite the global trend of biodiversity loss and environmental challenges, Essex presents a model of positive change through collaborative efforts and innovative strategies.
This episode explores the multi-faceted approach taken by the Essex Local Nature Partnership, emphasising the importance of cross-sectoral cooperation and the involvement of diverse stakeholders—including conservation NGOs, local governments, businesses, farmers and communities.
Dr Lyster provides a nuanced understanding of how the UK’s 2021 Environment Act has become a cornerstone of these efforts. This legislation is particularly noteworthy for mandating that public authorities not only protect but enhance the natural environment. It has also introduced the principle of biodiversity net gain, which requires new housing developments to leave the environment at least 10% better than before.
This policy has encouraged a collaborative relationship between developers and environmentalists, turning a potential point of contention into an opportunity for mutual benefit. The ability to demonstrate biodiversity improvements has made developments more attractive, adding to their appeal and marketability.
Throughout the conversation, Dr Lyster emphasises the crucial role of community involvement in driving this nature recovery. Local groups have been empowered to undertake conservation activities, from creating wildflower meadows to restoring wetlands. This grassroots energy complements top-down policies and builds momentum for ecological restoration at a landscape scale.
The partnership's ongoing work to develop a comprehensive Local Nature Recovery Strategy for Essex is set to provide a clear vision for the future, detailing priority areas for habitat restoration and enhancing ecological connectivity across the county.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this engaging conversation, Dr Simon Lyster, Chair of the Essex Local Nature Partnership, delves into the promising strides being made in nature recovery within Essex, a region in the United Kingdom.
Despite the global trend of biodiversity loss and environmental challenges, Essex presents a model of positive change through collaborative efforts and innovative strategies.
This episode explores the multi-faceted approach taken by the Essex Local Nature Partnership, emphasising the importance of cross-sectoral cooperation and the involvement of diverse stakeholders—including conservation NGOs, local governments, businesses, farmers and communities.
Dr Lyster provides a nuanced understanding of how the UK’s 2021 Environment Act has become a cornerstone of these efforts. This legislation is particularly noteworthy for mandating that public authorities not only protect but enhance the natural environment. It has also introduced the principle of biodiversity net gain, which requires new housing developments to leave the environment at least 10% better than before.
This policy has encouraged a collaborative relationship between developers and environmentalists, turning a potential point of contention into an opportunity for mutual benefit. The ability to demonstrate biodiversity improvements has made developments more attractive, adding to their appeal and marketability.
Throughout the conversation, Dr Lyster emphasises the crucial role of community involvement in driving this nature recovery. Local groups have been empowered to undertake conservation activities, from creating wildflower meadows to restoring wetlands. This grassroots energy complements top-down policies and builds momentum for ecological restoration at a landscape scale.
The partnership's ongoing work to develop a comprehensive Local Nature Recovery Strategy for Essex is set to provide a clear vision for the future, detailing priority areas for habitat restoration and enhancing ecological connectivity across the county.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jared Blumenfeld, President of the Waverley Street Foundation, discusses the foundation’s bold mission to deploy $3.5 billion over ten years to tackle climate change. The foundation was created and funded by Laurene Powell Jobs.
Blumenfeld explains that unlike traditional foundations with perpetual funding models, Waverley Street’s "spend-down" approach reflects the time-sensitive nature of the climate crisis, seeking to galvanize action that can yield transformative results within the short window left to mitigate severe environmental impacts.
Blumenfeld highlights the foundation’s core focus areas: regenerative agriculture and renewable energy. He stresses that these are not arbitrary selections but fundamental systems that underpin resilience in communities and can foster economic stability while addressing environmental challenges.
By focusing on community-driven solutions, the foundation aims to empower local actors who are vital to generating the political will and corporate accountability necessary to drive large-scale change.
One of the foundation’s defining characteristics is its "bottom-up" strategy, where solutions emerge from local communities rather than being imposed by top-down mandates. Blumenfeld explains that communities must see tangible improvements in their lives from climate interventions. This is especially important to create a groundswell of public support for climate policies, which often stall due to a lack of localized relevance.
The foundation has grown significantly in its first two years, evolving from a startup-like team of four to a robust organization with 27 staff members, all aligned with this grassroots ethos.
Geographically, the foundation’s efforts are concentrated in G20 countries, including the U.S., Mexico, Brazil, India, Indonesia, and South Africa. Blumenfeld emphasizes that the challenge is global, but the foundation has strategically narrowed its focus to these key regions to maximize impact.
By prioritizing regenerative agriculture and renewable energy, Waverley Street aims to transform food and energy systems, thereby strengthening both ecological and economic resilience in the face of increasing climate shocks.
Blumenfeld also delves into the complexities of deploying such a vast corpus of philanthropic funding. He reflects on the difficulty in identifying high-impact grantmaking opportunities and how the foundation has used a "success mapping" approach to identify promising initiatives that can be scaled globally.
Looking ahead, Blumenfeld is optimistic about the momentum building in the climate space, particularly the growing intersection of climate with other philanthropic areas such as education, healthcare, and agriculture. He calls for a broader definition of climate philanthropy, one that engages with a diverse range of sectors and funders who may not traditionally see themselves as part of the climate movement but are crucial to achieving systemic change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jared Blumenfeld, President of the Waverley Street Foundation, discusses the foundation’s bold mission to deploy $3.5 billion over ten years to tackle climate change. The foundation was created and funded by Laurene Powell Jobs.
Blumenfeld explains that unlike traditional foundations with perpetual funding models, Waverley Street’s "spend-down" approach reflects the time-sensitive nature of the climate crisis, seeking to galvanize action that can yield transformative results within the short window left to mitigate severe environmental impacts.
Blumenfeld highlights the foundation’s core focus areas: regenerative agriculture and renewable energy. He stresses that these are not arbitrary selections but fundamental systems that underpin resilience in communities and can foster economic stability while addressing environmental challenges.
By focusing on community-driven solutions, the foundation aims to empower local actors who are vital to generating the political will and corporate accountability necessary to drive large-scale change.
One of the foundation’s defining characteristics is its "bottom-up" strategy, where solutions emerge from local communities rather than being imposed by top-down mandates. Blumenfeld explains that communities must see tangible improvements in their lives from climate interventions. This is especially important to create a groundswell of public support for climate policies, which often stall due to a lack of localized relevance.
The foundation has grown significantly in its first two years, evolving from a startup-like team of four to a robust organization with 27 staff members, all aligned with this grassroots ethos.
Geographically, the foundation’s efforts are concentrated in G20 countries, including the U.S., Mexico, Brazil, India, Indonesia, and South Africa. Blumenfeld emphasizes that the challenge is global, but the foundation has strategically narrowed its focus to these key regions to maximize impact.
By prioritizing regenerative agriculture and renewable energy, Waverley Street aims to transform food and energy systems, thereby strengthening both ecological and economic resilience in the face of increasing climate shocks.
Blumenfeld also delves into the complexities of deploying such a vast corpus of philanthropic funding. He reflects on the difficulty in identifying high-impact grantmaking opportunities and how the foundation has used a "success mapping" approach to identify promising initiatives that can be scaled globally.
Looking ahead, Blumenfeld is optimistic about the momentum building in the climate space, particularly the growing intersection of climate with other philanthropic areas such as education, healthcare, and agriculture. He calls for a broader definition of climate philanthropy, one that engages with a diverse range of sectors and funders who may not traditionally see themselves as part of the climate movement but are crucial to achieving systemic change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
CEO Roundtable Discussion: The Entrepreneurial Mindset to Drive Social Impact. The CEOs of the Duke of Edinburgh's International Award Foundation - Australia (Peter Kaye), the Veddis Foundation (Murugan Vasudevan), Maanch (Darshita Gillies), and the MD of the Peter Jones Foundation (Bill Muirhead), join Alberto Lidji in his capacity as Visiting Professor at the Hunter Centre for Entrepreneurship at Strathclyde Business School and Founder of the Do One Better Knowledge Hub and Podcast to discuss why an entrepreneurial mindset is invaluable in driving forward social impact. Alberto was formerly the Global CEO of the Novak Djokovic Foundation. The panel was also joined by Dr Phil Considine, Director of Executive Development at Strathclyde Business School.
This discussion was held live on 4th October 2024 with a global audience. The panel was based in England, Scotland and India.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
CEO Roundtable Discussion: The Entrepreneurial Mindset to Drive Social Impact. The CEOs of the Duke of Edinburgh's International Award Foundation - Australia (Peter Kaye), the Veddis Foundation (Murugan Vasudevan), Maanch (Darshita Gillies), and the MD of the Peter Jones Foundation (Bill Muirhead), join Alberto Lidji in his capacity as Visiting Professor at the Hunter Centre for Entrepreneurship at Strathclyde Business School and Founder of the Do One Better Knowledge Hub and Podcast to discuss why an entrepreneurial mindset is invaluable in driving forward social impact. Alberto was formerly the Global CEO of the Novak Djokovic Foundation. The panel was also joined by Dr Phil Considine, Director of Executive Development at Strathclyde Business School.
This discussion was held live on 4th October 2024 with a global audience. The panel was based in England, Scotland and India.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Catherine Johnstone, CEO of Royal Voluntary Service (RVS), provides a compelling and thoughtful analysis of the evolving role of volunteering in society, highlighting the ambitious initiatives and rich legacy of the RVS.
The organisation, with a history dating back to World War II, has played a pivotal role in mobilising citizens to take active roles in their communities. From backfilling roles on the home front during the war to feeding the nation and building community resilience through Meals on Wheels and social welfare programs, RVS has continually adapted to meet the needs of the times.
Johnstone delves into the organisation's efforts to modernise, not only through its services but also through its use of technology. A striking example of this innovation is the virtual village hall, an online platform where 60,000 users engage in activities such as yoga, book discussions, and social interaction. This platform is a testament to RVS's ability to leverage digital spaces to foster community and connection. More impressively, the organisation managed to mobilise over a million volunteers during the pandemic, providing crucial services such as helping vulnerable individuals access medical appointments and medications. This period, according to Johnstone, was one of the most exhilarating and challenging in her career, where RVS demonstrated the power of civic mobilisation at scale.
The discussion also highlights the disruption caused by the pandemic, which revealed the UK’s deep well of volunteering potential. Johnstone discusses how pre-pandemic notions of volunteering often centred on older, wealthier demographics with time to spare, limiting broader participation. During the COVID-19 crisis, the surge of 12.4 million people volunteering in various capacities — from mutual aid groups to vaccine centres — demonstrated that the desire to contribute is widespread across all age groups and backgrounds. This shift, Johnstone suggests, presents an opportunity to rethink how volunteering is structured, making it more accessible, flexible, and suited to modern lifestyles.
Looking forward, one of the most exciting projects discussed is the upcoming launch of a "volunteering marketplace" in early 2025. This marketplace aims to create a frictionless, collaborative space where individuals can easily volunteer across organisations, with streamlined processes for background checks, training, and onboarding. Johnstone emphasises the need for a system where volunteers can move seamlessly between roles, with trust and transparency between organisations. This initiative seeks to expand the scope of volunteering, making it easier for people of all ages and backgrounds to get involved, whether through in-person roles or remote opportunities.
Johnstone also addresses the challenges of the current volunteering infrastructure, which is often underfunded and inconsistent across regions, particularly in areas that need it the most. She argues for the necessity of local and national collaboration and underscores how digital tools can play a critical role in making volunteering more universal and accessible.
The volunteering marketplace will not only cater to traditional charities but will also be designed to integrate with the public sector and businesses, aligning with corporate social responsibility goals. This marketplace, Johnstone explains, is part of a broader strategy to make civic engagement and active citizenship an integral part of British life. By facilitating the participation of businesses and individuals alike, the marketplace will enable more people to contribute in ways that are meaningful and impactful, reflecting the reality that people are not just workers or volunteers on certain days — they are citizens every day.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Catherine Johnstone, CEO of Royal Voluntary Service (RVS), provides a compelling and thoughtful analysis of the evolving role of volunteering in society, highlighting the ambitious initiatives and rich legacy of the RVS.
The organisation, with a history dating back to World War II, has played a pivotal role in mobilising citizens to take active roles in their communities. From backfilling roles on the home front during the war to feeding the nation and building community resilience through Meals on Wheels and social welfare programs, RVS has continually adapted to meet the needs of the times.
Johnstone delves into the organisation's efforts to modernise, not only through its services but also through its use of technology. A striking example of this innovation is the virtual village hall, an online platform where 60,000 users engage in activities such as yoga, book discussions, and social interaction. This platform is a testament to RVS's ability to leverage digital spaces to foster community and connection. More impressively, the organisation managed to mobilise over a million volunteers during the pandemic, providing crucial services such as helping vulnerable individuals access medical appointments and medications. This period, according to Johnstone, was one of the most exhilarating and challenging in her career, where RVS demonstrated the power of civic mobilisation at scale.
The discussion also highlights the disruption caused by the pandemic, which revealed the UK’s deep well of volunteering potential. Johnstone discusses how pre-pandemic notions of volunteering often centred on older, wealthier demographics with time to spare, limiting broader participation. During the COVID-19 crisis, the surge of 12.4 million people volunteering in various capacities — from mutual aid groups to vaccine centres — demonstrated that the desire to contribute is widespread across all age groups and backgrounds. This shift, Johnstone suggests, presents an opportunity to rethink how volunteering is structured, making it more accessible, flexible, and suited to modern lifestyles.
Looking forward, one of the most exciting projects discussed is the upcoming launch of a "volunteering marketplace" in early 2025. This marketplace aims to create a frictionless, collaborative space where individuals can easily volunteer across organisations, with streamlined processes for background checks, training, and onboarding. Johnstone emphasises the need for a system where volunteers can move seamlessly between roles, with trust and transparency between organisations. This initiative seeks to expand the scope of volunteering, making it easier for people of all ages and backgrounds to get involved, whether through in-person roles or remote opportunities.
Johnstone also addresses the challenges of the current volunteering infrastructure, which is often underfunded and inconsistent across regions, particularly in areas that need it the most. She argues for the necessity of local and national collaboration and underscores how digital tools can play a critical role in making volunteering more universal and accessible.
The volunteering marketplace will not only cater to traditional charities but will also be designed to integrate with the public sector and businesses, aligning with corporate social responsibility goals. This marketplace, Johnstone explains, is part of a broader strategy to make civic engagement and active citizenship an integral part of British life. By facilitating the participation of businesses and individuals alike, the marketplace will enable more people to contribute in ways that are meaningful and impactful, reflecting the reality that people are not just workers or volunteers on certain days — they are citizens every day.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
John Goodwin, Executive Chairman of the Learning Economy Foundation, offers an insightful examination of how emergent technologies — particularly verified credentials and digital credentials — are set to transform global education and employment systems.
Through his role, John advocates for leveraging technology as a public good to promote equity, mobility, and individual agency, especially in underserved populations.
The Learning Economy Foundation, unlike traditional philanthropic organizations, focuses on developing open-source technologies and infrastructure that others can build upon, facilitating systemic change and innovation.
A major theme in the conversation is the role of verified digital credentials, which allow individuals to hold digital versions of diplomas and certificates that carry the same credibility as traditional paper equivalents. These credentials have wide-ranging applications, from employment and education to areas like property rights, and aim to simplify and secure the transfer of qualifications across borders and systems.
John emphasizes that the foundation is particularly focused on addressing gaps in the current education systems that fail to serve impoverished populations, especially in developing countries. By enabling the use of low-cost digital solutions, they hope to make a meaningful impact where educational inequity is most prevalent.
John’s past experience as CEO of the LEGO Foundation and his work with the Principles for Responsible Management Education (PRME), a UN initiative, further illustrates his commitment to systemic change in education. He acknowledges the inherent challenges of shifting long-established systems but stresses the importance of multi-stakeholder engagement and collaboration to drive meaningful progress.
Systemic change, as John learned during his tenure at LEGO, cannot be achieved in isolation; it requires the cooperation of governments, educational institutions, businesses, and technologists working together toward a common goal.
The conversation also touches on the importance of serendipity in this process. John highlights that while planning and strategy are vital, unexpected opportunities and collaborations often become key turning points. His reflections on embracing flexibility and agility offer a refreshing counterpoint to rigid planning in a field that demands innovation.
John’s vision for business education is also explored. As a board member of PRME, he champions the integration of responsible management practices into business school curricula, noting that one in three graduates globally come from business-related fields. He sees future leaders as vital to advancing the Sustainable Development Goals (SDGs), advocating for a broader understanding of success beyond profit maximization, focusing on the social and environmental impact of business decisions. John argues that the pace of change must accelerate to meet the urgency of the global challenges laid out by the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
John Goodwin, Executive Chairman of the Learning Economy Foundation, offers an insightful examination of how emergent technologies — particularly verified credentials and digital credentials — are set to transform global education and employment systems.
Through his role, John advocates for leveraging technology as a public good to promote equity, mobility, and individual agency, especially in underserved populations.
The Learning Economy Foundation, unlike traditional philanthropic organizations, focuses on developing open-source technologies and infrastructure that others can build upon, facilitating systemic change and innovation.
A major theme in the conversation is the role of verified digital credentials, which allow individuals to hold digital versions of diplomas and certificates that carry the same credibility as traditional paper equivalents. These credentials have wide-ranging applications, from employment and education to areas like property rights, and aim to simplify and secure the transfer of qualifications across borders and systems.
John emphasizes that the foundation is particularly focused on addressing gaps in the current education systems that fail to serve impoverished populations, especially in developing countries. By enabling the use of low-cost digital solutions, they hope to make a meaningful impact where educational inequity is most prevalent.
John’s past experience as CEO of the LEGO Foundation and his work with the Principles for Responsible Management Education (PRME), a UN initiative, further illustrates his commitment to systemic change in education. He acknowledges the inherent challenges of shifting long-established systems but stresses the importance of multi-stakeholder engagement and collaboration to drive meaningful progress.
Systemic change, as John learned during his tenure at LEGO, cannot be achieved in isolation; it requires the cooperation of governments, educational institutions, businesses, and technologists working together toward a common goal.
The conversation also touches on the importance of serendipity in this process. John highlights that while planning and strategy are vital, unexpected opportunities and collaborations often become key turning points. His reflections on embracing flexibility and agility offer a refreshing counterpoint to rigid planning in a field that demands innovation.
John’s vision for business education is also explored. As a board member of PRME, he champions the integration of responsible management practices into business school curricula, noting that one in three graduates globally come from business-related fields. He sees future leaders as vital to advancing the Sustainable Development Goals (SDGs), advocating for a broader understanding of success beyond profit maximization, focusing on the social and environmental impact of business decisions. John argues that the pace of change must accelerate to meet the urgency of the global challenges laid out by the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this engaging episode, Patrick Dunne and Rebecca Robins delve into the fascinating and timely subject of multigenerational organizations, drawn from insights in their book Five Generations at Work: How We Win Together, For Good.
For the first time in history, we have five distinct generations working concurrently across organizations globally, presenting both challenges and immense opportunities for innovation, collaboration, and social impact.
Dunne and Robins argue that the current generational discourse has become reductive, often fixated on stereotypes that do little to foster understanding or promote synergy. Instead, they propose a new narrative that embraces the strengths of every generation — whether it be Gen Z's agility and digital fluency or the seasoned wisdom and reflective thinking that older workers offer. They emphasize the importance of shifting from an "either-or" mindset that pits generations against each other to a "both-and" approach that maximizes the contributions of all age groups.
The authors highlight key findings from six years of research, drawing on extensive interviews and case studies from diverse global organizations like LVMH, Mars and the EY Foundation. These organizations have successfully integrated intergenerational dynamics to not only solve internal business challenges but also to drive positive social outcomes.
They also discuss various models of collaboration, such as NextGen boards, which have proven effective in creating an inclusive environment where different generations can share leadership and decision-making roles.
The episode also touches on how different cultures define generations and how these definitions impact workplace dynamics. From the post-apartheid "Born Free" generation in South Africa to the "9X" generation in Vietnam, the authors provide a nuanced understanding of how context shapes generational identities.
Dunne and Robins conclude with a call to action, urging leaders to recognize the unique moment we are living through — where the convergence of generations presents a "renaissance" of sorts. Instead of framing generational differences as a source of tension, leaders should see this as a once-in-a-lifetime opportunity to foster collaboration and drive collective progress, not only within organizations but across broader societal challenges like climate change, inequality, and technological disruption.
This thought-provoking discussion reframes how we should think about multigenerational workplaces, encouraging a more optimistic and pragmatic view that underscores the power of collaboration across ages to "win together for good."
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this engaging episode, Patrick Dunne and Rebecca Robins delve into the fascinating and timely subject of multigenerational organizations, drawn from insights in their book Five Generations at Work: How We Win Together, For Good.
For the first time in history, we have five distinct generations working concurrently across organizations globally, presenting both challenges and immense opportunities for innovation, collaboration, and social impact.
Dunne and Robins argue that the current generational discourse has become reductive, often fixated on stereotypes that do little to foster understanding or promote synergy. Instead, they propose a new narrative that embraces the strengths of every generation — whether it be Gen Z's agility and digital fluency or the seasoned wisdom and reflective thinking that older workers offer. They emphasize the importance of shifting from an "either-or" mindset that pits generations against each other to a "both-and" approach that maximizes the contributions of all age groups.
The authors highlight key findings from six years of research, drawing on extensive interviews and case studies from diverse global organizations like LVMH, Mars and the EY Foundation. These organizations have successfully integrated intergenerational dynamics to not only solve internal business challenges but also to drive positive social outcomes.
They also discuss various models of collaboration, such as NextGen boards, which have proven effective in creating an inclusive environment where different generations can share leadership and decision-making roles.
The episode also touches on how different cultures define generations and how these definitions impact workplace dynamics. From the post-apartheid "Born Free" generation in South Africa to the "9X" generation in Vietnam, the authors provide a nuanced understanding of how context shapes generational identities.
Dunne and Robins conclude with a call to action, urging leaders to recognize the unique moment we are living through — where the convergence of generations presents a "renaissance" of sorts. Instead of framing generational differences as a source of tension, leaders should see this as a once-in-a-lifetime opportunity to foster collaboration and drive collective progress, not only within organizations but across broader societal challenges like climate change, inequality, and technological disruption.
This thought-provoking discussion reframes how we should think about multigenerational workplaces, encouraging a more optimistic and pragmatic view that underscores the power of collaboration across ages to "win together for good."
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this enlightening discussion, Sebnem Sener, Head of Private Finance for the SDGs at United Nations Development Programme's (UNDP) Sustainable Finance Hub, provides a nuanced analysis of the vast financial gap preventing the achievement of the Sustainable Development Goals (SDGs) by 2030. The current $4.2 trillion annual financing shortfall is daunting, yet Sener emphasizes that this represents merely 1% of global wealth, urging the private sector to increase investments in SDG-aligned projects, particularly in emerging markets.
Sener explains the central role of the UNDP’s Sustainable Finance Hub in mobilizing private capital to where it is most needed, highlighting the strategic use of the organization’s global network of 170 country offices. This network provides critical local insight, market intelligence, and an understanding of country-specific policy priorities, which are essential for identifying SDG-aligned investment opportunities.
A core theme of the conversation is the challenge of managing both financial and impact risks. Sener stresses the importance of impact management systems, urging businesses to consider impact risks on par with financial risks. She illustrates this by recounting her engagement with a maternity clinic in Tanzania, where environmental concerns around medical waste had to be addressed alongside the clinic's primary goal of improving maternal health. Sener’s example demonstrates how embedding impact management frameworks into business operations can mitigate negative outcomes and enhance the overall sustainability of investments.
The interview also sheds light on the critical issue of perceived risk in emerging markets, where investors often hesitate due to political instability, economic volatility, and regulatory uncertainty. Sener argues that these risks can be addressed through innovative financial instruments such as blended finance, guarantees, and green bonds, which help to de-risk investments and attract private capital.
Deal origination remains a significant hurdle in emerging markets, and Sener introduces the SDG Investor Map as a vital tool for overcoming this challenge. The map helps identify areas ripe for investment by aligning with country-specific development needs and successful business models. The SDG Investor Map draws on the on-the-ground intelligence from UNDP’s country offices, which play a pivotal role in vetting businesses and ensuring that they are truly aligned with SDG objectives, thus enhancing credibility for investors.
Sener’s insights also emphasize the importance of collaboration. The financial ecosystem for impact is broad and diverse, encompassing not only global banks and institutions but also regional and domestic investors whose efforts often go unnoticed. This intricate network, facilitated by UNDP, creates a more fluid and inclusive market for sustainable investments.
Looking ahead, Sener remains cautiously optimistic. While the progress toward the SDGs is far from sufficient—only 15% of targets are on track—the realignment of financial systems to embed sustainability at their core presents a promising pathway forward. For Sener, the solution lies in rethinking how businesses operate, ensuring sustainability is at the heart of decision-making processes.
Throughout the conversation, Sener’s wealth of experience, from her time advising HM Queen Máxima of the Netherlands to her current role at UNDP, shines through. Her understanding of financial inclusion and sustainable finance, combined with her optimism for the future, presents a compelling vision for how the private sector can play a transformative role in achieving the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this enlightening discussion, Sebnem Sener, Head of Private Finance for the SDGs at United Nations Development Programme's (UNDP) Sustainable Finance Hub, provides a nuanced analysis of the vast financial gap preventing the achievement of the Sustainable Development Goals (SDGs) by 2030. The current $4.2 trillion annual financing shortfall is daunting, yet Sener emphasizes that this represents merely 1% of global wealth, urging the private sector to increase investments in SDG-aligned projects, particularly in emerging markets.
Sener explains the central role of the UNDP’s Sustainable Finance Hub in mobilizing private capital to where it is most needed, highlighting the strategic use of the organization’s global network of 170 country offices. This network provides critical local insight, market intelligence, and an understanding of country-specific policy priorities, which are essential for identifying SDG-aligned investment opportunities.
A core theme of the conversation is the challenge of managing both financial and impact risks. Sener stresses the importance of impact management systems, urging businesses to consider impact risks on par with financial risks. She illustrates this by recounting her engagement with a maternity clinic in Tanzania, where environmental concerns around medical waste had to be addressed alongside the clinic's primary goal of improving maternal health. Sener’s example demonstrates how embedding impact management frameworks into business operations can mitigate negative outcomes and enhance the overall sustainability of investments.
The interview also sheds light on the critical issue of perceived risk in emerging markets, where investors often hesitate due to political instability, economic volatility, and regulatory uncertainty. Sener argues that these risks can be addressed through innovative financial instruments such as blended finance, guarantees, and green bonds, which help to de-risk investments and attract private capital.
Deal origination remains a significant hurdle in emerging markets, and Sener introduces the SDG Investor Map as a vital tool for overcoming this challenge. The map helps identify areas ripe for investment by aligning with country-specific development needs and successful business models. The SDG Investor Map draws on the on-the-ground intelligence from UNDP’s country offices, which play a pivotal role in vetting businesses and ensuring that they are truly aligned with SDG objectives, thus enhancing credibility for investors.
Sener’s insights also emphasize the importance of collaboration. The financial ecosystem for impact is broad and diverse, encompassing not only global banks and institutions but also regional and domestic investors whose efforts often go unnoticed. This intricate network, facilitated by UNDP, creates a more fluid and inclusive market for sustainable investments.
Looking ahead, Sener remains cautiously optimistic. While the progress toward the SDGs is far from sufficient—only 15% of targets are on track—the realignment of financial systems to embed sustainability at their core presents a promising pathway forward. For Sener, the solution lies in rethinking how businesses operate, ensuring sustainability is at the heart of decision-making processes.
Throughout the conversation, Sener’s wealth of experience, from her time advising HM Queen Máxima of the Netherlands to her current role at UNDP, shines through. Her understanding of financial inclusion and sustainable finance, combined with her optimism for the future, presents a compelling vision for how the private sector can play a transformative role in achieving the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Crisis on the Frontline: A Closer Look at the WFP’s Expanding Challenges
Geraldine O’Callaghan, Director of the World Food Programme's Global Office, sheds light on the profound challenges faced by the WFP as the gap between global hunger needs and available resources widens significantly.
With operations in 120 countries, the WFP is confronted with a staggering increase in hunger, exacerbated by economic turmoil, escalating conflicts, and the relentless impacts of climate change.
Geraldine details how these factors have driven a nearly threefold increase in the number of people facing acute food insecurity over the past five years. Despite the WFP’s efforts to expand its reach, the organization now struggles to meet less than half of the global hunger needs, forcing tough decisions on the ground.
This discussion underscores the urgency of rethinking how the international community responds to crises, emphasizing the necessity for more sustainable and anticipatory action.
Innovative Approaches: Embracing New Solutions Amidst Dire Straits
While the global hunger situation appears increasingly dire, Geraldine O’Callaghan brings attention to the importance of innovation and creative funding solutions. She discusses how the WFP is exploring partnerships with non-traditional donors, including Gulf States and the private sector, to diversify and stabilize funding sources.
Geraldine also highlights the promising role of technology and innovation in addressing food security, from AI and early warning systems to simple yet impactful solutions like climate-resistant crops and organic waste recycling.
The conversation pivots from the bleakness of the current global landscape to a more hopeful perspective, where innovative approaches could significantly improve the efficiency and impact of the WFP’s efforts. This exploration into cutting-edge strategies and partnerships offers a glimpse of potential pathways to closing the gap between needs and resources.
A New Vision: The Long-Term Perspective on Global Food Security
Wrapping up the conversation, Geraldine reflects on her extensive experience in the development sector and stresses the need for a shift towards long-term, strategic interventions. She argues that the traditional short-term, reactive responses to humanitarian crises are no longer sufficient. Instead, there must be a focus on building resilience within vulnerable communities and integrating anticipatory action into the international response framework.
Geraldine’s call for embracing risk, tolerating failure, and investing in long-term solutions, even in the face of seemingly insurmountable challenges, serves as a powerful takeaway for listeners. Her vision is clear: sustainable change in global food security will only be achieved through a courageous commitment to long-term planning and innovation, even when immediate outcomes are less visible.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Crisis on the Frontline: A Closer Look at the WFP’s Expanding Challenges
Geraldine O’Callaghan, Director of the World Food Programme's Global Office, sheds light on the profound challenges faced by the WFP as the gap between global hunger needs and available resources widens significantly.
With operations in 120 countries, the WFP is confronted with a staggering increase in hunger, exacerbated by economic turmoil, escalating conflicts, and the relentless impacts of climate change.
Geraldine details how these factors have driven a nearly threefold increase in the number of people facing acute food insecurity over the past five years. Despite the WFP’s efforts to expand its reach, the organization now struggles to meet less than half of the global hunger needs, forcing tough decisions on the ground.
This discussion underscores the urgency of rethinking how the international community responds to crises, emphasizing the necessity for more sustainable and anticipatory action.
Innovative Approaches: Embracing New Solutions Amidst Dire Straits
While the global hunger situation appears increasingly dire, Geraldine O’Callaghan brings attention to the importance of innovation and creative funding solutions. She discusses how the WFP is exploring partnerships with non-traditional donors, including Gulf States and the private sector, to diversify and stabilize funding sources.
Geraldine also highlights the promising role of technology and innovation in addressing food security, from AI and early warning systems to simple yet impactful solutions like climate-resistant crops and organic waste recycling.
The conversation pivots from the bleakness of the current global landscape to a more hopeful perspective, where innovative approaches could significantly improve the efficiency and impact of the WFP’s efforts. This exploration into cutting-edge strategies and partnerships offers a glimpse of potential pathways to closing the gap between needs and resources.
A New Vision: The Long-Term Perspective on Global Food Security
Wrapping up the conversation, Geraldine reflects on her extensive experience in the development sector and stresses the need for a shift towards long-term, strategic interventions. She argues that the traditional short-term, reactive responses to humanitarian crises are no longer sufficient. Instead, there must be a focus on building resilience within vulnerable communities and integrating anticipatory action into the international response framework.
Geraldine’s call for embracing risk, tolerating failure, and investing in long-term solutions, even in the face of seemingly insurmountable challenges, serves as a powerful takeaway for listeners. Her vision is clear: sustainable change in global food security will only be achieved through a courageous commitment to long-term planning and innovation, even when immediate outcomes are less visible.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Jessica Anderen, CEO of the IKEA Foundation, provides an in-depth look at the Foundation's commitment to addressing the most pressing global challenges, particularly poverty and climate change.
She reflects on her journey within the IKEA ecosystem, from her extensive background in the corporate world to her current leadership role at the Foundation, highlighting the continuity in values that has driven her work over the years.
The IKEA Foundation, established by IKEA's founder Ingvar Kamprad 15 years ago, has evolved from a small organization into a significant philanthropic entity, now distributing around 400 million euros annually.
The Foundation focuses on sustainable livelihoods and environmental protection, recognizing the intrinsic link between climate change and poverty. The organization’s mission is aligned with the UN Sustainable Development Goals (SDGs), and its strategy is built on a foundation of strong values and a commitment to creating lasting systemic change.
Jessica emphasizes the importance of being on the ground and listening to the people directly affected by these global challenges. Her global experience, having lived and worked in various regions such as China, Bangladesh, and India, has given her unique insights into the local impacts of climate change and poverty.
This perspective informs the Foundation's approach, which prioritizes partnerships with local organizations that are deeply embedded in their communities and capable of driving sustainable change.
A key aspect of the IKEA Foundation’s work is in the energy sector, particularly in accelerating the shift to renewable energy. Jessica shares an inspiring example from their partnership with the SELCO Foundation in India, which aims to provide sustainable solar energy solutions to healthcare facilities, significantly improving access to care for millions of people. This project illustrates the Foundation's broader strategy of supporting initiatives that offer practical, scalable solutions to global challenges.
Jessica also discusses the Foundation's approach to developing its new strategic cycle, which will take them to 2030, a pivotal year for the SDGs. The strategy is being co-created with partners across different regions, ensuring that it is responsive to the needs on the ground and capable of delivering meaningful impact. Jessica stresses the importance of accountability, both within the Foundation and among its partners, and the need for clear, pragmatic communication to drive action.
Her leadership is characterized by a blend of urgency and optimism, informed by her corporate background, which she leverages to bring a results-oriented mindset to the philanthropic sector. She advocates for simplicity and inclusivity in language and approach, ensuring that their work is accessible and actionable for everyone involved.
Jessica believes that by staying true to their values, continuously learning, and fostering intense collaboration across sectors, the IKEA Foundation can create meaningful, lasting change that benefits people and the planet for generations to come.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode, Jessica Anderen, CEO of the IKEA Foundation, provides an in-depth look at the Foundation's commitment to addressing the most pressing global challenges, particularly poverty and climate change.
She reflects on her journey within the IKEA ecosystem, from her extensive background in the corporate world to her current leadership role at the Foundation, highlighting the continuity in values that has driven her work over the years.
The IKEA Foundation, established by IKEA's founder Ingvar Kamprad 15 years ago, has evolved from a small organization into a significant philanthropic entity, now distributing around 400 million euros annually.
The Foundation focuses on sustainable livelihoods and environmental protection, recognizing the intrinsic link between climate change and poverty. The organization’s mission is aligned with the UN Sustainable Development Goals (SDGs), and its strategy is built on a foundation of strong values and a commitment to creating lasting systemic change.
Jessica emphasizes the importance of being on the ground and listening to the people directly affected by these global challenges. Her global experience, having lived and worked in various regions such as China, Bangladesh, and India, has given her unique insights into the local impacts of climate change and poverty.
This perspective informs the Foundation's approach, which prioritizes partnerships with local organizations that are deeply embedded in their communities and capable of driving sustainable change.
A key aspect of the IKEA Foundation’s work is in the energy sector, particularly in accelerating the shift to renewable energy. Jessica shares an inspiring example from their partnership with the SELCO Foundation in India, which aims to provide sustainable solar energy solutions to healthcare facilities, significantly improving access to care for millions of people. This project illustrates the Foundation's broader strategy of supporting initiatives that offer practical, scalable solutions to global challenges.
Jessica also discusses the Foundation's approach to developing its new strategic cycle, which will take them to 2030, a pivotal year for the SDGs. The strategy is being co-created with partners across different regions, ensuring that it is responsive to the needs on the ground and capable of delivering meaningful impact. Jessica stresses the importance of accountability, both within the Foundation and among its partners, and the need for clear, pragmatic communication to drive action.
Her leadership is characterized by a blend of urgency and optimism, informed by her corporate background, which she leverages to bring a results-oriented mindset to the philanthropic sector. She advocates for simplicity and inclusivity in language and approach, ensuring that their work is accessible and actionable for everyone involved.
Jessica believes that by staying true to their values, continuously learning, and fostering intense collaboration across sectors, the IKEA Foundation can create meaningful, lasting change that benefits people and the planet for generations to come.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Dedo n Ba, Director of Strategy of the Segal Family Foundation, Discusses Strategic Philanthropy, African Social Entrepreneurs, and Building Collaborative Ecosystems.
This episode offers a rich exploration of the strategic considerations and practical efforts involved in driving philanthropy in Sub-Saharan Africa. It highlights the importance of collaboration, the evolving nature of board governance, and the critical role of local knowledge in shaping effective interventions.
Whether you're a seasoned philanthropist or new to the sector, this conversation provides valuable insights into the opportunities and challenges of supporting African-led change.
In this insightful episode of the Do One Better Podcast, we host Dedo n Ba, the Director of Strategy at the Segal Family Foundation, and explore the Foundation's innovative approaches to philanthropy in Sub-Saharan Africa.
With a focus on building collaborative ecosystems and empowering African social entrepreneurs, Dedo provides a comprehensive overview of how the Segal Family Foundation operates across 20 countries, fostering connections and driving impactful change.
Dedo begins by introducing the Segal Family Foundation's mission, which stems from founder Barry Segal's desire to address the capital imbalance faced by African social entrepreneurs. The Foundation's work is rooted in a blended financing model, combining grants, debt, and capacity-building efforts to support a diverse portfolio of leaders and organizations across various sectors, including healthcare, education, and technology.
The Foundation’s philosophy is to partner early with organizations, helping them grow into investable entities capable of attracting further funding and achieving significant community impact.
A key highlight of the discussion revolves around the Foundation's commitment to creating collaborative ecosystems, a process that requires deliberate effort and resources.
Dedo emphasizes the importance of having boards that are inclusive of individuals with lived experience, a shift he notes is gaining traction within the philanthropic sector. This approach not only enhances the relevance of decision-making processes but also drives more effective and culturally informed interventions.
Throughout the episode, Dedo touches on the importance of sharing intelligence and fostering collaboration among various stakeholders, including funders, social entrepreneurs, and local communities. He notes that while collaboration is often underfunded, it is crucial for scaling impact and addressing complex social challenges.
The Segal Family Foundation's role as a community builder has evolved over time, with an increasing focus on supporting networks and coalitions that can respond swiftly and effectively to emerging needs.
As the conversation progresses, Dedo reflects on the broader landscape of philanthropy in Sub-Saharan Africa, particularly in the context of the upcoming targets for the UN Sustainable Development Goals (SDGs) in 2030.
He is optimistic about the growing involvement of African-led organizations and the emergence of new themes such as climate action and inclusion. However, he also acknowledges the challenges that remain, particularly the need to increase the percentage of global giving directed towards leaders with proximate experience.
The episode concludes with Dedo sharing his personal journey from the private sector to philanthropy, driven by a desire to solve problems and create meaningful change. He underscores the importance of strategic philanthropy that is both agile and responsive to the needs of the communities it serves.
For listeners, the key takeaway is clear: there is still much work to be done to bridge the gap in funding and support for African social entrepreneurs, and the philanthropic sector must continue to evolve to meet these challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Dedo n Ba, Director of Strategy of the Segal Family Foundation, Discusses Strategic Philanthropy, African Social Entrepreneurs, and Building Collaborative Ecosystems.
This episode offers a rich exploration of the strategic considerations and practical efforts involved in driving philanthropy in Sub-Saharan Africa. It highlights the importance of collaboration, the evolving nature of board governance, and the critical role of local knowledge in shaping effective interventions.
Whether you're a seasoned philanthropist or new to the sector, this conversation provides valuable insights into the opportunities and challenges of supporting African-led change.
In this insightful episode of the Do One Better Podcast, we host Dedo n Ba, the Director of Strategy at the Segal Family Foundation, and explore the Foundation's innovative approaches to philanthropy in Sub-Saharan Africa.
With a focus on building collaborative ecosystems and empowering African social entrepreneurs, Dedo provides a comprehensive overview of how the Segal Family Foundation operates across 20 countries, fostering connections and driving impactful change.
Dedo begins by introducing the Segal Family Foundation's mission, which stems from founder Barry Segal's desire to address the capital imbalance faced by African social entrepreneurs. The Foundation's work is rooted in a blended financing model, combining grants, debt, and capacity-building efforts to support a diverse portfolio of leaders and organizations across various sectors, including healthcare, education, and technology.
The Foundation’s philosophy is to partner early with organizations, helping them grow into investable entities capable of attracting further funding and achieving significant community impact.
A key highlight of the discussion revolves around the Foundation's commitment to creating collaborative ecosystems, a process that requires deliberate effort and resources.
Dedo emphasizes the importance of having boards that are inclusive of individuals with lived experience, a shift he notes is gaining traction within the philanthropic sector. This approach not only enhances the relevance of decision-making processes but also drives more effective and culturally informed interventions.
Throughout the episode, Dedo touches on the importance of sharing intelligence and fostering collaboration among various stakeholders, including funders, social entrepreneurs, and local communities. He notes that while collaboration is often underfunded, it is crucial for scaling impact and addressing complex social challenges.
The Segal Family Foundation's role as a community builder has evolved over time, with an increasing focus on supporting networks and coalitions that can respond swiftly and effectively to emerging needs.
As the conversation progresses, Dedo reflects on the broader landscape of philanthropy in Sub-Saharan Africa, particularly in the context of the upcoming targets for the UN Sustainable Development Goals (SDGs) in 2030.
He is optimistic about the growing involvement of African-led organizations and the emergence of new themes such as climate action and inclusion. However, he also acknowledges the challenges that remain, particularly the need to increase the percentage of global giving directed towards leaders with proximate experience.
The episode concludes with Dedo sharing his personal journey from the private sector to philanthropy, driven by a desire to solve problems and create meaningful change. He underscores the importance of strategic philanthropy that is both agile and responsive to the needs of the communities it serves.
For listeners, the key takeaway is clear: there is still much work to be done to bridge the gap in funding and support for African social entrepreneurs, and the philanthropic sector must continue to evolve to meet these challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Luke Thomas, CEO of World Child Cancer: Bridging the Gap in Pediatric Cancer Care
We delve into the critical work of World Child Cancer, an organization dedicated to improving the diagnosis and treatment of childhood cancer in low to middle-income countries.
World Child Cancer was established in 2007 to address the significant disparity in survival rates between children diagnosed with cancer in high-income countries and those in low-income regions.
While survival rates in countries like the UK and the US are around 80-90%, they drop to 20-30% in the regions where World Child Cancer operates. The organization's mission is to bridge this gap by providing comprehensive support that includes improving early diagnosis, offering training to healthcare professionals, and enhancing infrastructure.
Operating in 13 countries across Sub-Saharan Africa, Asia, and Latin America, World Child Cancer collaborates closely with local hospitals and governments. They are not just grant makers but are also deeply involved in service delivery. Their approach includes training local pediatric oncologists, nurses, and pharmacists to ensure that high-quality care is available. They also address logistical challenges, such as ensuring the availability of medications and overcoming geographical barriers that prevent children from accessing treatment.
The podcast explores the key challenges faced by World Child Cancer, including the lack of awareness about pediatric cancer among healthcare professionals and the general public, which often leads to misdiagnoses or delayed diagnoses. Geographical barriers and the availability of diagnostic equipment and expertise are also significant hurdles. Many families in rural areas struggle to reach hospitals due to distance and financial constraints, complicating the early and accurate diagnosis of cancer.
World Child Cancer is currently undergoing a strategic review to better address these challenges, with a particular focus on improving early diagnosis. The organization recognizes that approximately 50% of children with cancer in low to middle-income countries never receive a diagnosis, and they are looking for partners to help fill gaps and provide comprehensive care.
The episode also highlights the successes of World Child Cancer, such as their strong partnerships with local institutions and their holistic approach to patient care. This includes providing psychosocial support to families, ensuring that children adhere to treatment protocols and receive the comprehensive care they need. Despite these successes, the organization continues to seek improvements, particularly in early diagnosis.
Luke Thomas shares his personal journey from a career in corporate headhunting to his current role in the non-profit sector, driven by a desire to make a meaningful impact and inspired by his mother's battle with cancer. His story underscores the passion and commitment that fuels World Child Cancer's mission.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Luke Thomas, CEO of World Child Cancer: Bridging the Gap in Pediatric Cancer Care
We delve into the critical work of World Child Cancer, an organization dedicated to improving the diagnosis and treatment of childhood cancer in low to middle-income countries.
World Child Cancer was established in 2007 to address the significant disparity in survival rates between children diagnosed with cancer in high-income countries and those in low-income regions.
While survival rates in countries like the UK and the US are around 80-90%, they drop to 20-30% in the regions where World Child Cancer operates. The organization's mission is to bridge this gap by providing comprehensive support that includes improving early diagnosis, offering training to healthcare professionals, and enhancing infrastructure.
Operating in 13 countries across Sub-Saharan Africa, Asia, and Latin America, World Child Cancer collaborates closely with local hospitals and governments. They are not just grant makers but are also deeply involved in service delivery. Their approach includes training local pediatric oncologists, nurses, and pharmacists to ensure that high-quality care is available. They also address logistical challenges, such as ensuring the availability of medications and overcoming geographical barriers that prevent children from accessing treatment.
The podcast explores the key challenges faced by World Child Cancer, including the lack of awareness about pediatric cancer among healthcare professionals and the general public, which often leads to misdiagnoses or delayed diagnoses. Geographical barriers and the availability of diagnostic equipment and expertise are also significant hurdles. Many families in rural areas struggle to reach hospitals due to distance and financial constraints, complicating the early and accurate diagnosis of cancer.
World Child Cancer is currently undergoing a strategic review to better address these challenges, with a particular focus on improving early diagnosis. The organization recognizes that approximately 50% of children with cancer in low to middle-income countries never receive a diagnosis, and they are looking for partners to help fill gaps and provide comprehensive care.
The episode also highlights the successes of World Child Cancer, such as their strong partnerships with local institutions and their holistic approach to patient care. This includes providing psychosocial support to families, ensuring that children adhere to treatment protocols and receive the comprehensive care they need. Despite these successes, the organization continues to seek improvements, particularly in early diagnosis.
Luke Thomas shares his personal journey from a career in corporate headhunting to his current role in the non-profit sector, driven by a desire to make a meaningful impact and inspired by his mother's battle with cancer. His story underscores the passion and commitment that fuels World Child Cancer's mission.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the EdelGive Foundation, Naghma Mulla, joins us on the Do One Better Podcast to discuss the impact of their GROW Fund (Grassroots, Resilience, Ownership and Wellness) which strengthened 100 high impact grassroots organisations in India over 24 months, through capacity-building and supporting key organisational functions.
We explore what it was like to design and launch the GROW Fund; getting people to apply for funds; nurturing those relationships; and creating robust organisations that can perform and drive social impact in India.
We explore the Fund’s impact, look at the key challenges they faced since Naghma was last on the show back in 2021, and we discuss future opportunities in the horizon.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the EdelGive Foundation, Naghma Mulla, joins us on the Do One Better Podcast to discuss the impact of their GROW Fund (Grassroots, Resilience, Ownership and Wellness) which strengthened 100 high impact grassroots organisations in India over 24 months, through capacity-building and supporting key organisational functions.
We explore what it was like to design and launch the GROW Fund; getting people to apply for funds; nurturing those relationships; and creating robust organisations that can perform and drive social impact in India.
We explore the Fund’s impact, look at the key challenges they faced since Naghma was last on the show back in 2021, and we discuss future opportunities in the horizon.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Founder and Director of the Good Law Project, Jo Maugham KC, on leveraging the law to craft the world you’d like to see.
The law is a powerful means to effect positive social change but not everyone has access to it and the law isn’t always used for good.
In this episode we explore social impact through the lens of public interest litigation, and we cover a wide range of examples and thought-provoking arguments.
The Good Law Project is a non-profit organisation but it is not a registered charity since, as Jo explains, the charity regulator can be politicised. Not being a registered charity affords the Good Law Project more freedom to leverage the law to drive social change. Likewise, the Good Law Project is crowd-funded by approximately 34,000 monthly donors and they are not beholden to any single major donor which, in turn, enables the Good Law Project to embrace whatever tone of voice they wish.
This episode is thought-provoking and highly informative.
About Jo Maugham KC
A tax barrister by trade, Jolyon Maugham KC founded Good Law Project in 2017 without a single big backer and no staff. It has brought a series of landmark cases against a dishonest and increasingly autocratic government and won widespread acclaim in successfully reversing Boris Johnson's unlawful suspension of Parliament. Already the largest legal campaign group in the UK, Good Law Project is shining light into corners the establishment would rather keep dark - from the failures of Brexit to the still-developing PPE scandal, to the tax arrangements of business giants like Uber. With the increasingly important focus on the changing climate, Good Law Project has expanded its work into protecting the environment, both by highlighting those allowing the pollution of our river and seas, and those who are trying to prevent the government change in Net Zero policy, and being silenced as a result. From humble origins to a major legal force, Jolyon has become a key defender against government overreach.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Founder and Director of the Good Law Project, Jo Maugham KC, on leveraging the law to craft the world you’d like to see.
The law is a powerful means to effect positive social change but not everyone has access to it and the law isn’t always used for good.
In this episode we explore social impact through the lens of public interest litigation, and we cover a wide range of examples and thought-provoking arguments.
The Good Law Project is a non-profit organisation but it is not a registered charity since, as Jo explains, the charity regulator can be politicised. Not being a registered charity affords the Good Law Project more freedom to leverage the law to drive social change. Likewise, the Good Law Project is crowd-funded by approximately 34,000 monthly donors and they are not beholden to any single major donor which, in turn, enables the Good Law Project to embrace whatever tone of voice they wish.
This episode is thought-provoking and highly informative.
About Jo Maugham KC
A tax barrister by trade, Jolyon Maugham KC founded Good Law Project in 2017 without a single big backer and no staff. It has brought a series of landmark cases against a dishonest and increasingly autocratic government and won widespread acclaim in successfully reversing Boris Johnson's unlawful suspension of Parliament. Already the largest legal campaign group in the UK, Good Law Project is shining light into corners the establishment would rather keep dark - from the failures of Brexit to the still-developing PPE scandal, to the tax arrangements of business giants like Uber. With the increasingly important focus on the changing climate, Good Law Project has expanded its work into protecting the environment, both by highlighting those allowing the pollution of our river and seas, and those who are trying to prevent the government change in Net Zero policy, and being silenced as a result. From humble origins to a major legal force, Jolyon has become a key defender against government overreach.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Danny Sriskandarajah, CEO of the New Economics Foundation, on his new book "Power to the People", Universal Basic Income and creating a better future.
Overview
In this intellectually stimulating episode, host Alberto Lidji interviews Danny Sriskandarajah, the Chief Executive of the New Economics Foundation (NEF). The discussion delves into various topics surrounding new economic thinking, including universal basic income (UBI), innovative economic models, and the importance of brave philanthropy. Danny also shares insights from his new book, "Power to the People."
Key Discussion Points
1. Introduction to NEF - NEF is a "think and do" tank founded 40 years ago by alternative economists and environmentalists. - It aims to challenge economic orthodoxies, create inclusive economies, and protect the planet.
2. Living Income vs. Universal Basic Income (UBI) - Danny explains the concept of a "living income," which goes beyond UBI by integrating comprehensive social services. - NEF is piloting the world's first and largest living income initiative in Manchester, combining UBI with enhanced public services.
3. New Economic Models - The need for new economic models to address contemporary challenges such as ecological constraints, demographic changes, and political trust deficits. - Danny critiques orthodox economics, emphasizing the necessity for innovative approaches that work for people and the planet.
4. Brave Philanthropy - The role of philanthropy in driving transformative change. - The importance of taking risks and funding innovative solutions that challenge existing social norms and structures.
5. Danny's Career and Motivations - His journey from Sri Lanka to becoming a global advocate for social justice. - The golden thread of social justice and internationalism running through his career.
6. Book Insight: "Power to the People" - The book reflects on Danny's experiences and proposes ideas to renew democracy, democratize the economy, and reform digital and global spaces. - It emphasizes the need for human-centered approaches to technology and economics.
7. Future of AI and Digital Regulation - Discussion on AI's potential impacts and the importance of effective regulation to protect human dignity and agency. - The concept of platform cooperatives and the need for public ownership of digital spaces.
8. Optimism and Urgency - Danny's optimistic view that, despite current challenges, it is possible to create a better future through innovative thinking and collective action. - Encouragement for individuals and organizations to think outside the box and drive systemic change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Danny Sriskandarajah, CEO of the New Economics Foundation, on his new book "Power to the People", Universal Basic Income and creating a better future.
Overview
In this intellectually stimulating episode, host Alberto Lidji interviews Danny Sriskandarajah, the Chief Executive of the New Economics Foundation (NEF). The discussion delves into various topics surrounding new economic thinking, including universal basic income (UBI), innovative economic models, and the importance of brave philanthropy. Danny also shares insights from his new book, "Power to the People."
Key Discussion Points
1. Introduction to NEF - NEF is a "think and do" tank founded 40 years ago by alternative economists and environmentalists. - It aims to challenge economic orthodoxies, create inclusive economies, and protect the planet.
2. Living Income vs. Universal Basic Income (UBI) - Danny explains the concept of a "living income," which goes beyond UBI by integrating comprehensive social services. - NEF is piloting the world's first and largest living income initiative in Manchester, combining UBI with enhanced public services.
3. New Economic Models - The need for new economic models to address contemporary challenges such as ecological constraints, demographic changes, and political trust deficits. - Danny critiques orthodox economics, emphasizing the necessity for innovative approaches that work for people and the planet.
4. Brave Philanthropy - The role of philanthropy in driving transformative change. - The importance of taking risks and funding innovative solutions that challenge existing social norms and structures.
5. Danny's Career and Motivations - His journey from Sri Lanka to becoming a global advocate for social justice. - The golden thread of social justice and internationalism running through his career.
6. Book Insight: "Power to the People" - The book reflects on Danny's experiences and proposes ideas to renew democracy, democratize the economy, and reform digital and global spaces. - It emphasizes the need for human-centered approaches to technology and economics.
7. Future of AI and Digital Regulation - Discussion on AI's potential impacts and the importance of effective regulation to protect human dignity and agency. - The concept of platform cooperatives and the need for public ownership of digital spaces.
8. Optimism and Urgency - Danny's optimistic view that, despite current challenges, it is possible to create a better future through innovative thinking and collective action. - Encouragement for individuals and organizations to think outside the box and drive systemic change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sarah Bouchie, CEO of Helen Keller Intl on Combating Global Blindness, Malnutrition, and the Impact of Climate Change.
Helen Keller International's Mission: Helen Keller Intl, a 109-year-old organization, focuses on combating blindness, poor health, and malnutrition. The organization scales innovative solutions to ensure everyone can live a healthy life and achieve their full potential.
Global Operations and Focus Areas: The organization operates as an international NGO with headquarters in New York City and local registrations in various countries. Active in 20 countries, they work on preventing blindness, addressing neglected tropical diseases, and tackling eye health issues like refractive error, cataract, and diabetic retinopathy. The focus is on underlying causes of vision loss and malnutrition.
Current Projects and Achievements: Sarah discusses progress in eliminating neglected tropical diseases like trachoma in West Africa. She shares the transformative impact of providing glasses to children in New York City and Minneapolis. The organization is also addressing global food poverty exacerbated by the climate crisis, particularly affecting Africa and South Asia.
Challenges and Solutions: Helen Keller Intl addresses malnutrition by naming and analyzing the issue, identifying vulnerable communities, and funding effective programs. Successful interventions include promoting breastfeeding, providing vitamin A supplementation, and treating acute and severe malnutrition. Political will, supply chains, and health system expertise are crucial for effective action.
Community Engagement and Behavioral Change: Sarah highlights the role of community health workers in promoting nutritional diversity, using her experiences in Kenya as an example. Local planning and community-based agriculture are essential for ensuring access to nutritious food. Malnutrition issues are present in both the Global South and advanced economies like the United States, requiring behavior change and political commitment.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sarah Bouchie, CEO of Helen Keller Intl on Combating Global Blindness, Malnutrition, and the Impact of Climate Change.
Helen Keller International's Mission: Helen Keller Intl, a 109-year-old organization, focuses on combating blindness, poor health, and malnutrition. The organization scales innovative solutions to ensure everyone can live a healthy life and achieve their full potential.
Global Operations and Focus Areas: The organization operates as an international NGO with headquarters in New York City and local registrations in various countries. Active in 20 countries, they work on preventing blindness, addressing neglected tropical diseases, and tackling eye health issues like refractive error, cataract, and diabetic retinopathy. The focus is on underlying causes of vision loss and malnutrition.
Current Projects and Achievements: Sarah discusses progress in eliminating neglected tropical diseases like trachoma in West Africa. She shares the transformative impact of providing glasses to children in New York City and Minneapolis. The organization is also addressing global food poverty exacerbated by the climate crisis, particularly affecting Africa and South Asia.
Challenges and Solutions: Helen Keller Intl addresses malnutrition by naming and analyzing the issue, identifying vulnerable communities, and funding effective programs. Successful interventions include promoting breastfeeding, providing vitamin A supplementation, and treating acute and severe malnutrition. Political will, supply chains, and health system expertise are crucial for effective action.
Community Engagement and Behavioral Change: Sarah highlights the role of community health workers in promoting nutritional diversity, using her experiences in Kenya as an example. Local planning and community-based agriculture are essential for ensuring access to nutritious food. Malnutrition issues are present in both the Global South and advanced economies like the United States, requiring behavior change and political commitment.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Impact Investing Institute, Kieron Boyle, discusses the nuances of impact investing, its various definitions, and the role it plays in creating a fairer, greener, and more resilient future.
Kieron explains the mission of the Impact Investing Institute, a nonprofit established by the UK government to accelerate impact investing both in the UK and globally. The conversation highlights how impact investing operates within financial markets to drive significant social and environmental outcomes.
Kieron Boyle defines impact investing as investing with the intention to generate positive social and environmental impacts alongside financial returns. This type of investing can range from commercial-plus investments, which offer good financial returns with additional impact considerations, to investments with high impact but potentially lower financial returns. The discussion emphasizes the importance of using impact as a lens for investment decisions, aiming to mobilize an additional trillion pounds of impact investment over the next five years. They explore the need for deeper, more liquid, and transparent markets to facilitate greater investment in impactful ventures.
The episode also addresses the challenges of impact investing, such as the necessity of pricing negative externalities to better align market activities with social and environmental goals. Kieron explains how blended finance can pool different types of capital to unlock greater investment in impactful ventures. They discuss the role of various actors, including governments, private businesses, institutional investors, and philanthropic organizations, in advancing impact investing. Collaboration among these sectors is highlighted as crucial for achieving systemic change.
Kieron shares practical steps and resources for those interested in impact investing. The Impact Investing Institute offers a comprehensive knowledge hub and library to help investors and other stakeholders learn more about impact investing. A recently published report, "Family Offices: A Roadmap to Impact," provides insights into how family offices are engaging with impact investing. The episode concludes with a call to action for investors to adopt impact as a fundamental filter in their investment strategies, aiming to create a more equitable and sustainable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Impact Investing Institute, Kieron Boyle, discusses the nuances of impact investing, its various definitions, and the role it plays in creating a fairer, greener, and more resilient future.
Kieron explains the mission of the Impact Investing Institute, a nonprofit established by the UK government to accelerate impact investing both in the UK and globally. The conversation highlights how impact investing operates within financial markets to drive significant social and environmental outcomes.
Kieron Boyle defines impact investing as investing with the intention to generate positive social and environmental impacts alongside financial returns. This type of investing can range from commercial-plus investments, which offer good financial returns with additional impact considerations, to investments with high impact but potentially lower financial returns. The discussion emphasizes the importance of using impact as a lens for investment decisions, aiming to mobilize an additional trillion pounds of impact investment over the next five years. They explore the need for deeper, more liquid, and transparent markets to facilitate greater investment in impactful ventures.
The episode also addresses the challenges of impact investing, such as the necessity of pricing negative externalities to better align market activities with social and environmental goals. Kieron explains how blended finance can pool different types of capital to unlock greater investment in impactful ventures. They discuss the role of various actors, including governments, private businesses, institutional investors, and philanthropic organizations, in advancing impact investing. Collaboration among these sectors is highlighted as crucial for achieving systemic change.
Kieron shares practical steps and resources for those interested in impact investing. The Impact Investing Institute offers a comprehensive knowledge hub and library to help investors and other stakeholders learn more about impact investing. A recently published report, "Family Offices: A Roadmap to Impact," provides insights into how family offices are engaging with impact investing. The episode concludes with a call to action for investors to adopt impact as a fundamental filter in their investment strategies, aiming to create a more equitable and sustainable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jon Rosser, Chair of the Single Homeless Project, on the systemic undercounting of women experiencing homelessness.
Overview: In this eye-opening episode of the Do One Better Podcast, Alberto Lidji sits down with Jon Rosser, Chair of the Single Homeless Project, to delve into the pressing issue of homelessness in the UK, with a particular focus on the systemic undercounting of women experiencing homelessness.
Key Discussion Points:
Introduction to SHP:
Current State of Homelessness in the UK:
Gender Disparity in Homelessness Counts:
Challenges Faced by Homeless Women:
Policy Implications and Recommendations:
Jon Rosser’s Journey:
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jon Rosser, Chair of the Single Homeless Project, on the systemic undercounting of women experiencing homelessness.
Overview: In this eye-opening episode of the Do One Better Podcast, Alberto Lidji sits down with Jon Rosser, Chair of the Single Homeless Project, to delve into the pressing issue of homelessness in the UK, with a particular focus on the systemic undercounting of women experiencing homelessness.
Key Discussion Points:
Introduction to SHP:
Current State of Homelessness in the UK:
Gender Disparity in Homelessness Counts:
Challenges Faced by Homeless Women:
Policy Implications and Recommendations:
Jon Rosser’s Journey:
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this enlightening episode, we are joined by Tony Hulton, Chief Executive Officer of Walking with the Wounded. Tony shares the critical work his organisation is doing to support ex-service personnel in the UK.
The discussion spans across various support services provided by the charity, including mental health, social work, employment support, and tackling digital exclusion. This episode offers valuable insights for those who care about veterans and their reintegration into civilian life.
Tony begins by introducing Walking with the Wounded, a national charity founded 14 years ago during the Afghanistan and Iraq conflicts. Initially focused on helping physically injured veterans re-enter the workforce, the organisation has since expanded its scope to address a broader range of issues.
Today, they offer three core services: Headstart, Care Coordination, and Individual Placement Services.
Headstart provides mental health and therapy services tailored for veterans, addressing not only PTSD but also general mental health needs.
Care Coordination, akin to social work, is specifically designed for those with armed forces experience.
Individual Placement Services offer employment support that goes beyond job placement to include ongoing assistance.
Tony explains the unique challenges veterans face when transitioning to civilian life. Everyday tasks that civilians take for granted, such as applying for a passport or a rental agreement, can be daunting for those accustomed to the structured life within the military.
The organisation recognises that while many veterans transition smoothly, a significant minority encounter difficulties that often manifest 10 to 14 years after leaving the service. These issues can include unemployment, underemployment, debt, and family breakdowns.
Employment is a critical area of focus for Walking with the Wounded. Veterans possess valuable skills such as leadership, management, and teamwork, making them highly desirable employees. However, challenges can arise years after their service ends, as skills may fade and confidence may wane.
Tony emphasises the importance of ongoing support for veterans in employment, ensuring they can leverage their skills effectively in civilian roles.
Walking with the Wounded employs around 90 staff, including 60 frontline workers. The charity's approach involves building trust with veterans and creating personalised care plans.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this enlightening episode, we are joined by Tony Hulton, Chief Executive Officer of Walking with the Wounded. Tony shares the critical work his organisation is doing to support ex-service personnel in the UK.
The discussion spans across various support services provided by the charity, including mental health, social work, employment support, and tackling digital exclusion. This episode offers valuable insights for those who care about veterans and their reintegration into civilian life.
Tony begins by introducing Walking with the Wounded, a national charity founded 14 years ago during the Afghanistan and Iraq conflicts. Initially focused on helping physically injured veterans re-enter the workforce, the organisation has since expanded its scope to address a broader range of issues.
Today, they offer three core services: Headstart, Care Coordination, and Individual Placement Services.
Headstart provides mental health and therapy services tailored for veterans, addressing not only PTSD but also general mental health needs.
Care Coordination, akin to social work, is specifically designed for those with armed forces experience.
Individual Placement Services offer employment support that goes beyond job placement to include ongoing assistance.
Tony explains the unique challenges veterans face when transitioning to civilian life. Everyday tasks that civilians take for granted, such as applying for a passport or a rental agreement, can be daunting for those accustomed to the structured life within the military.
The organisation recognises that while many veterans transition smoothly, a significant minority encounter difficulties that often manifest 10 to 14 years after leaving the service. These issues can include unemployment, underemployment, debt, and family breakdowns.
Employment is a critical area of focus for Walking with the Wounded. Veterans possess valuable skills such as leadership, management, and teamwork, making them highly desirable employees. However, challenges can arise years after their service ends, as skills may fade and confidence may wane.
Tony emphasises the importance of ongoing support for veterans in employment, ensuring they can leverage their skills effectively in civilian roles.
Walking with the Wounded employs around 90 staff, including 60 frontline workers. The charity's approach involves building trust with veterans and creating personalised care plans.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode of the Do One Better Podcast, Alberto Lidji engages in a compelling conversation with Geoff Ibbotson, the Executive Director of the Global Surgery Foundation.
Geoff shares his journey and the critical work his organization is doing to improve surgical care systems worldwide, particularly in low-resource settings.
This episode sheds light on the importance of comprehensive surgical systems in achieving global health goals and reducing poverty. As Geoff notes: "A strong surgical care system strengthens the entire health system and is one of the best investments for global health."
Key Topics Covered:
Notable Partners and Supporters:
Call to Action:
Listeners are encouraged to explore the Surg Hub for free, high-quality training and resources on surgical care. Additionally, the Global Surgery Foundation welcomes partnerships and support to further its mission of strengthening surgical systems worldwide.
Conclusion:
Geoff Ibbotson emphasizes the urgent need for increased funding and collaboration to build robust surgical care systems. He highlights the critical role these systems play in overall health system strengthening and achieving universal health coverage.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode of the Do One Better Podcast, Alberto Lidji engages in a compelling conversation with Geoff Ibbotson, the Executive Director of the Global Surgery Foundation.
Geoff shares his journey and the critical work his organization is doing to improve surgical care systems worldwide, particularly in low-resource settings.
This episode sheds light on the importance of comprehensive surgical systems in achieving global health goals and reducing poverty. As Geoff notes: "A strong surgical care system strengthens the entire health system and is one of the best investments for global health."
Key Topics Covered:
Notable Partners and Supporters:
Call to Action:
Listeners are encouraged to explore the Surg Hub for free, high-quality training and resources on surgical care. Additionally, the Global Surgery Foundation welcomes partnerships and support to further its mission of strengthening surgical systems worldwide.
Conclusion:
Geoff Ibbotson emphasizes the urgent need for increased funding and collaboration to build robust surgical care systems. He highlights the critical role these systems play in overall health system strengthening and achieving universal health coverage.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Cameron McCollum, Director of the Sudreau Global Justice Institute at Pepperdine Caruso School of Law, on justice system reform in Africa.
In this episode we delve into improving access to justice and building capacity within justice systems in Africa. We discuss the problem of case backlog and how ADR (alternative dispute resolution) can help improve justice outcomes.
We also discuss the Africa Chief Justices’ Summit on ADR recently held in Kampala, Uganda, where 16 chief justices participated to explore re-engineering the administration of justice on the African continent.
This episode will inform you and provide you with invaluable insight on improving justice systems in Africa and beyond.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Cameron McCollum, Director of the Sudreau Global Justice Institute at Pepperdine Caruso School of Law, on justice system reform in Africa.
In this episode we delve into improving access to justice and building capacity within justice systems in Africa. We discuss the problem of case backlog and how ADR (alternative dispute resolution) can help improve justice outcomes.
We also discuss the Africa Chief Justices’ Summit on ADR recently held in Kampala, Uganda, where 16 chief justices participated to explore re-engineering the administration of justice on the African continent.
This episode will inform you and provide you with invaluable insight on improving justice systems in Africa and beyond.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the British Exploring Society, Honor Wilson-Fletcher, on inequality of access to the great outdoors and transforming lives. Significant parts of the population do not feel welcomed, and don’t have access nor experience of what it’s like to be in the outdoors.
The British Exploring Society is a youth development charity that’s been around almost 100 years, founded on the belief that challenging experiences can transform lives, empowering and equipping young people with the courage, skills, resilience and determination to make the most of their future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the British Exploring Society, Honor Wilson-Fletcher, on inequality of access to the great outdoors and transforming lives. Significant parts of the population do not feel welcomed, and don’t have access nor experience of what it’s like to be in the outdoors.
The British Exploring Society is a youth development charity that’s been around almost 100 years, founded on the belief that challenging experiences can transform lives, empowering and equipping young people with the courage, skills, resilience and determination to make the most of their future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
John Craven, former Director of the UK’s Social Mobility Commission and current Executive Officer of System 2 – a registered charity in Australia – explores social mobility from numerous angles, including education, employability, social networks and intergenerational dynamics.
Among the various insights discussed, we explore how the school readiness gaps successfully tackled during children’s early years can widen again in primary and secondary education.
We also look at social mobility from a corporate angle and explore what companies can do in their recruitment and internal audits to ensure excellence not just in recruitment but also throughout career progression.
This is a highly informative episode for anyone who cares about social mobility.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
John Craven, former Director of the UK’s Social Mobility Commission and current Executive Officer of System 2 – a registered charity in Australia – explores social mobility from numerous angles, including education, employability, social networks and intergenerational dynamics.
Among the various insights discussed, we explore how the school readiness gaps successfully tackled during children’s early years can widen again in primary and secondary education.
We also look at social mobility from a corporate angle and explore what companies can do in their recruitment and internal audits to ensure excellence not just in recruitment but also throughout career progression.
This is a highly informative episode for anyone who cares about social mobility.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Children’s Society, Mark Russell, talks about the new children’s support hub they’re launching in London, UK in July 2024, their 140-year history, ambitions for the future and creating an evidence base to roll out a nation-wide network of support hubs.
We celebrate the £1M grant from BBC Children in Need just announced on 15th May to support the Children’s Society’s work tackling mental health. We also look at key issues affecting children, such as online grooming, poverty, exploitation, county lines, mental health, domestic abuse and more.
The Children’s Society also drives forward advocacy campaigns, formulates policy positions and aims to achieve systemic change. They have around 800 staff, 6,000 volunteers and 140,000 supporters who are part of their movement.
This episode is for everyone who’s interested in children’s wellbeing and embracing innovative thinking to drive forward positive impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Children’s Society, Mark Russell, talks about the new children’s support hub they’re launching in London, UK in July 2024, their 140-year history, ambitions for the future and creating an evidence base to roll out a nation-wide network of support hubs.
We celebrate the £1M grant from BBC Children in Need just announced on 15th May to support the Children’s Society’s work tackling mental health. We also look at key issues affecting children, such as online grooming, poverty, exploitation, county lines, mental health, domestic abuse and more.
The Children’s Society also drives forward advocacy campaigns, formulates policy positions and aims to achieve systemic change. They have around 800 staff, 6,000 volunteers and 140,000 supporters who are part of their movement.
This episode is for everyone who’s interested in children’s wellbeing and embracing innovative thinking to drive forward positive impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Secretary General of the World Organization of the Scout Movement (WOSM), Ahmad Alhendawi, joins Alberto Lidji as the 100-day countdown starts to Word Scouting’s general assembly in August 2024; bringing together members from 174 countries as they launch their new global strategy for the next 10 years; unveiling a refreshed brand, and leveraging their collective strength to tackle the UN Sustainable Development Goals (SDGs).
World Scouting has 57 million members globally and has been around for more than 100 years. Their new strategy takes a bold stand and champions key aspirations, including empowering youth to take on a more active leadership role, tackling climate and the global sustainability agenda, and committing to peace, inclusivity and dialogue.
We take a look at the challenges of managing both a global organization and a global movement; the importance of non-formal education; and the power of millions of scouts to tackle some of our world’s most pressing problems.
This is an inspiring episode showcasing how a global movement can make a positive impact and help achieve the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Secretary General of the World Organization of the Scout Movement (WOSM), Ahmad Alhendawi, joins Alberto Lidji as the 100-day countdown starts to Word Scouting’s general assembly in August 2024; bringing together members from 174 countries as they launch their new global strategy for the next 10 years; unveiling a refreshed brand, and leveraging their collective strength to tackle the UN Sustainable Development Goals (SDGs).
World Scouting has 57 million members globally and has been around for more than 100 years. Their new strategy takes a bold stand and champions key aspirations, including empowering youth to take on a more active leadership role, tackling climate and the global sustainability agenda, and committing to peace, inclusivity and dialogue.
We take a look at the challenges of managing both a global organization and a global movement; the importance of non-formal education; and the power of millions of scouts to tackle some of our world’s most pressing problems.
This is an inspiring episode showcasing how a global movement can make a positive impact and help achieve the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Africa Venture Philanthropy Alliance (AVPA), Frank Aswani, joins Alberto Lidji to discuss creating an impact ecosystem in Africa and to explore the continuum of impact capital, from traditional philanthropy to private sector capital.
A key challenge AVPA is focused on: How to solve Africa’s long-term sustainable growth financing challenge.
We explore the evolving role of philanthropy, as it moves beyond traditional grant-making and embraces a catalytic investing mindset where philanthropic assets are viewed as risk-capital. We also consider the role of philanthropists, which is key to unlocking more private capital and attracting it into the social impact space.
Whether you’re a philanthropist or engaged with corporate foundations, private equity, venture capital, government or non-profits, this episode will enlighten and enthuse you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Africa Venture Philanthropy Alliance (AVPA), Frank Aswani, joins Alberto Lidji to discuss creating an impact ecosystem in Africa and to explore the continuum of impact capital, from traditional philanthropy to private sector capital.
A key challenge AVPA is focused on: How to solve Africa’s long-term sustainable growth financing challenge.
We explore the evolving role of philanthropy, as it moves beyond traditional grant-making and embraces a catalytic investing mindset where philanthropic assets are viewed as risk-capital. We also consider the role of philanthropists, which is key to unlocking more private capital and attracting it into the social impact space.
Whether you’re a philanthropist or engaged with corporate foundations, private equity, venture capital, government or non-profits, this episode will enlighten and enthuse you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The President of the Truist Foundation, Lynette Bell, joins Alberto Lidji to discuss strengthening small businesses, developing career pathways for economic mobility, and why philanthropy is fueling the marketplace of ideas.
Find out how the Truist Foundation is co-creating programs, building the body of evidence, and how they are convening national non-profits in the US and also bringing the public sector and the corporate space into the field to drive forward positive systemic change.
The Trusit Foundation is the philanthropic arm of Truist Financial Corporation – the 6th largest bank in the USA and a purpose-driven financial institution committed to ensuring communities have an equal opportunity to thrive.
Lynette has been at Truist for her entire career, spanning more than 30 years. Working at the foundation has been the most fun she’s had during this time, and it’s given her an opportunity to co-create ideas and solutions and to use data to help drive and influence the strategy moving forward.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The President of the Truist Foundation, Lynette Bell, joins Alberto Lidji to discuss strengthening small businesses, developing career pathways for economic mobility, and why philanthropy is fueling the marketplace of ideas.
Find out how the Truist Foundation is co-creating programs, building the body of evidence, and how they are convening national non-profits in the US and also bringing the public sector and the corporate space into the field to drive forward positive systemic change.
The Trusit Foundation is the philanthropic arm of Truist Financial Corporation – the 6th largest bank in the USA and a purpose-driven financial institution committed to ensuring communities have an equal opportunity to thrive.
Lynette has been at Truist for her entire career, spanning more than 30 years. Working at the foundation has been the most fun she’s had during this time, and it’s given her an opportunity to co-create ideas and solutions and to use data to help drive and influence the strategy moving forward.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Daniela Ligiero, CEO and President of Together for Girls and Co-Founder of the Brave Movement, joins us to talk about working to end sexual violence against children and adolescents.
Daniela is a survivor of child sexual abuse and has been sharing her story publicly for around 15 years. The silence around this topic is something that needs to be tackled. Coming forward and speaking up is not easy and takes a lot courage.
Together for Girls is a global partnership uniting governments, UN Agencies, and civil society to end violence against children and adolescents, particularly sexual violence. This partnership uses a model of data and advocacy to drive action, spanning over twenty countries. With nationally led surveys, it has amassed data on over 12% of the world's population under 24 and more than 20% of children and adolescents in low-income nations.
The Brave Movement is a survivor-centered global movement fighting to end childhood sexual violence. They have two main strategies: one is to elevate and support survivor leaders and voices by showcasing their work; the second is aligned campaigning with clear focus on things such as online safety for kids and abolishing statutes of limitation.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Daniela Ligiero, CEO and President of Together for Girls and Co-Founder of the Brave Movement, joins us to talk about working to end sexual violence against children and adolescents.
Daniela is a survivor of child sexual abuse and has been sharing her story publicly for around 15 years. The silence around this topic is something that needs to be tackled. Coming forward and speaking up is not easy and takes a lot courage.
Together for Girls is a global partnership uniting governments, UN Agencies, and civil society to end violence against children and adolescents, particularly sexual violence. This partnership uses a model of data and advocacy to drive action, spanning over twenty countries. With nationally led surveys, it has amassed data on over 12% of the world's population under 24 and more than 20% of children and adolescents in low-income nations.
The Brave Movement is a survivor-centered global movement fighting to end childhood sexual violence. They have two main strategies: one is to elevate and support survivor leaders and voices by showcasing their work; the second is aligned campaigning with clear focus on things such as online safety for kids and abolishing statutes of limitation.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
We look at the world of corporate philanthropy and are delighted to host Graham Macmillan, President of Visa Foundation, and Melissa Stevens, Executive Vice President of Philanthropy at the Milken Institute.
Graham Macmillan develops and executes Visa Foundation’s impact investing and grantmaking strategy in support of its mission to help inclusive and diverse-owned micro and small businesses around the world thrive and prosper. In addition, Graham oversees all of the Foundation’s activities addressing broader community needs and humanitarian response.
Visa Foundation seeks to support inclusive economies where individuals, businesses and communities can thrive. Through grant making and investing, Visa Foundation prioritises the growth of gender diverse and inclusive small and micro businesses. The Foundation also supports broader community needs and disaster response in times of crisis.
Melissa Stevens is executive vice president of philanthropy at the Milken Institute, leading its work with individual and family philanthropists and foundations seeking to make a transformative, sustainable impact. Since co-founding MI Philanthropy in 2015, she has overseen the creation and execution of philanthropic strategies that have influenced more than $3 billion in capital and built a network for donors to collaborate and amplify their impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
We look at the world of corporate philanthropy and are delighted to host Graham Macmillan, President of Visa Foundation, and Melissa Stevens, Executive Vice President of Philanthropy at the Milken Institute.
Graham Macmillan develops and executes Visa Foundation’s impact investing and grantmaking strategy in support of its mission to help inclusive and diverse-owned micro and small businesses around the world thrive and prosper. In addition, Graham oversees all of the Foundation’s activities addressing broader community needs and humanitarian response.
Visa Foundation seeks to support inclusive economies where individuals, businesses and communities can thrive. Through grant making and investing, Visa Foundation prioritises the growth of gender diverse and inclusive small and micro businesses. The Foundation also supports broader community needs and disaster response in times of crisis.
Melissa Stevens is executive vice president of philanthropy at the Milken Institute, leading its work with individual and family philanthropists and foundations seeking to make a transformative, sustainable impact. Since co-founding MI Philanthropy in 2015, she has overseen the creation and execution of philanthropic strategies that have influenced more than $3 billion in capital and built a network for donors to collaborate and amplify their impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Kate Grant, Chief Executive of the Fistula Foundation, on receiving $15M from philanthropist MacKenzie Scott and treating women with devastating childbirth injuries.
Obstetric fistula is a devastating childbirth injury. It leaves a woman incontinent, humiliated, and—all too often—shunned by her community. Surgery is the only cure.
The Fistula Foundation is the global leader in fistula treatment, providing more surgeries to more women than any other organization, including the U.S. government and United Nations.
Since 2009, they have supported treatment in 33 countries in Africa and Asia.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Kate Grant, Chief Executive of the Fistula Foundation, on receiving $15M from philanthropist MacKenzie Scott and treating women with devastating childbirth injuries.
Obstetric fistula is a devastating childbirth injury. It leaves a woman incontinent, humiliated, and—all too often—shunned by her community. Surgery is the only cure.
The Fistula Foundation is the global leader in fistula treatment, providing more surgeries to more women than any other organization, including the U.S. government and United Nations.
Since 2009, they have supported treatment in 33 countries in Africa and Asia.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Plan International UK, Rose Caldwell, joins us back on the Do One Better Podcast to talk about their work on children’s rights, girls’ education, and their approach to localisation.
We explore why and how Plan International works with local actors, in humanitarian contexts, including youth-led organisations and those focused on girls’ and young women’s rights.
Plan International works with girls and boys growing up in some of the world’s poorest communities, making sure they have access to the education, health care, clean water and future opportunities they need to thrive.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Plan International UK, Rose Caldwell, joins us back on the Do One Better Podcast to talk about their work on children’s rights, girls’ education, and their approach to localisation.
We explore why and how Plan International works with local actors, in humanitarian contexts, including youth-led organisations and those focused on girls’ and young women’s rights.
Plan International works with girls and boys growing up in some of the world’s poorest communities, making sure they have access to the education, health care, clean water and future opportunities they need to thrive.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Ebrima Saidy, Chief Impact Officer of Save the Children International, discusses the importance and diversity of the increasingly-prominent role of the Chief Impact Officer.
At a time when many more organisations are appointing Chief Impact Officers, we consider what the role actually does, what it entails, where Chief Impact Officers come from, and what qualifications and experience they bring with them.
In 2022, Save the Children International directly reached 48.8 million children in 116 countries around the world. They responded to 107 emergencies in 66 countries, reaching 34.4million people including 18.8million children. They also contributed to 129 significant changes and implementation of policy or legislation change related to the most marginalised and deprived groups of children in different countries, regions and internationally.
This episode is for anyone who strives for positive impact on a global scale.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Ebrima Saidy, Chief Impact Officer of Save the Children International, discusses the importance and diversity of the increasingly-prominent role of the Chief Impact Officer.
At a time when many more organisations are appointing Chief Impact Officers, we consider what the role actually does, what it entails, where Chief Impact Officers come from, and what qualifications and experience they bring with them.
In 2022, Save the Children International directly reached 48.8 million children in 116 countries around the world. They responded to 107 emergencies in 66 countries, reaching 34.4million people including 18.8million children. They also contributed to 129 significant changes and implementation of policy or legislation change related to the most marginalised and deprived groups of children in different countries, regions and internationally.
This episode is for anyone who strives for positive impact on a global scale.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Iqbal Dhaliwal, Global Executive Director of MIT’s Abdul Latif Jameel Poverty Action Lab (J-PAL), and Vikrant Bhargava, Founder of Veddis Foundation, join Alberto Lidji to discuss the power of evidence, the ASPIRE partnership and the innovative Emissions Trading Scheme.
We also explore how philanthropists should decide what to fund, where and how to fund; why evidence is so important in driving forward policy change; and why policy itself should be a key focus in the philanthropic space.
The ASPIRE partnership (Alliance for Scaling Policy Impact through Research and Evidence) is a coalition of governments, philanthropic organizations, civil society groups, and research institutions.
The Emissions Trading Scheme (ETS) is a flexible, market-based approach to solving the air pollution problem in India. It works by capping emissions for a particular pollutant, like particulate matter, in a particular area. It allows sources of the pollutant, such as industrial plants, to trade emissions permits among themselves. The capping ensures emissions targets are met while trading allows this to be achieved cheaply.
The Abdul Latif Jameel Poverty Action Lab (J-PAL) is a global research center working to reduce poverty by ensuring that policy is informed by scientific evidence. Anchored by a network of more than 900 researchers at universities around the world, J-PAL conducts randomized impact evaluations to answer critical questions in the fight against poverty.
J-PAL co-founders Abhijit Banerjee and Esther Duflo, with longtime affiliate Michael Kremer, were awarded the 2019 Nobel Prize in Economics for their pioneering approach to alleviating global poverty.
Veddis Foundation invests in organisations working at the intersection of technology, policy, and impact. Veddis also partners with governments on policy implementation, effective public service delivery and governance.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Iqbal Dhaliwal, Global Executive Director of MIT’s Abdul Latif Jameel Poverty Action Lab (J-PAL), and Vikrant Bhargava, Founder of Veddis Foundation, join Alberto Lidji to discuss the power of evidence, the ASPIRE partnership and the innovative Emissions Trading Scheme.
We also explore how philanthropists should decide what to fund, where and how to fund; why evidence is so important in driving forward policy change; and why policy itself should be a key focus in the philanthropic space.
The ASPIRE partnership (Alliance for Scaling Policy Impact through Research and Evidence) is a coalition of governments, philanthropic organizations, civil society groups, and research institutions.
The Emissions Trading Scheme (ETS) is a flexible, market-based approach to solving the air pollution problem in India. It works by capping emissions for a particular pollutant, like particulate matter, in a particular area. It allows sources of the pollutant, such as industrial plants, to trade emissions permits among themselves. The capping ensures emissions targets are met while trading allows this to be achieved cheaply.
The Abdul Latif Jameel Poverty Action Lab (J-PAL) is a global research center working to reduce poverty by ensuring that policy is informed by scientific evidence. Anchored by a network of more than 900 researchers at universities around the world, J-PAL conducts randomized impact evaluations to answer critical questions in the fight against poverty.
J-PAL co-founders Abhijit Banerjee and Esther Duflo, with longtime affiliate Michael Kremer, were awarded the 2019 Nobel Prize in Economics for their pioneering approach to alleviating global poverty.
Veddis Foundation invests in organisations working at the intersection of technology, policy, and impact. Veddis also partners with governments on policy implementation, effective public service delivery and governance.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Philippa Charles, Director of the Garfield Weston Foundation, provides an insider’s view into one of the UK’s most impactful philanthropic organisations. Philippa shares the foundation’s approach to granting nearly £100 million annually, emphasising their blend of empathy, flexibility, and strategic funding that characterises their work.
The Garfield Weston Foundation, established in 1958 by Willard Garfield Weston, has grown significantly over the years. It dedicates its resources to supporting charities across the UK, demonstrating an exceptional commitment to societal improvement rooted in family values. Philippa discusses the foundation’s willingness to accept unsolicited applications and its focus on capacity building, partnerships, and research, underlining the organisation's open and responsive nature.
The foundation’s work is powered by a deep sense of family-driven purpose, enabling it to support a wide array of charitable endeavours effectively.
Philippa reflects on the foundation's commitment to responding to the most compelling needs across the UK without strict thematic restrictions. This philosophy ensures the foundation remains a versatile and impactful supporter of the country's charitable sector, embodying the spirit of philanthropy that Garfield Weston envisioned.
This episode offers profound insights into the Garfield Weston Foundation's dedication to making a difference through a thoughtful, family-oriented approach to philanthropy, showcasing the power of flexibility, empathy, and strategic funding in fostering positive societal change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Philippa Charles, Director of the Garfield Weston Foundation, provides an insider’s view into one of the UK’s most impactful philanthropic organisations. Philippa shares the foundation’s approach to granting nearly £100 million annually, emphasising their blend of empathy, flexibility, and strategic funding that characterises their work.
The Garfield Weston Foundation, established in 1958 by Willard Garfield Weston, has grown significantly over the years. It dedicates its resources to supporting charities across the UK, demonstrating an exceptional commitment to societal improvement rooted in family values. Philippa discusses the foundation’s willingness to accept unsolicited applications and its focus on capacity building, partnerships, and research, underlining the organisation's open and responsive nature.
The foundation’s work is powered by a deep sense of family-driven purpose, enabling it to support a wide array of charitable endeavours effectively.
Philippa reflects on the foundation's commitment to responding to the most compelling needs across the UK without strict thematic restrictions. This philosophy ensures the foundation remains a versatile and impactful supporter of the country's charitable sector, embodying the spirit of philanthropy that Garfield Weston envisioned.
This episode offers profound insights into the Garfield Weston Foundation's dedication to making a difference through a thoughtful, family-oriented approach to philanthropy, showcasing the power of flexibility, empathy, and strategic funding in fostering positive societal change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Don Howard, CEO of the James Irvine Foundation, sheds light on the foundation's unwavering commitment to fostering economic mobility among low-income workers in California. With a rich history dating back to 1937, the foundation has been a pivotal force, directing over $2.6 billion in grants to various organizations across California. In 2023 alone, $180 million was allocated to support initiatives aimed at creating a more inclusive and equitable society.
The foundation's mission is crystal clear: ensuring that every low-income worker in California has the power to advance economically. This goal is pursued through a multifaceted approach that includes improving access to quality jobs, enhancing workers' influence within the economy, fostering community-driven economic planning, and strengthening the safety net for those unable to advance economically.
The foundation's strategy is not just about grantmaking but also about catalyzing broader systemic change. This includes initiatives like Jobs First, a state program designed to engage communities in planning their economic futures in a way that is inclusive, equitable, and climate-resilient.
Despite the challenges, Howard remains optimistic about California's future, viewing the state's diversity and innovation as key assets in rebuilding a more inclusive middle class. He acknowledges the issues of infrastructure, climate change, and inequality but sees these as opportunities for systemic transformation. Through strategic philanthropy, community engagement, and a deep commitment to economic justice, the James Irvine Foundation is leading the way in creating a brighter future for California's low-income workers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Don Howard, CEO of the James Irvine Foundation, sheds light on the foundation's unwavering commitment to fostering economic mobility among low-income workers in California. With a rich history dating back to 1937, the foundation has been a pivotal force, directing over $2.6 billion in grants to various organizations across California. In 2023 alone, $180 million was allocated to support initiatives aimed at creating a more inclusive and equitable society.
The foundation's mission is crystal clear: ensuring that every low-income worker in California has the power to advance economically. This goal is pursued through a multifaceted approach that includes improving access to quality jobs, enhancing workers' influence within the economy, fostering community-driven economic planning, and strengthening the safety net for those unable to advance economically.
The foundation's strategy is not just about grantmaking but also about catalyzing broader systemic change. This includes initiatives like Jobs First, a state program designed to engage communities in planning their economic futures in a way that is inclusive, equitable, and climate-resilient.
Despite the challenges, Howard remains optimistic about California's future, viewing the state's diversity and innovation as key assets in rebuilding a more inclusive middle class. He acknowledges the issues of infrastructure, climate change, and inequality but sees these as opportunities for systemic transformation. Through strategic philanthropy, community engagement, and a deep commitment to economic justice, the James Irvine Foundation is leading the way in creating a brighter future for California's low-income workers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Andy Jarvis, the Director of Future of Food at the Bezos Earth Fund, delves into the critical role food systems play in both exacerbating and potentially alleviating the twin crises of climate change and biodiversity loss. The Bezos Earth Fund, established with a $10 billion commitment from Jeff Bezos, aims to address these global challenges by 2030, with a strong emphasis on equity and environmental justice.
This episode showcases some truly innovative initiatives being supported by the Fund and unpacks how the Fund is tackling the enormous environmental footprint of the current food system, which is responsible for a significant portion of global emissions and land use.
A major focus is placed on the challenges and opportunities within livestock production, identified as a key driver of both emissions and land use. Andy elucidates the Fund's strategic approach to transforming livestock systems to meet the nutritional needs of a growing global population, while also safeguarding the planet. This involves exploring innovative solutions and partnerships aimed at reducing the environmental impact of food production and consumption.
The conversation touches on the interconnected nature of food systems, emphasising the complexity of making meaningful changes within this global network. Andy's insights reveal the importance of considering the entire food system, from supply chains to consumer behaviour, in efforts to achieve a sustainable future.
This episode not only highlights the critical work being undertaken by the Bezos Earth Fund but also underscores the urgency of addressing food sustainability as a cornerstone of climate action and biodiversity conservation. Listeners are invited to contemplate the profound implications of their food choices and the innovative paths forward in creating a sustainable and equitable food future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Andy Jarvis, the Director of Future of Food at the Bezos Earth Fund, delves into the critical role food systems play in both exacerbating and potentially alleviating the twin crises of climate change and biodiversity loss. The Bezos Earth Fund, established with a $10 billion commitment from Jeff Bezos, aims to address these global challenges by 2030, with a strong emphasis on equity and environmental justice.
This episode showcases some truly innovative initiatives being supported by the Fund and unpacks how the Fund is tackling the enormous environmental footprint of the current food system, which is responsible for a significant portion of global emissions and land use.
A major focus is placed on the challenges and opportunities within livestock production, identified as a key driver of both emissions and land use. Andy elucidates the Fund's strategic approach to transforming livestock systems to meet the nutritional needs of a growing global population, while also safeguarding the planet. This involves exploring innovative solutions and partnerships aimed at reducing the environmental impact of food production and consumption.
The conversation touches on the interconnected nature of food systems, emphasising the complexity of making meaningful changes within this global network. Andy's insights reveal the importance of considering the entire food system, from supply chains to consumer behaviour, in efforts to achieve a sustainable future.
This episode not only highlights the critical work being undertaken by the Bezos Earth Fund but also underscores the urgency of addressing food sustainability as a cornerstone of climate action and biodiversity conservation. Listeners are invited to contemplate the profound implications of their food choices and the innovative paths forward in creating a sustainable and equitable food future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In a captivating conversation with Saleh Saeed OBE, the Chief Executive of the Disasters Emergency Committee (DEC), listeners are treated to an in-depth exploration of the DEC's vital role in responding to global disasters and humanitarian crises. With a history spanning 60 years, the DEC stands as a testament to the collective power of the UK's leading charities, coordinating efforts to deliver rapid and effective aid to those in dire need.
Saleh delves into the unique operational model of the DEC, emphasising its reliance on a broad partnership network that includes 15 member charities such as Oxfam, Save the Children, and the British Red Cross, alongside a strategic alliance with major UK broadcasters. This synergy enables the DEC to launch impactful appeals that galvanise public support and funding, which are crucial for immediate humanitarian response.
The discussion also sheds light on the critical criteria guiding the DEC's activation: the scale of unmet humanitarian needs, the capacity for effective intervention, and the level of public sympathy and awareness. These criteria ensure that the DEC's efforts are both necessary and supported, allowing for swift action in the wake of disasters like the recent earthquakes in Turkey and Syria, and the ongoing conflict in Ukraine, which alone raised an astonishing £420 million.
Saleh offers a behind-the-scenes look at the DEC's operational dynamics when disasters strike, highlighting the pre-established preparedness and the rapid mobilisation of resources and partnerships that enable an immediate response. This efficiency is underscored by a transparent and accountable fund distribution system that ensures donations are swiftly channeled to where they are most needed, supporting life-saving and protective aid efforts.
Moreover, the episode touches on the evolution of the DEC over its 60-year history, including the expansion of its member charities and the cap on membership to maintain effective fund distribution. Saleh also addresses the importance of ongoing support from corporates and individuals, even in times of calm, to bolster the DEC's readiness for future crises.
Saleh's message resonates with the ethos of collaboration and joint effort. He passionately advocates for greater partnership and less competition within the humanitarian and wider charity sectors, emphasising that united efforts can significantly amplify the impact and reach of aid, making a profound difference in the lives of those affected by disasters and crises.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In a captivating conversation with Saleh Saeed OBE, the Chief Executive of the Disasters Emergency Committee (DEC), listeners are treated to an in-depth exploration of the DEC's vital role in responding to global disasters and humanitarian crises. With a history spanning 60 years, the DEC stands as a testament to the collective power of the UK's leading charities, coordinating efforts to deliver rapid and effective aid to those in dire need.
Saleh delves into the unique operational model of the DEC, emphasising its reliance on a broad partnership network that includes 15 member charities such as Oxfam, Save the Children, and the British Red Cross, alongside a strategic alliance with major UK broadcasters. This synergy enables the DEC to launch impactful appeals that galvanise public support and funding, which are crucial for immediate humanitarian response.
The discussion also sheds light on the critical criteria guiding the DEC's activation: the scale of unmet humanitarian needs, the capacity for effective intervention, and the level of public sympathy and awareness. These criteria ensure that the DEC's efforts are both necessary and supported, allowing for swift action in the wake of disasters like the recent earthquakes in Turkey and Syria, and the ongoing conflict in Ukraine, which alone raised an astonishing £420 million.
Saleh offers a behind-the-scenes look at the DEC's operational dynamics when disasters strike, highlighting the pre-established preparedness and the rapid mobilisation of resources and partnerships that enable an immediate response. This efficiency is underscored by a transparent and accountable fund distribution system that ensures donations are swiftly channeled to where they are most needed, supporting life-saving and protective aid efforts.
Moreover, the episode touches on the evolution of the DEC over its 60-year history, including the expansion of its member charities and the cap on membership to maintain effective fund distribution. Saleh also addresses the importance of ongoing support from corporates and individuals, even in times of calm, to bolster the DEC's readiness for future crises.
Saleh's message resonates with the ethos of collaboration and joint effort. He passionately advocates for greater partnership and less competition within the humanitarian and wider charity sectors, emphasising that united efforts can significantly amplify the impact and reach of aid, making a profound difference in the lives of those affected by disasters and crises.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sir Peter Wanless, CEO of the NSPCC (National Society for the Prevention of Cruelty to Children), delves into their impactful work and recent legislative success driving forward the Online Safety Act.
The conversation begins with an overview of the NSPCC's mission to prevent child cruelty and protect children's rights across the UK. The episode highlights the organisation's recent legislative victories that have significantly advanced child protection law and policy.
A focal point of the discussion centers on the NSPCC's proactive engagement with policymakers and influential tech companies. This collaboration aims to address and mitigate the risks children face online, showcasing the organisation's commitment to adapting its strategies in the face of evolving digital threats to child safety.
Sir Peter emphasises the critical role of the wider community, including individuals and corporations, in supporting the NSPCC's mission. He encourages listeners to enhance their safeguarding skills and awareness through resources available on the NSPCC website and NSPCC Learning platform. These tools are designed to empower everyone to contribute effectively to a society that listens to, supports, and protects its youngest members.
The episode concludes with a powerful message: everyone has a part to play in keeping children safe. By adopting simple yet profound actions—looking up, looking out, and listening to children—we can foster an environment where children feel heard and supported.
Sir Peter's parting words inspire listeners to explore the NSPCC's website, deepen their understanding of child protection, and discover how they can make a tangible difference in the lives of children.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sir Peter Wanless, CEO of the NSPCC (National Society for the Prevention of Cruelty to Children), delves into their impactful work and recent legislative success driving forward the Online Safety Act.
The conversation begins with an overview of the NSPCC's mission to prevent child cruelty and protect children's rights across the UK. The episode highlights the organisation's recent legislative victories that have significantly advanced child protection law and policy.
A focal point of the discussion centers on the NSPCC's proactive engagement with policymakers and influential tech companies. This collaboration aims to address and mitigate the risks children face online, showcasing the organisation's commitment to adapting its strategies in the face of evolving digital threats to child safety.
Sir Peter emphasises the critical role of the wider community, including individuals and corporations, in supporting the NSPCC's mission. He encourages listeners to enhance their safeguarding skills and awareness through resources available on the NSPCC website and NSPCC Learning platform. These tools are designed to empower everyone to contribute effectively to a society that listens to, supports, and protects its youngest members.
The episode concludes with a powerful message: everyone has a part to play in keeping children safe. By adopting simple yet profound actions—looking up, looking out, and listening to children—we can foster an environment where children feel heard and supported.
Sir Peter's parting words inspire listeners to explore the NSPCC's website, deepen their understanding of child protection, and discover how they can make a tangible difference in the lives of children.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Delphine Moralis, CEO of Philea (Philanthropy Europe Association), speaks with Alberto Lidji on the evolving landscape of philanthropy in Europe.
We explore Philea's mission to foster pluralistic, just, and resilient societies that prioritise people and the planet.
We delve into recent trends in philanthropy, highlighting the shift towards trust-based approaches, unrestricted funding, and participatory grant-making, which underscore the sector's adaptability and commitment to more effective and inclusive support mechanisms.
A significant portion of the conversation is dedicated to discussing the European Philanthropy Manifesto, a strategic document advocating for a unified market for philanthropy across Europe to mitigate operational frictions and legal barriers that hinder cross-border philanthropy.
The manifesto, a result of collaborative efforts within the philanthropic community, outlines recommendations for empowering philanthropy, facilitating cross-border activities, and partnering with philanthropic organisations for the public good.
This initiative reflects Philea's proactive stance in engaging with European institutions to create a more conducive environment for philanthropy.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Delphine Moralis, CEO of Philea (Philanthropy Europe Association), speaks with Alberto Lidji on the evolving landscape of philanthropy in Europe.
We explore Philea's mission to foster pluralistic, just, and resilient societies that prioritise people and the planet.
We delve into recent trends in philanthropy, highlighting the shift towards trust-based approaches, unrestricted funding, and participatory grant-making, which underscore the sector's adaptability and commitment to more effective and inclusive support mechanisms.
A significant portion of the conversation is dedicated to discussing the European Philanthropy Manifesto, a strategic document advocating for a unified market for philanthropy across Europe to mitigate operational frictions and legal barriers that hinder cross-border philanthropy.
The manifesto, a result of collaborative efforts within the philanthropic community, outlines recommendations for empowering philanthropy, facilitating cross-border activities, and partnering with philanthropic organisations for the public good.
This initiative reflects Philea's proactive stance in engaging with European institutions to create a more conducive environment for philanthropy.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Tim Dixon, Co-Founder of More in Common: Bridging Divides in a Polarized World.
Tim discusses the organization's core mission to understand and address the growing polarization in societies worldwide. Through their innovative approach, More in Common leverages the insights of social psychology and extensive public opinion research. Their aim is to unravel the complex dynamics of societal attitudes.
Tim shares his personal journey that led to the creation of More in Common, highlighting a pivotal moment marked by the tragic murder of a close friend and colleague. This personal loss ignited his commitment to dedicating a significant part of his career to tackling societal divides. He emphasizes the importance of distinguishing between the often-sensationalized public perception and the nuanced reality on contentious issues. This gap, he notes, is evident in how the public perceives topics like immigration and refugee acceptance, which is frequently misaligned with the headlines.
A significant part of the conversation revolves around the approach to finding solutions to these divides. Tim underscores the essential role of leadership across various sectors in steering conversations and policies away from polarized and binary viewpoints. He advocates for a more evidence-based, practical approach that challenges prevailing misconceptions and promotes constructive dialogue.
Tim stresses the power of curiosity and listening in overcoming polarization. By encouraging open and respectful dialogues between people with opposing views, he believes that common ground can be found. This approach is not just about resolving conflicts but about understanding the underlying values and motivations that drive people's opinions and attitudes.
Tim highlights the critical need for leaders who can navigate through these polarized times and offer hope and practical solutions. He shares compelling examples of how changing perceptions and fostering hope can significantly impact public attitudes and willingness to engage in constructive dialogue. Tim’s insights offer a hopeful perspective on addressing one of the most pressing issues of our time - societal polarization.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Tim Dixon, Co-Founder of More in Common: Bridging Divides in a Polarized World.
Tim discusses the organization's core mission to understand and address the growing polarization in societies worldwide. Through their innovative approach, More in Common leverages the insights of social psychology and extensive public opinion research. Their aim is to unravel the complex dynamics of societal attitudes.
Tim shares his personal journey that led to the creation of More in Common, highlighting a pivotal moment marked by the tragic murder of a close friend and colleague. This personal loss ignited his commitment to dedicating a significant part of his career to tackling societal divides. He emphasizes the importance of distinguishing between the often-sensationalized public perception and the nuanced reality on contentious issues. This gap, he notes, is evident in how the public perceives topics like immigration and refugee acceptance, which is frequently misaligned with the headlines.
A significant part of the conversation revolves around the approach to finding solutions to these divides. Tim underscores the essential role of leadership across various sectors in steering conversations and policies away from polarized and binary viewpoints. He advocates for a more evidence-based, practical approach that challenges prevailing misconceptions and promotes constructive dialogue.
Tim stresses the power of curiosity and listening in overcoming polarization. By encouraging open and respectful dialogues between people with opposing views, he believes that common ground can be found. This approach is not just about resolving conflicts but about understanding the underlying values and motivations that drive people's opinions and attitudes.
Tim highlights the critical need for leaders who can navigate through these polarized times and offer hope and practical solutions. He shares compelling examples of how changing perceptions and fostering hope can significantly impact public attitudes and willingness to engage in constructive dialogue. Tim’s insights offer a hopeful perspective on addressing one of the most pressing issues of our time - societal polarization.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Larry Kramer, incoming President and Vice Chancellor of the London School of Economics (LSE), joins Alberto Lidji on the Do One Better Podcast to reflect on his 10+ years as President of the William and Flora Hewlett Foundation, discuss key lessons in philanthropy, and shed light on his aspirations for the LSE.
The Hewlett Foundation is one of the world's largest philanthropic foundations and was a leading force in creating the field of climate philanthropy. Within the context of climate, we discuss collaboration; the progress that's been achieved in the field during the past decade; adaptation vs mitigation; investing vs divesting; shifting strategies from 'raising ambitions' to 'implementation'. Spoiler alert: the direction of travel on climate is positive.
We explore the state of affairs in philanthropy and the key lessons Larry learned during his time as President of the Hewlett Foundation. Much ground is covered: from philanthropists' increased appetite for learning, experimentation, and collaboration; to encouraging journalists who cover the field of philanthropy to gain first-hand experience working in foundations; to trust-based philanthropy, and quite a bit more.
We also hear of Larry's aspirations for the London School of Economics, which he describes as pretty much 'the' global institution unlike any other university, perfectly placed to leverage its social sciences prowess to tackle the world's most pressing problems. We learn what must be done to ensure the LSE achieves greatest impact.
This episode will inform you and provide much food for thought. Please leave us a rating and a review. Join us every Monday for new and insightful conversations.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Larry Kramer, incoming President and Vice Chancellor of the London School of Economics (LSE), joins Alberto Lidji on the Do One Better Podcast to reflect on his 10+ years as President of the William and Flora Hewlett Foundation, discuss key lessons in philanthropy, and shed light on his aspirations for the LSE.
The Hewlett Foundation is one of the world's largest philanthropic foundations and was a leading force in creating the field of climate philanthropy. Within the context of climate, we discuss collaboration; the progress that's been achieved in the field during the past decade; adaptation vs mitigation; investing vs divesting; shifting strategies from 'raising ambitions' to 'implementation'. Spoiler alert: the direction of travel on climate is positive.
We explore the state of affairs in philanthropy and the key lessons Larry learned during his time as President of the Hewlett Foundation. Much ground is covered: from philanthropists' increased appetite for learning, experimentation, and collaboration; to encouraging journalists who cover the field of philanthropy to gain first-hand experience working in foundations; to trust-based philanthropy, and quite a bit more.
We also hear of Larry's aspirations for the London School of Economics, which he describes as pretty much 'the' global institution unlike any other university, perfectly placed to leverage its social sciences prowess to tackle the world's most pressing problems. We learn what must be done to ensure the LSE achieves greatest impact.
This episode will inform you and provide much food for thought. Please leave us a rating and a review. Join us every Monday for new and insightful conversations.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Maya Ziswiler, CEO of the UBS Optimus Foundation, delves into the transformative role of philanthropy in creating an impact economy. The Foundation, celebrating its 25th anniversary, focuses on education, health, and environmental initiatives.
Under Maya's leadership, the Foundation has seen considerable growth, and we explore its innovative approach in blending traditional grant-making with social investing and blended finance. This approach aims to drive systemic and catalytic impact for marginalized communities, leveraging philanthropic capital to attract commercial and government funding.
A key element of the discussion revolves around the Foundation's thematic and social investment expertise. This expertise allows for the creation of impactful partnerships and the development of a robust pipeline for philanthropic grants and social investments.
The episode also explores the Foundation's collectives, such as the social finance and climate collectives, which foster mutual learning and cross-pollination of ideas among philanthropists, experts, and grantees.
Maya shares examples of innovative collaborations and the Foundation's commitment to impact transparency, including their aim of developing an impact rating tool.
The episode concludes with Maya's personal journey in philanthropy and her vision for redefining its role in achieving sustainable impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Maya Ziswiler, CEO of the UBS Optimus Foundation, delves into the transformative role of philanthropy in creating an impact economy. The Foundation, celebrating its 25th anniversary, focuses on education, health, and environmental initiatives.
Under Maya's leadership, the Foundation has seen considerable growth, and we explore its innovative approach in blending traditional grant-making with social investing and blended finance. This approach aims to drive systemic and catalytic impact for marginalized communities, leveraging philanthropic capital to attract commercial and government funding.
A key element of the discussion revolves around the Foundation's thematic and social investment expertise. This expertise allows for the creation of impactful partnerships and the development of a robust pipeline for philanthropic grants and social investments.
The episode also explores the Foundation's collectives, such as the social finance and climate collectives, which foster mutual learning and cross-pollination of ideas among philanthropists, experts, and grantees.
Maya shares examples of innovative collaborations and the Foundation's commitment to impact transparency, including their aim of developing an impact rating tool.
The episode concludes with Maya's personal journey in philanthropy and her vision for redefining its role in achieving sustainable impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jim McCormick, CEO of the Robertson Trust, discusses the organization's move into impact investing while maintaining its core mission of combating poverty and trauma in Scotland.
Founded in 1961 from the philanthropic efforts of the Robertson sisters, the Trust has a rich history of community support, primarily funded through dividends from the family's globally renowned whisky business, Edrington, which includes brands such as The Macallan and Highland Park.
McCormick delves into the Trust's multifaceted approach, likening it to a layer cake, with foundational grant-making supporting a range of causes, from micro-grants to significant investments, and a scholarship program aimed at breaking down barriers to higher education. He highlights the Trust's evolving objectives, emphasizing capacity building and policy to create sustainable change.
The episode focuses on the Trust's move into impact investing, aiming to leverage capital to address the roots of poverty and trauma. The Trust seeks to explore blended finance opportunities, going beyond traditional grants to foster innovative solutions in partnership with experienced investors.
McCormick outlines the Trust's key thematic areas: financial security, education pathways, fair work, and emotional well-being, and shares his vision for creating investable propositions that tackle these complex issues. He also discusses the challenges and opportunities of the Scottish market and the importance of being an informed and proactive investor.
As the Trust embarks on this new journey, McCormick invites listeners to share insights and join in their mission to create lasting change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jim McCormick, CEO of the Robertson Trust, discusses the organization's move into impact investing while maintaining its core mission of combating poverty and trauma in Scotland.
Founded in 1961 from the philanthropic efforts of the Robertson sisters, the Trust has a rich history of community support, primarily funded through dividends from the family's globally renowned whisky business, Edrington, which includes brands such as The Macallan and Highland Park.
McCormick delves into the Trust's multifaceted approach, likening it to a layer cake, with foundational grant-making supporting a range of causes, from micro-grants to significant investments, and a scholarship program aimed at breaking down barriers to higher education. He highlights the Trust's evolving objectives, emphasizing capacity building and policy to create sustainable change.
The episode focuses on the Trust's move into impact investing, aiming to leverage capital to address the roots of poverty and trauma. The Trust seeks to explore blended finance opportunities, going beyond traditional grants to foster innovative solutions in partnership with experienced investors.
McCormick outlines the Trust's key thematic areas: financial security, education pathways, fair work, and emotional well-being, and shares his vision for creating investable propositions that tackle these complex issues. He also discusses the challenges and opportunities of the Scottish market and the importance of being an informed and proactive investor.
As the Trust embarks on this new journey, McCormick invites listeners to share insights and join in their mission to create lasting change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nora Bavey, Founder and General Partner of Unconventional Ventures (UV), joins us from Stockholm, Sweden, to discuss diversity within an impact investing context.
UV stands out as Europe's pioneering impact fund with a diversity lens, focusing on startups led by diverse founders committed to scalable impact tech in the Nordics and beyond.
Key Discussions:
Unconventional Ventures - A New Impact Paradigm: Bavey shares her journey from a refugee to becoming a leading figure in impact investing. She outlines UV's mission to close the funding gap and champion startups from underrepresented groups, emphasizing the importance of diverse perspectives in driving innovation and addressing pressing global challenges.
Challenges and Opportunities in Impact Investing: Nora highlights the struggles and successes of navigating the impact investing landscape. She candidly discusses the biases diverse founders face and the strategies UV employs to ensure their portfolio companies are not just "diversity tickets" but recognized for their true growth potential.
The Portfolio - A Testament to Diversity and Impact: Bavey introduces us to some of UV's portfolio companies, from Climate X's predictive climate tools to Ocean Oasis's sustainable desalination technologies. Each represents a commitment to environmental and social change, showcasing the power of diversity in driving impactful solutions.
Measuring Impact Beyond Dollars: The episode explores the complexities of impact measurement, emphasizing the need for a more nuanced approach that goes beyond financial returns to consider the broader social and environmental effects.
A Vision for the Future: Looking toward 2030, Nora expresses a cautious optimism. She advocates for a singular focus on equality as the key to addressing the broader spectrum of sustainable development goals, calling for more diverse fund managers and a greater sense of urgency within the impact investing community.
Nora Bavey's story is a powerful testament to the role of personal experience in shaping a more inclusive and effective approach to impact investing. Through Unconventional Ventures, she's not just funding startups; she's building a more equitable and sustainable future. Her call for equality and diversity in the investment world is a clarion call for change-makers everywhere. Join us as we explore the unconventional paths to creating a better world with Nora Bavey on the "Do One Better Podcast."
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nora Bavey, Founder and General Partner of Unconventional Ventures (UV), joins us from Stockholm, Sweden, to discuss diversity within an impact investing context.
UV stands out as Europe's pioneering impact fund with a diversity lens, focusing on startups led by diverse founders committed to scalable impact tech in the Nordics and beyond.
Key Discussions:
Unconventional Ventures - A New Impact Paradigm: Bavey shares her journey from a refugee to becoming a leading figure in impact investing. She outlines UV's mission to close the funding gap and champion startups from underrepresented groups, emphasizing the importance of diverse perspectives in driving innovation and addressing pressing global challenges.
Challenges and Opportunities in Impact Investing: Nora highlights the struggles and successes of navigating the impact investing landscape. She candidly discusses the biases diverse founders face and the strategies UV employs to ensure their portfolio companies are not just "diversity tickets" but recognized for their true growth potential.
The Portfolio - A Testament to Diversity and Impact: Bavey introduces us to some of UV's portfolio companies, from Climate X's predictive climate tools to Ocean Oasis's sustainable desalination technologies. Each represents a commitment to environmental and social change, showcasing the power of diversity in driving impactful solutions.
Measuring Impact Beyond Dollars: The episode explores the complexities of impact measurement, emphasizing the need for a more nuanced approach that goes beyond financial returns to consider the broader social and environmental effects.
A Vision for the Future: Looking toward 2030, Nora expresses a cautious optimism. She advocates for a singular focus on equality as the key to addressing the broader spectrum of sustainable development goals, calling for more diverse fund managers and a greater sense of urgency within the impact investing community.
Nora Bavey's story is a powerful testament to the role of personal experience in shaping a more inclusive and effective approach to impact investing. Through Unconventional Ventures, she's not just funding startups; she's building a more equitable and sustainable future. Her call for equality and diversity in the investment world is a clarion call for change-makers everywhere. Join us as we explore the unconventional paths to creating a better world with Nora Bavey on the "Do One Better Podcast."
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this inspiring episode of the Do One Better Podcast, we welcome Andrea Rasca, the visionary Chief Executive Officer of Mercato Metropolitano. As a social enterprise advocate, Rasca shares the profound philosophy that food is a human right, emphasizing the importance of healthy, sustainable, and community-centric food systems. Throughout the conversation, we delve into Mercato Metropolitano's impact across London, discussing the challenges of securing funding and finding like-minded partners for a social enterprise.
Andrea recounts his personal journey, starting from cherished family dinners in Italy to establishing a movement that redefines the food system. He vividly describes Mercato Metropolitano as not just a market but a movement, aiming to revolutionize how we perceive food in urban settings. The episode explores the symbiotic relationship between food, health, and environment, highlighting the detrimental effects of the industrial food system and the potential of sustainable practices to heal both people and the planet.
Listeners will get an inside look at how Mercato Metropolitano operates, from engaging citizens and fostering community to the careful selection and support of trading partners who align with their ethos. Andrea's narrative is a powerful reminder of the potential of passion, dedication, and community in creating change. The episode is not just a story about food but a call to action for social inclusiveness, health, and sustainability in our daily lives.
Join us as Andrea Rasca shares invaluable insights and experiences, offering inspiration and guidance to current and aspiring social entrepreneurs. This episode is a heartfelt conversation about the power of food as a tool for social good and the journey of creating a movement that feeds the future in every sense.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this inspiring episode of the Do One Better Podcast, we welcome Andrea Rasca, the visionary Chief Executive Officer of Mercato Metropolitano. As a social enterprise advocate, Rasca shares the profound philosophy that food is a human right, emphasizing the importance of healthy, sustainable, and community-centric food systems. Throughout the conversation, we delve into Mercato Metropolitano's impact across London, discussing the challenges of securing funding and finding like-minded partners for a social enterprise.
Andrea recounts his personal journey, starting from cherished family dinners in Italy to establishing a movement that redefines the food system. He vividly describes Mercato Metropolitano as not just a market but a movement, aiming to revolutionize how we perceive food in urban settings. The episode explores the symbiotic relationship between food, health, and environment, highlighting the detrimental effects of the industrial food system and the potential of sustainable practices to heal both people and the planet.
Listeners will get an inside look at how Mercato Metropolitano operates, from engaging citizens and fostering community to the careful selection and support of trading partners who align with their ethos. Andrea's narrative is a powerful reminder of the potential of passion, dedication, and community in creating change. The episode is not just a story about food but a call to action for social inclusiveness, health, and sustainability in our daily lives.
Join us as Andrea Rasca shares invaluable insights and experiences, offering inspiration and guidance to current and aspiring social entrepreneurs. This episode is a heartfelt conversation about the power of food as a tool for social good and the journey of creating a movement that feeds the future in every sense.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Kokoro, Jules Chappell, talks about their strategic work connecting, scaling and championing support of mental health.
By 2035, they want to see global momentum behind a shared understanding of what a mentally healthy world looks like. Leaders will have the evidence for how positive mental health contributes to our individual, collective and planetary health, and will be taking action against agreed targets and milestones.
This episode is for anyone who’s keen on learning more about mental health, discovering a network of funders in this area, and understanding some of the key ways to get involved and make a difference.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Kokoro, Jules Chappell, talks about their strategic work connecting, scaling and championing support of mental health.
By 2035, they want to see global momentum behind a shared understanding of what a mentally healthy world looks like. Leaders will have the evidence for how positive mental health contributes to our individual, collective and planetary health, and will be taking action against agreed targets and milestones.
This episode is for anyone who’s keen on learning more about mental health, discovering a network of funders in this area, and understanding some of the key ways to get involved and make a difference.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Chiwetel Ejiofor is an Oscar-nominated actor and engaged philanthropist, collaborating closely with the Geanco Foundation as they drive forward education, health and gender equity in Nigeria.
Chiwetel shares his journey into philanthropy, influenced by his family's medical background and his own passion for education and healthcare.
He discusses his collaboration with Afam Onyema, CEO of the Geanco Foundation, and how this partnership has led to significant advancements in education and medical care in Nigeria, particularly through the development of the Brightland Academy in Enugu.
The episode delves into Chiwetel's personal involvement in various projects, his approach to using his platform for amplifying important causes, and the transformative impact of these initiatives over the last decade.
Chiwetel's reflections offer insights into the power of philanthropy in fostering change and building a better future, particularly in challenging environments like Nigeria.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Chiwetel Ejiofor is an Oscar-nominated actor and engaged philanthropist, collaborating closely with the Geanco Foundation as they drive forward education, health and gender equity in Nigeria.
Chiwetel shares his journey into philanthropy, influenced by his family's medical background and his own passion for education and healthcare.
He discusses his collaboration with Afam Onyema, CEO of the Geanco Foundation, and how this partnership has led to significant advancements in education and medical care in Nigeria, particularly through the development of the Brightland Academy in Enugu.
The episode delves into Chiwetel's personal involvement in various projects, his approach to using his platform for amplifying important causes, and the transformative impact of these initiatives over the last decade.
Chiwetel's reflections offer insights into the power of philanthropy in fostering change and building a better future, particularly in challenging environments like Nigeria.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sharath Jeevan OBE, author of the upcoming book 'Inflection' joins us to discuss how to navigate inflection moments in leadership.
Sharath, an expert in intrinsic motivation, delved deep into the concept of 'inflection points' in leadership. These moments, as he described, are not just challenging times but are critical opportunities for leaders to reassess their direction, understand the potential of their teams, and redefine their goals. The essence of his message was clear: leadership is not a static journey but a dynamic process of continuously identifying and overcoming new challenges, or as he put it, "climbing new mountains."
One of the most striking aspects of the discussion was Sharath's emphasis on the importance of direction and team potential. He urged leaders to continuously engage in a process of self-inquiry, asking themselves about their next objectives and preparing their teams for these evolving challenges. This approach underscores the need for a clear vision and a strong, adaptable team capable of navigating through change.
Resilience and motivation, themes central to Sharath’s previous works, were again highlighted as vital for pursuing new organizational goals. He painted a vivid picture of inflection moments as intense and dramatic yet crucial for long-term success. These are the moments, he argued, that if correctly harnessed, can future-proof an organization's success.
The conversation also underscored the challenges in reconciling different timeframes within leadership. He spoke about the need to balance short-term goals with long-term visions, advocating for a direction that resonates uniquely and authentically with each organization. This balancing act is essential for maintaining a course that is both realistic and aspirational.
Perhaps most enlightening was Sharath’s sharing of his personal journey. From his initial years in the corporate world to establishing STIR Education, and now focusing on aiding leaders, his path reflects a deep understanding of the multifaceted nature of leadership. His transition from being in the ring to helping others box better symbolizes a profound shift in perspective – from direct action to empowering others.
Looking ahead, Sharath expressed his ambition to explore societal inflection points, particularly the generational challenges in leadership. His upcoming works promise to delve into how different generations can navigate these societal shifts together, thus contributing to a broader understanding of leadership in a changing world.
Sharath painted a comprehensive picture of leadership in times of change. His discussion offered invaluable lessons on the importance of recognizing and acting on inflection points, the need for resilient and motivated teams, and the continuous evolution in leadership strategies. As Sharath ptoignantly noted, not all leadership time is created equal, and the true mark of effective leadership lies in identifying and capitalizing on these pivotal moments for enduring success and impact.
Sharath Jeevan OBE, author of the upcoming book 'Inflection' joins us to discuss how to navigate inflection moments in leadership.
Sharath, an expert in intrinsic motivation, delved deep into the concept of 'inflection points' in leadership. These moments, as he described, are not just challenging times but are critical opportunities for leaders to reassess their direction, understand the potential of their teams, and redefine their goals. The essence of his message was clear: leadership is not a static journey but a dynamic process of continuously identifying and overcoming new challenges, or as he put it, "climbing new mountains."
One of the most striking aspects of the discussion was Sharath's emphasis on the importance of direction and team potential. He urged leaders to continuously engage in a process of self-inquiry, asking themselves about their next objectives and preparing their teams for these evolving challenges. This approach underscores the need for a clear vision and a strong, adaptable team capable of navigating through change.
Resilience and motivation, themes central to Sharath’s previous works, were again highlighted as vital for pursuing new organizational goals. He painted a vivid picture of inflection moments as intense and dramatic yet crucial for long-term success. These are the moments, he argued, that if correctly harnessed, can future-proof an organization's success.
The conversation also underscored the challenges in reconciling different timeframes within leadership. He spoke about the need to balance short-term goals with long-term visions, advocating for a direction that resonates uniquely and authentically with each organization. This balancing act is essential for maintaining a course that is both realistic and aspirational.
Perhaps most enlightening was Sharath’s sharing of his personal journey. From his initial years in the corporate world to establishing STIR Education, and now focusing on aiding leaders, his path reflects a deep understanding of the multifaceted nature of leadership. His transition from being in the ring to helping others box better symbolizes a profound shift in perspective – from direct action to empowering others.
Looking ahead, Sharath expressed his ambition to explore societal inflection points, particularly the generational challenges in leadership. His upcoming works promise to delve into how different generations can navigate these societal shifts together, thus contributing to a broader understanding of leadership in a changing world.
Sharath painted a comprehensive picture of leadership in times of change. His discussion offered invaluable lessons on the importance of recognizing and acting on inflection points, the need for resilient and motivated teams, and the continuous evolution in leadership strategies. As Sharath ptoignantly noted, not all leadership time is created equal, and the true mark of effective leadership lies in identifying and capitalizing on these pivotal moments for enduring success and impact.
Prof Steve Evans of the Sustainability and Conservation Research Hub at Wolfson College, University of Cambridge delves into the multifaceted approach of the Hub, which transcends traditional academic boundaries to address critical environmental challenges.
At the heart of the Hub's philosophy is the concept of a 'living lab' — a dynamic space where students, academics, alumni and various stakeholders converge to brainstorm, innovate, and implement sustainable solutions. This approach fosters a culture of practical learning and real-world application.
The hub emphasizes collaboration and shared purpose, inviting members from diverse disciplines to contribute their unique skills and perspectives towards a common goal of making the world a better place.
The Hub also places significant emphasis on mentoring and interaction across generations and disciplines. This approach not only facilitates knowledge exchange but also nurtures a community where innovative ideas can flourish.
Looking towards the future, Prof Evans envisions Wolfson College as the world's first regenerative college. This ambitious goal extends beyond sustainability; it's about actively repairing and rejuvenating the environment. The Hub aims to redefine the concept of regenerative practices in business and everyday life.
Engagement with the broader business community is another cornerstone of the Hub's strategy. The Hub encourages partnerships with sustainability-focused start-ups and other enterprises, demonstrating its openness and accessibility. This outreach is crucial for expanding the Hub's impact and integrating practical business insights into its sustainability endeavours.
Prof Evans' insights unveil a forward-thinking approach to tackling environmental challenges. By fostering interdisciplinary collaboration, encouraging innovative thinking, and aiming for regenerative solutions, the Hub is not just educating the next generation of leaders and thinkers but is actively shaping a more sustainable and conscious world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Prof Steve Evans of the Sustainability and Conservation Research Hub at Wolfson College, University of Cambridge delves into the multifaceted approach of the Hub, which transcends traditional academic boundaries to address critical environmental challenges.
At the heart of the Hub's philosophy is the concept of a 'living lab' — a dynamic space where students, academics, alumni and various stakeholders converge to brainstorm, innovate, and implement sustainable solutions. This approach fosters a culture of practical learning and real-world application.
The hub emphasizes collaboration and shared purpose, inviting members from diverse disciplines to contribute their unique skills and perspectives towards a common goal of making the world a better place.
The Hub also places significant emphasis on mentoring and interaction across generations and disciplines. This approach not only facilitates knowledge exchange but also nurtures a community where innovative ideas can flourish.
Looking towards the future, Prof Evans envisions Wolfson College as the world's first regenerative college. This ambitious goal extends beyond sustainability; it's about actively repairing and rejuvenating the environment. The Hub aims to redefine the concept of regenerative practices in business and everyday life.
Engagement with the broader business community is another cornerstone of the Hub's strategy. The Hub encourages partnerships with sustainability-focused start-ups and other enterprises, demonstrating its openness and accessibility. This outreach is crucial for expanding the Hub's impact and integrating practical business insights into its sustainability endeavours.
Prof Evans' insights unveil a forward-thinking approach to tackling environmental challenges. By fostering interdisciplinary collaboration, encouraging innovative thinking, and aiming for regenerative solutions, the Hub is not just educating the next generation of leaders and thinkers but is actively shaping a more sustainable and conscious world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Enlightening conversation with Daniela Barone Soares, the visionary CEO of Snowball Impact Investment. Discover how Snowball is reshaping the landscape of finance to foster prosperity for people and the planet.
Final Thought: Embrace the power of your investments for change. Discover how impactful investing can be the key to a sustainable future.
Don't Miss This Episode: Tune in to gain valuable insights into the dynamic world of impact investing and how it's shaping our future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Enlightening conversation with Daniela Barone Soares, the visionary CEO of Snowball Impact Investment. Discover how Snowball is reshaping the landscape of finance to foster prosperity for people and the planet.
Final Thought: Embrace the power of your investments for change. Discover how impactful investing can be the key to a sustainable future.
Don't Miss This Episode: Tune in to gain valuable insights into the dynamic world of impact investing and how it's shaping our future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this enlightening episode, we delve into the world of sustainability and carbon footprint management with Elisa Moscolin, the Executive Vice President of Sustainability at Sage and the Sage Foundation.
Elisa brings to the table a wealth of knowledge on aiding small and medium-sized businesses (SMBs) in navigating the complexities of carbon footprint accounting and sustainability practices. She emphasizes the integral role of SMBs in achieving global net zero targets and the disproportionate challenges they face in starting their sustainability journeys.
Elisa outlines Sage's dual-pronged approach to sustainability: internally striving for net zero and externally empowering SMBs to follow suit. She highlights Sage's commitment to science-based targets, aiming for a 50% reduction in emissions by 2030 and achieving net zero by 2040.
A key focus of the discussion is the innovative carbon accounting software solution, Sage Earth, which simplifies carbon footprint measurement for SMBs. This solution integrates with financial systems, offering an automated, user-friendly platform that encourages businesses to take actionable steps towards reducing their emissions.
The conversation also explores broader trends affecting SMBs, like increased regulation and the need for supportive policies. Elisa emphasizes the importance of creating an ecosystem to aid SMBs, involving banks and policymakers.
She shares her personal journey into sustainability, driven by a deep sense of responsibility and a desire to make a meaningful impact.
This episode is a must-listen for anyone interested in the intersection of business and environmental stewardship, offering valuable insights into the challenges and solutions for SMBs in the race to net zero.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this enlightening episode, we delve into the world of sustainability and carbon footprint management with Elisa Moscolin, the Executive Vice President of Sustainability at Sage and the Sage Foundation.
Elisa brings to the table a wealth of knowledge on aiding small and medium-sized businesses (SMBs) in navigating the complexities of carbon footprint accounting and sustainability practices. She emphasizes the integral role of SMBs in achieving global net zero targets and the disproportionate challenges they face in starting their sustainability journeys.
Elisa outlines Sage's dual-pronged approach to sustainability: internally striving for net zero and externally empowering SMBs to follow suit. She highlights Sage's commitment to science-based targets, aiming for a 50% reduction in emissions by 2030 and achieving net zero by 2040.
A key focus of the discussion is the innovative carbon accounting software solution, Sage Earth, which simplifies carbon footprint measurement for SMBs. This solution integrates with financial systems, offering an automated, user-friendly platform that encourages businesses to take actionable steps towards reducing their emissions.
The conversation also explores broader trends affecting SMBs, like increased regulation and the need for supportive policies. Elisa emphasizes the importance of creating an ecosystem to aid SMBs, involving banks and policymakers.
She shares her personal journey into sustainability, driven by a deep sense of responsibility and a desire to make a meaningful impact.
This episode is a must-listen for anyone interested in the intersection of business and environmental stewardship, offering valuable insights into the challenges and solutions for SMBs in the race to net zero.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Village Enterprise, Dianne Calvi, joins us to discuss their focus on ending extreme poverty in rural Africa through entrepreneurship, innovation, and collective action.
We flesh out anecdotes and delve into the statistically rigorous insights from the randomized control trials (RCTs) they’ve run to assess impact on improving lives.
We also look at the development impact bond (DIB) they’ve done with the likes of USAid and FCDO; and hear about their upcoming work with the Rwandan Government to end extreme poverty in that country by 2030.
Village Enterprise have trained more than 274,000 entrepreneurs that have started more than 80,000 businesses. This has lifted close to 1.7 million people out of extreme poverty.
This episode is for anyone who cares about ending extreme poverty (UN Sustainable Development Goal 1) and embraces an entrepreneurial spirit and the power of innovation.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Village Enterprise, Dianne Calvi, joins us to discuss their focus on ending extreme poverty in rural Africa through entrepreneurship, innovation, and collective action.
We flesh out anecdotes and delve into the statistically rigorous insights from the randomized control trials (RCTs) they’ve run to assess impact on improving lives.
We also look at the development impact bond (DIB) they’ve done with the likes of USAid and FCDO; and hear about their upcoming work with the Rwandan Government to end extreme poverty in that country by 2030.
Village Enterprise have trained more than 274,000 entrepreneurs that have started more than 80,000 businesses. This has lifted close to 1.7 million people out of extreme poverty.
This episode is for anyone who cares about ending extreme poverty (UN Sustainable Development Goal 1) and embraces an entrepreneurial spirit and the power of innovation.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Conciliation Resources' Executive Director, Jonathan Cohen, provides a candid look at the world of peacebuilding. We explore the ways peacebuilding happens, the investments required, and the different types of organisations that are involved -- from analysis, to on-the-ground mediation, diplomacy and more.
Conciliation Resources works with people impacted by war and violence, bringing diverse voices together to make change that lasts. They connect the views of people on the ground with political processes, and share experience and expertise so others can find creative responses to conflict.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Conciliation Resources' Executive Director, Jonathan Cohen, provides a candid look at the world of peacebuilding. We explore the ways peacebuilding happens, the investments required, and the different types of organisations that are involved -- from analysis, to on-the-ground mediation, diplomacy and more.
Conciliation Resources works with people impacted by war and violence, bringing diverse voices together to make change that lasts. They connect the views of people on the ground with political processes, and share experience and expertise so others can find creative responses to conflict.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
JP Morgan Private Bank’s Oliver Gregson provides an insightful look at leveraging resources for social good. The conversation is wide-ranging and delves into clients’ changing approach to doing good, the bank’s work, and Oliver’s personal narrative that includes social good, the environment and finance.
Sustainability, climate and the environment are personal passions for Oliver. Since his days at the University of Nottingham where Oliver graduated with a Bachelor of Applied Science in Environmental Biology, he has held a variety of roles over a 23-year career in Financial Services.
Oliver is a member of the UK Philanthropy Governance Committee of the J.P. Morgan Corporate Foundation, focusing on Small Business and ESG. Working with partners, he also co-leads the sustainability vision for the International Private Bank and established the Global Private Bank’s Sustainable Investment Summit.
Oliver is currently a member of the NSPCC’s Child Safety Online Taskforce, was previously a Non-Executive Director at Finance Earth, and previously a Trustee for Blue Ventures Marine Conservation. He was also a Council Member until 2020 of the Sustainable Markets Initiative, focusing on the need to accelerate global progress towards a sustainable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
JP Morgan Private Bank’s Oliver Gregson provides an insightful look at leveraging resources for social good. The conversation is wide-ranging and delves into clients’ changing approach to doing good, the bank’s work, and Oliver’s personal narrative that includes social good, the environment and finance.
Sustainability, climate and the environment are personal passions for Oliver. Since his days at the University of Nottingham where Oliver graduated with a Bachelor of Applied Science in Environmental Biology, he has held a variety of roles over a 23-year career in Financial Services.
Oliver is a member of the UK Philanthropy Governance Committee of the J.P. Morgan Corporate Foundation, focusing on Small Business and ESG. Working with partners, he also co-leads the sustainability vision for the International Private Bank and established the Global Private Bank’s Sustainable Investment Summit.
Oliver is currently a member of the NSPCC’s Child Safety Online Taskforce, was previously a Non-Executive Director at Finance Earth, and previously a Trustee for Blue Ventures Marine Conservation. He was also a Council Member until 2020 of the Sustainable Markets Initiative, focusing on the need to accelerate global progress towards a sustainable future.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The President of the Harry Frank Guggenheim Foundation, Daniel F. Wilhelm, explains why it’s important to create and disseminate knowledge against violence.
At the Foundation, they support research across all forms of violence, including war, crime, and human aggression, with the aim of understanding the causes of violence, how it manifests itself and how to control it. They inform policymakers and practitioners, and drive public discourse.
We get insight into their various partnerships, including the work they’re doing with the MacArthur Foundation and others on the Global Innovations on Youth Violence, Safety and Justice initiative, which seeks to tackle youth violence and promote youth safety and criminal justice reform.
We discuss specific areas of research, such as the implications of adolescence and brain development, where young persons aged 18 to 24 are legally adults but may not physically be fully developed adults just yet. The brain is physically developing until the age of 24 and consequently young persons are more involved in the commission of crimes and acts of violence than older adults. From a policy perspective, this begs the question: how do you deal with this cohort of young persons whose brains are still developing, who are more likely to commit crimes and who are different than older adults?
We also hear about the funding the Foundation provides researchers across different phases of their careers, from identifying up-and-coming ‘emerging scholars’ (junior researchers who are PhD candidates focused on violence) to supporting established academics via their ‘distinguished scholars’ program, and their ‘African Fellows’ initiative focused on those academics who are conducting research on violence at African universities.
This episode provides a fascinating look into the world of knowledge-creation to tackle violence.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The President of the Harry Frank Guggenheim Foundation, Daniel F. Wilhelm, explains why it’s important to create and disseminate knowledge against violence.
At the Foundation, they support research across all forms of violence, including war, crime, and human aggression, with the aim of understanding the causes of violence, how it manifests itself and how to control it. They inform policymakers and practitioners, and drive public discourse.
We get insight into their various partnerships, including the work they’re doing with the MacArthur Foundation and others on the Global Innovations on Youth Violence, Safety and Justice initiative, which seeks to tackle youth violence and promote youth safety and criminal justice reform.
We discuss specific areas of research, such as the implications of adolescence and brain development, where young persons aged 18 to 24 are legally adults but may not physically be fully developed adults just yet. The brain is physically developing until the age of 24 and consequently young persons are more involved in the commission of crimes and acts of violence than older adults. From a policy perspective, this begs the question: how do you deal with this cohort of young persons whose brains are still developing, who are more likely to commit crimes and who are different than older adults?
We also hear about the funding the Foundation provides researchers across different phases of their careers, from identifying up-and-coming ‘emerging scholars’ (junior researchers who are PhD candidates focused on violence) to supporting established academics via their ‘distinguished scholars’ program, and their ‘African Fellows’ initiative focused on those academics who are conducting research on violence at African universities.
This episode provides a fascinating look into the world of knowledge-creation to tackle violence.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Between 2010 and 2015, David served in the UK’s Coalition Government as Chief Secretary to the Treasury, Schools Minister, and Cabinet Office Minister. Whilst Schools Minister he was responsible for policy areas including all capital and revenue funding, the Pupil Premium, accountability and policy on teachers and leadership. Since 2015, David has been Chairman of the Education Policy Institute.
In this episode we focus on narrowing the education gap between rich and poor and delve into various areas, including creating and communicating a strong evidence base, engaging with policymakers and the media, the possible introduction of Value Added Tax to independent schools, and quite a bit more.
As someone who served as Schools Minister, David has key insight on how to engage with policymakers effectively and ensuring research reaches decision-makers at the right time.
Translating and summarising complex research, and boiling it down to the policy impact, is actually not the challenging part. The bigger challenge is in ensuring policymakers take note of the research even when it doesn’t align with their own views and, also, in ensuring research cuts right through policymakers’ busy diaries and grabs their attention.
Narrowing the education gap between rich and poor is one of David’s key focus areas. He explains how in the UK we have some of the best universities in the world, but there is a tail of underachievement which is very long and highly associated with income and social class, which is the weakness of the UK education system. If we can close the gap between rich and poor we’d have an education system that would genuinely be one of the very best in the world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Between 2010 and 2015, David served in the UK’s Coalition Government as Chief Secretary to the Treasury, Schools Minister, and Cabinet Office Minister. Whilst Schools Minister he was responsible for policy areas including all capital and revenue funding, the Pupil Premium, accountability and policy on teachers and leadership. Since 2015, David has been Chairman of the Education Policy Institute.
In this episode we focus on narrowing the education gap between rich and poor and delve into various areas, including creating and communicating a strong evidence base, engaging with policymakers and the media, the possible introduction of Value Added Tax to independent schools, and quite a bit more.
As someone who served as Schools Minister, David has key insight on how to engage with policymakers effectively and ensuring research reaches decision-makers at the right time.
Translating and summarising complex research, and boiling it down to the policy impact, is actually not the challenging part. The bigger challenge is in ensuring policymakers take note of the research even when it doesn’t align with their own views and, also, in ensuring research cuts right through policymakers’ busy diaries and grabs their attention.
Narrowing the education gap between rich and poor is one of David’s key focus areas. He explains how in the UK we have some of the best universities in the world, but there is a tail of underachievement which is very long and highly associated with income and social class, which is the weakness of the UK education system. If we can close the gap between rich and poor we’d have an education system that would genuinely be one of the very best in the world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Chief Executive of the Refugee Council, Enver Solomon, joins us to discuss the refugee crisis and shed light on the work of the Refugee Council and the context in which they operate.
Every day, refugees are risking their lives by coming on boats from Continental Europe to the UK, and we see a political response of building walls and enforceability.
We explore the realities on the ground and the electoral challenges faced by policymakers, within a backdrop of heightened economic insecurity which often drives xenophobia.
Enver Solomon provides specific tips on how to be an effective advocate for refugees and universal values, and explains why engaging with policymakers and the public is essential for an effective communications strategy.
The Refugee Council was founded in 1951, following the creation of the UN Refugee Convention. They exist to support and empower people who have fled conflict, violence and persecution in order to rebuild their lives in the UK. They work with more than 13,000 women, men and children each year.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Chief Executive of the Refugee Council, Enver Solomon, joins us to discuss the refugee crisis and shed light on the work of the Refugee Council and the context in which they operate.
Every day, refugees are risking their lives by coming on boats from Continental Europe to the UK, and we see a political response of building walls and enforceability.
We explore the realities on the ground and the electoral challenges faced by policymakers, within a backdrop of heightened economic insecurity which often drives xenophobia.
Enver Solomon provides specific tips on how to be an effective advocate for refugees and universal values, and explains why engaging with policymakers and the public is essential for an effective communications strategy.
The Refugee Council was founded in 1951, following the creation of the UN Refugee Convention. They exist to support and empower people who have fled conflict, violence and persecution in order to rebuild their lives in the UK. They work with more than 13,000 women, men and children each year.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The UK Supreme Court’s CEO, Vicky Fox, sheds light into her fascinating work and a range of initiatives focused on community outreach, education, and driving forward more diversity, accessibility and transparency.
Many people do not know the UK Supreme Court has a CEO and, indeed, many other countries' top courts also have CEOs. The Court does much international work and Vicky has met her counterparts in the USA, Canada, France, and Germany.
Vicky is in charge of all the non-judicial functions of the Court, including the running of an effective and efficient court, taking into account the lifecycle of a case – from the minute it enters their doors to the minute it leaves.
The Court runs a range of programmes to engage with communities. One such programme is called ‘Ask a Justice’ where a justice shows up in a classroom virtually and answers questions from students for an hour, leading to thoughtful, challenging, provocative interactions.
We also learn of their drive to encourage more diversity in the legal profession. The Court’s initiatives address the entire career pipeline, from schools and universities to very senior, experienced judges. They work in partnership with many organisations, including a charity called ‘Bridging the Bar’, focusing on helping underrepresented groups into the legal profession.
Listen to this episode for some great insight and inspiration!
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The UK Supreme Court’s CEO, Vicky Fox, sheds light into her fascinating work and a range of initiatives focused on community outreach, education, and driving forward more diversity, accessibility and transparency.
Many people do not know the UK Supreme Court has a CEO and, indeed, many other countries' top courts also have CEOs. The Court does much international work and Vicky has met her counterparts in the USA, Canada, France, and Germany.
Vicky is in charge of all the non-judicial functions of the Court, including the running of an effective and efficient court, taking into account the lifecycle of a case – from the minute it enters their doors to the minute it leaves.
The Court runs a range of programmes to engage with communities. One such programme is called ‘Ask a Justice’ where a justice shows up in a classroom virtually and answers questions from students for an hour, leading to thoughtful, challenging, provocative interactions.
We also learn of their drive to encourage more diversity in the legal profession. The Court’s initiatives address the entire career pipeline, from schools and universities to very senior, experienced judges. They work in partnership with many organisations, including a charity called ‘Bridging the Bar’, focusing on helping underrepresented groups into the legal profession.
Listen to this episode for some great insight and inspiration!
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Martin Frick is the Director of the World Food Programme’s Global Office in Berlin. We look at the global food crisis, how it relates to climate change and biodiversity, and explore how to move social drivers to empower people to make a positive difference.
The World Food Programme is the world’s largest humanitarian organisation with 24,000 colleagues all over the world, particularly in the toughest regions of the planet – working with almost 1,000 NGOs and active in places where often times no other agencies are on the ground.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Martin Frick is the Director of the World Food Programme’s Global Office in Berlin. We look at the global food crisis, how it relates to climate change and biodiversity, and explore how to move social drivers to empower people to make a positive difference.
The World Food Programme is the world’s largest humanitarian organisation with 24,000 colleagues all over the world, particularly in the toughest regions of the planet – working with almost 1,000 NGOs and active in places where often times no other agencies are on the ground.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Institute of Imagination, Martin Allen Morales, joins us to discuss creativity and imagination.
Imagination is a critical life skill and in this episode we explore how to unlock imagination in our children, encourage teachers to embrace this topic, and inform policy-makers so we transform an education system that often stifles imagination.
The Institute of Imagination is a pioneering education charity, working with parents, teachers, youth and community leaders, and academics, designing and delivering creative workshops across the arts, sciences and digital technologies (STEAM) for children aged 5-11 years old.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Institute of Imagination, Martin Allen Morales, joins us to discuss creativity and imagination.
Imagination is a critical life skill and in this episode we explore how to unlock imagination in our children, encourage teachers to embrace this topic, and inform policy-makers so we transform an education system that often stifles imagination.
The Institute of Imagination is a pioneering education charity, working with parents, teachers, youth and community leaders, and academics, designing and delivering creative workshops across the arts, sciences and digital technologies (STEAM) for children aged 5-11 years old.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Akshaya Patra Foundation is one of the world’s largest and perhaps most celebrated school meals programmes, currently serving 2.5 million children every day, in India and the UK, having served nearly 4 billion meals.
Bhawani Singh Shekhawat sits on the Board of the Akshaya Patra Foundation, advocates for cross-sector collaboration and provides insight into his personal journey, transitioning from corporate success to non-profit social impact.
This episode focuses on nutrition and education, UN Sustainable Development Goals (SDGs) 2 and 4 respectively, and the conversation provides an inspirational example of transformative change at scale.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Akshaya Patra Foundation is one of the world’s largest and perhaps most celebrated school meals programmes, currently serving 2.5 million children every day, in India and the UK, having served nearly 4 billion meals.
Bhawani Singh Shekhawat sits on the Board of the Akshaya Patra Foundation, advocates for cross-sector collaboration and provides insight into his personal journey, transitioning from corporate success to non-profit social impact.
This episode focuses on nutrition and education, UN Sustainable Development Goals (SDGs) 2 and 4 respectively, and the conversation provides an inspirational example of transformative change at scale.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Rachel Sandby-Thomas sits on the UK Labour Party’s Council of Skills Advisors and is the Registrar of the University of Warwick. This episode focuses on skills and social mobility and explores resilience, soft skills, the impact of AI, the power of mentorship, and more.
Rachel has had a long career in the UK Civil Service, the last 8 years of which were as a Director General in the Department of Business, Innovation and Skills where she covered legal, corporate services and policy (skills, regulation, large and small businesses, local growth). She joined the UK Civil Service as a lawyer from Linklaters.
Skills are essential to productivity and growth, and this episode is for everyone who wishes to understand the broader context and specific opportunities.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Rachel Sandby-Thomas sits on the UK Labour Party’s Council of Skills Advisors and is the Registrar of the University of Warwick. This episode focuses on skills and social mobility and explores resilience, soft skills, the impact of AI, the power of mentorship, and more.
Rachel has had a long career in the UK Civil Service, the last 8 years of which were as a Director General in the Department of Business, Innovation and Skills where she covered legal, corporate services and policy (skills, regulation, large and small businesses, local growth). She joined the UK Civil Service as a lawyer from Linklaters.
Skills are essential to productivity and growth, and this episode is for everyone who wishes to understand the broader context and specific opportunities.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Liesel Pritzker Simmons brings us into the origins of the IDP Foundation, which she co-founded with her mother, Irene Pritzker.
The foundation’s mission: To participate in building a sustainable education ecosystem that embraces a mixed economy of provision, and caters for all children through access to finance for low-fee private schools, quality interventions and advocacy in Africa and beyond.
Corina Gardner joined the IDP Foundation as its CEO in 2020 and she starts by providing a broader context on the state of global education (SDG4) and how they’re driving systemic change.
The IDP Foundation is an active funder and champion for the complementary role that the non-state education sector plays in supporting national education systems.
Governments are responsible for providing quality free education for all children, however in many developing countries this is not happening, despite often meeting, or exceeding, recommended UNESCO benchmarks on budget allocation.
As a funding partner and champion of the affordable non-state education sector (ANS), the IDP Foundation believes that low-fee private schools play a crucial role in increasing access to education and improving learning outcomes in low and lower-middle income countries.
They call for the global recognition, integration and support of this sector as part of a centrally-governed mixed economy of provision that embraces all hands on deck to build resilience into national education systems.
This episode will inform and inspire you, from education and policy to philanthropy and innovative finance, there is something for everyone.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Liesel Pritzker Simmons brings us into the origins of the IDP Foundation, which she co-founded with her mother, Irene Pritzker.
The foundation’s mission: To participate in building a sustainable education ecosystem that embraces a mixed economy of provision, and caters for all children through access to finance for low-fee private schools, quality interventions and advocacy in Africa and beyond.
Corina Gardner joined the IDP Foundation as its CEO in 2020 and she starts by providing a broader context on the state of global education (SDG4) and how they’re driving systemic change.
The IDP Foundation is an active funder and champion for the complementary role that the non-state education sector plays in supporting national education systems.
Governments are responsible for providing quality free education for all children, however in many developing countries this is not happening, despite often meeting, or exceeding, recommended UNESCO benchmarks on budget allocation.
As a funding partner and champion of the affordable non-state education sector (ANS), the IDP Foundation believes that low-fee private schools play a crucial role in increasing access to education and improving learning outcomes in low and lower-middle income countries.
They call for the global recognition, integration and support of this sector as part of a centrally-governed mixed economy of provision that embraces all hands on deck to build resilience into national education systems.
This episode will inform and inspire you, from education and policy to philanthropy and innovative finance, there is something for everyone.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Community Jameel’s Director, George Richards, talks about their support of the Abdul Latif Jameel Poverty Action Lab (J-PAL) and numerous other initiatives supporting bright talent beyond the lab and across the globe.
In 2019, the Nobel Prize for Economics was awarded to J-PAL’s co-founders, Esther Duflo and Abhijit Banerjee, and long-time J-PAL affiliate Michael Kremer, for their experimental approach to alleviating global poverty. Community Jameel has supported and partnered with J-PAL since 2005.
George explains how Community Jameel supports scientists, humanitarians, technologists and creatives to understand and address pressing human challenges. An inspiring conversation shedding light on the power of philanthropy.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Community Jameel’s Director, George Richards, talks about their support of the Abdul Latif Jameel Poverty Action Lab (J-PAL) and numerous other initiatives supporting bright talent beyond the lab and across the globe.
In 2019, the Nobel Prize for Economics was awarded to J-PAL’s co-founders, Esther Duflo and Abhijit Banerjee, and long-time J-PAL affiliate Michael Kremer, for their experimental approach to alleviating global poverty. Community Jameel has supported and partnered with J-PAL since 2005.
George explains how Community Jameel supports scientists, humanitarians, technologists and creatives to understand and address pressing human challenges. An inspiring conversation shedding light on the power of philanthropy.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Valuable 500, Katy Talikowska, advocates for synchronised collective action; using the power of business to drive lasting change for the 1.3 billion people around the world who are living with a disability.
The Valuable 500 is a collective of 500 businesses, representing 22 million employees, chaired by Paul Polman, who are innovating for disability inclusion.
Through synchronised collective action, they are tackling three systems barriers:
(1) Lack of representation
(2) Lack of disability reporting
(3) Lack of disability in leadership
On 3rd December 2025, in Tokyo, they will host the Valuable 500 Accountability Summit, where they’ll convene their 500 companies to report on their progress against the above three synchronised collective actions.
At the Valuable 500, they won’t stop until everyone is seen and valued equally.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Valuable 500, Katy Talikowska, advocates for synchronised collective action; using the power of business to drive lasting change for the 1.3 billion people around the world who are living with a disability.
The Valuable 500 is a collective of 500 businesses, representing 22 million employees, chaired by Paul Polman, who are innovating for disability inclusion.
Through synchronised collective action, they are tackling three systems barriers:
(1) Lack of representation
(2) Lack of disability reporting
(3) Lack of disability in leadership
On 3rd December 2025, in Tokyo, they will host the Valuable 500 Accountability Summit, where they’ll convene their 500 companies to report on their progress against the above three synchronised collective actions.
At the Valuable 500, they won’t stop until everyone is seen and valued equally.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Chancellor of Reach University, Mallory Dwinal-Palisch, joins us to discuss teacher shortages in the USA and their innovative apprenticeship route helping those from minority and disadvantaged backgrounds join the teaching profession.
Reach University’s approach addresses and tackles the hurdles that often stand in the way of people’s dreams of studying to become a teacher. From a lack of childcare and high costs, to geographic distances and poor alignment between subjects studied and local school districts’ needs.
Mallory dedicates her life's work to building equity-focused educational models. She is a Rhodes Scholar; holds a BA in Economics from Northwestern University, an MBA from Harvard Business School, and a PhD from Oxford University.
Whether you are passionate about education, care deeply about social mobility, or are curious to understand how economics can be leveraged to drive social impact, this episode is for you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Chancellor of Reach University, Mallory Dwinal-Palisch, joins us to discuss teacher shortages in the USA and their innovative apprenticeship route helping those from minority and disadvantaged backgrounds join the teaching profession.
Reach University’s approach addresses and tackles the hurdles that often stand in the way of people’s dreams of studying to become a teacher. From a lack of childcare and high costs, to geographic distances and poor alignment between subjects studied and local school districts’ needs.
Mallory dedicates her life's work to building equity-focused educational models. She is a Rhodes Scholar; holds a BA in Economics from Northwestern University, an MBA from Harvard Business School, and a PhD from Oxford University.
Whether you are passionate about education, care deeply about social mobility, or are curious to understand how economics can be leveraged to drive social impact, this episode is for you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Head of the Wimbledon Foundation, Paige Murphy, talks with Alberto Lidji, former CEO of the Novak Djokovic Foundation, about the charitable work of the Wimbledon Foundation, their key partnerships and the invaluable role of sports in providing essential skills for education and employment.
The Wimbledon Foundation is the official charity of the All England Lawn Tennis Club and the Championships. Their mission is to champion opportunity for all, and they aim to leverage the resources of the Club and the Championships to make a positive difference in people’s lives.
As the Wimbledon Foundation approaches its 10th Anniversary, we learn about their trajectory; their COVID response work; and their current support of 100 local charities in the London boroughs of Merton and Wandsworth, key partnerships with WaterAid and the British Red Cross, and their support of ‘Set for Success’ – an initiative delivered by the Youth Sport Trust that is also supported by Barclays – the official banking partner of the Championships.
Interestingly, the Wimbledon Foundation does not focus on tennis. Rather, their goals are to strengthen the local community, promote active and healthy lives, inspire the next generation of young people, and respond at times of need. They support their partners in diverse ways and are always thinking creatively about how to make a difference.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The Head of the Wimbledon Foundation, Paige Murphy, talks with Alberto Lidji, former CEO of the Novak Djokovic Foundation, about the charitable work of the Wimbledon Foundation, their key partnerships and the invaluable role of sports in providing essential skills for education and employment.
The Wimbledon Foundation is the official charity of the All England Lawn Tennis Club and the Championships. Their mission is to champion opportunity for all, and they aim to leverage the resources of the Club and the Championships to make a positive difference in people’s lives.
As the Wimbledon Foundation approaches its 10th Anniversary, we learn about their trajectory; their COVID response work; and their current support of 100 local charities in the London boroughs of Merton and Wandsworth, key partnerships with WaterAid and the British Red Cross, and their support of ‘Set for Success’ – an initiative delivered by the Youth Sport Trust that is also supported by Barclays – the official banking partner of the Championships.
Interestingly, the Wimbledon Foundation does not focus on tennis. Rather, their goals are to strengthen the local community, promote active and healthy lives, inspire the next generation of young people, and respond at times of need. They support their partners in diverse ways and are always thinking creatively about how to make a difference.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
GiveOut’s Executive Director, Rupert Abbott, joins us to discuss the LGBTI movement through a human rights lens, and GiveOut’s work enabling the LGBTI community and its allies to give in one place to support this cause.
We also explore GiveOut’s drive to increase philanthropic funding and the increasing importance of corporate support.
GiveOut is an international LGBTQI community foundation working closely with many grassroots organisations.
Rupert Abbott qualified as a lawyer at the global firm Baker & McKenzie and was awarded a high commendation by the Law Society for his pro bono human rights work. He studied law at the University of Sussex and holds a BA and MA in modern history from the University of Oxford.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
GiveOut’s Executive Director, Rupert Abbott, joins us to discuss the LGBTI movement through a human rights lens, and GiveOut’s work enabling the LGBTI community and its allies to give in one place to support this cause.
We also explore GiveOut’s drive to increase philanthropic funding and the increasing importance of corporate support.
GiveOut is an international LGBTQI community foundation working closely with many grassroots organisations.
Rupert Abbott qualified as a lawyer at the global firm Baker & McKenzie and was awarded a high commendation by the Law Society for his pro bono human rights work. He studied law at the University of Sussex and holds a BA and MA in modern history from the University of Oxford.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Save the Children Global Ventures, Paul Ronalds, joins us to talk about the impact investing side of Save the Children – unlocking capital and backing truly interesting initiatives around health, education, child protection and climate.
Save the Children Global Ventures complements traditional grant-making and philanthropy with an increased use of innovative financing instruments, including loans, guarantees and blended finance funds. They work with a wide range of start-ups and investors, and are establishing a family of impact funds to crowd-in private sector investment to help achieve the UN Sustainable Development Goals (SDGs).
Paul has served as a senior advisor to two Australian Prime Ministers; was Deputy CEO of World Vision Australia and, for the last nine years, served as CEO of Save the Children Australia.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of Save the Children Global Ventures, Paul Ronalds, joins us to talk about the impact investing side of Save the Children – unlocking capital and backing truly interesting initiatives around health, education, child protection and climate.
Save the Children Global Ventures complements traditional grant-making and philanthropy with an increased use of innovative financing instruments, including loans, guarantees and blended finance funds. They work with a wide range of start-ups and investors, and are establishing a family of impact funds to crowd-in private sector investment to help achieve the UN Sustainable Development Goals (SDGs).
Paul has served as a senior advisor to two Australian Prime Ministers; was Deputy CEO of World Vision Australia and, for the last nine years, served as CEO of Save the Children Australia.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The founder and director of the Sanctuary Foundation, Krish Kandiah, talks about the importance of welcoming refugees into our communities. He describes the work of the Sanctuary Foundation and shares his own personal experience of opening his home and welcoming refugees to live with his family.
Despite what the negative headlines might suggest, the British public has demonstrated great warmth and generosity, opening their homes to complete strangers who seek refuge from war and conflict in Ukraine and elsewhere.
The pendulum of public attitudes is moving in the right direction and there’s much we can do to build on this momentum. Just days after marking World Refugee Day on 20th June 2023, this episode will inform, inspire, and prompt you to do more.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The founder and director of the Sanctuary Foundation, Krish Kandiah, talks about the importance of welcoming refugees into our communities. He describes the work of the Sanctuary Foundation and shares his own personal experience of opening his home and welcoming refugees to live with his family.
Despite what the negative headlines might suggest, the British public has demonstrated great warmth and generosity, opening their homes to complete strangers who seek refuge from war and conflict in Ukraine and elsewhere.
The pendulum of public attitudes is moving in the right direction and there’s much we can do to build on this momentum. Just days after marking World Refugee Day on 20th June 2023, this episode will inform, inspire, and prompt you to do more.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Ahead of World Refugee Day on 20th June 2023, Emma Cherniavsky, UK CEO of the UN Refugee Agency (UNHCR) joins us to discuss the refugee and displaced persons crisis.
Emma explains that World Refugee Day is a time to celebrate what refugees have brought to our countries, societies and communities. It’s a time to celebrate the courage, resilience, and extraordinary contributions of refugees and displaced persons.
This episode provides context of the refugee and displaced persons crisis across the globe and highlights the importance of changing the negative narratives often projected in the media.
We shed light on the work of the UNHCR, both on the front lines and in host countries -- ranging from emergency, humanitarian aid to long-term initiatives focused on education, employability, and inclusion.
Our conversation also explores the wide range of partnerships with NGOs, government and other sectors in support of UNHCR’s work, and we pay specific attention to the increasing importance and relevance of the private sector in helping drive this work forward.
We conclude on a positive note, shedding light on the immense levels of public generosity and provide a range of ways in which folks can get involved.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Ahead of World Refugee Day on 20th June 2023, Emma Cherniavsky, UK CEO of the UN Refugee Agency (UNHCR) joins us to discuss the refugee and displaced persons crisis.
Emma explains that World Refugee Day is a time to celebrate what refugees have brought to our countries, societies and communities. It’s a time to celebrate the courage, resilience, and extraordinary contributions of refugees and displaced persons.
This episode provides context of the refugee and displaced persons crisis across the globe and highlights the importance of changing the negative narratives often projected in the media.
We shed light on the work of the UNHCR, both on the front lines and in host countries -- ranging from emergency, humanitarian aid to long-term initiatives focused on education, employability, and inclusion.
Our conversation also explores the wide range of partnerships with NGOs, government and other sectors in support of UNHCR’s work, and we pay specific attention to the increasing importance and relevance of the private sector in helping drive this work forward.
We conclude on a positive note, shedding light on the immense levels of public generosity and provide a range of ways in which folks can get involved.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Hilary Cottam joins us to explore the field of social design and rethinking our vertical, post-war systems so as to ensure that we are not simply putting 1950s systems online, but rather are actually embracing a digital mindset with collaboration and sharing that are front and centre, being mindful that today’s challenges are vast and urgent and we need to think about them differently and rethink how we design new social systems that are fit for purpose.
So, whether you’re a policy maker, a corporate strategist or want to glean what the future of our society could look like, today’s episode is for you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Hilary Cottam joins us to explore the field of social design and rethinking our vertical, post-war systems so as to ensure that we are not simply putting 1950s systems online, but rather are actually embracing a digital mindset with collaboration and sharing that are front and centre, being mindful that today’s challenges are vast and urgent and we need to think about them differently and rethink how we design new social systems that are fit for purpose.
So, whether you’re a policy maker, a corporate strategist or want to glean what the future of our society could look like, today’s episode is for you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Global Fund to End Modern Slavery, Sophie Otiende, advocates for a survivor-led environment, enabling those with lived experience to have space, use their voice and become leaders in tackling modern slavery.
Sophie was trafficked as a child and is herself a survivor-leader; she knows what it feels like to be in a policy discussion where she’s the only person in the room who’s actually experienced human trafficking and to realise that the others in that room are observers of this problem.
At the Fund, they have developed a unique toolkit to help organisations understand themselves better and develop a roadmap enabling them to bring survivors into decision-making leadership positions. You can’t just tell people that something is wrong. You need to provide them with tools and roadmaps that lead to the meaningful inclusion of those who have lived experience.
There are many facets to this, from being mindful of the language that is used so that it’s accessible to everyone – not just policymakers or academics – to appreciating the power dynamics between funders and beneficiaries. Oftentimes, beneficiaries feel a sense of indignity and struggle to find their voice and make their views known.
In the past, most of the leaders tackling modern slavery have not had lived experience, which means most policies and programmes were defined by people who observe the problem but haven’t actually experienced it. Lived experience provides a unique vantage point that leads to different priorities and a unique understanding.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
The CEO of the Global Fund to End Modern Slavery, Sophie Otiende, advocates for a survivor-led environment, enabling those with lived experience to have space, use their voice and become leaders in tackling modern slavery.
Sophie was trafficked as a child and is herself a survivor-leader; she knows what it feels like to be in a policy discussion where she’s the only person in the room who’s actually experienced human trafficking and to realise that the others in that room are observers of this problem.
At the Fund, they have developed a unique toolkit to help organisations understand themselves better and develop a roadmap enabling them to bring survivors into decision-making leadership positions. You can’t just tell people that something is wrong. You need to provide them with tools and roadmaps that lead to the meaningful inclusion of those who have lived experience.
There are many facets to this, from being mindful of the language that is used so that it’s accessible to everyone – not just policymakers or academics – to appreciating the power dynamics between funders and beneficiaries. Oftentimes, beneficiaries feel a sense of indignity and struggle to find their voice and make their views known.
In the past, most of the leaders tackling modern slavery have not had lived experience, which means most policies and programmes were defined by people who observe the problem but haven’t actually experienced it. Lived experience provides a unique vantage point that leads to different priorities and a unique understanding.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Samhita’s Founder and CEO, Priya Naik, talks with us about sustainable livelihoods in India, social inclusiveness, gender, returnable grants and much more.
Their initial funders include the Omidyar Network and the Michael & Susan Dell Foundation; their partners include the likes of Unilever, Google and Kimberly-Clark.
Samhita embraces an ecosystem mindset, and they work closely not just with individual organisations but also with a range of collectives and collaboratives who engage diverse audiences and stakeholders.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Samhita’s Founder and CEO, Priya Naik, talks with us about sustainable livelihoods in India, social inclusiveness, gender, returnable grants and much more.
Their initial funders include the Omidyar Network and the Michael & Susan Dell Foundation; their partners include the likes of Unilever, Google and Kimberly-Clark.
Samhita embraces an ecosystem mindset, and they work closely not just with individual organisations but also with a range of collectives and collaboratives who engage diverse audiences and stakeholders.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nitzan Pelman, CEO and Founder of Climb Hire, joins us to talk about the value of networks and leveraging social capital. So often, those who come from the most marginalised backgrounds don’t have the connections and don’t benefit from the social introductions that can prove invaluable in the labour market and in developing a successful career.
In this episode, we explore the innovative programmes run by Climb Hire, the social capital mindset they’re embracing, their innovative funding model and the value of their alumni network.
Nitzan Pelman founded Climb Hire in 2019 as a way to generate upward mobility for people earning below livable wage. Climb Hire’s programme model is based on Nitzan’s first-hand research as an Entrepreneur in Residence at LinkedIn, where she studied the powerful role that social networks can play in securing living wage jobs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nitzan Pelman, CEO and Founder of Climb Hire, joins us to talk about the value of networks and leveraging social capital. So often, those who come from the most marginalised backgrounds don’t have the connections and don’t benefit from the social introductions that can prove invaluable in the labour market and in developing a successful career.
In this episode, we explore the innovative programmes run by Climb Hire, the social capital mindset they’re embracing, their innovative funding model and the value of their alumni network.
Nitzan Pelman founded Climb Hire in 2019 as a way to generate upward mobility for people earning below livable wage. Climb Hire’s programme model is based on Nitzan’s first-hand research as an Entrepreneur in Residence at LinkedIn, where she studied the powerful role that social networks can play in securing living wage jobs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
New Constellations’ Founder and Co-Creator, Gemma Mortensen, joins us to advocate the value of big ideas, unconventional thinking, convening diverse stakeholders and imagining better futures.
New Constellations was created to hold and grow new, experimental spaces for people to examine the moment of upheaval we are living through, and to imagine and begin shaping the better futures that can emerge from it; futures in which humanity and the planet flourish together.
If you appreciate the power of creative thinking that is not constrained by preconceptions or overly concerned with convention, this episode is for you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
New Constellations’ Founder and Co-Creator, Gemma Mortensen, joins us to advocate the value of big ideas, unconventional thinking, convening diverse stakeholders and imagining better futures.
New Constellations was created to hold and grow new, experimental spaces for people to examine the moment of upheaval we are living through, and to imagine and begin shaping the better futures that can emerge from it; futures in which humanity and the planet flourish together.
If you appreciate the power of creative thinking that is not constrained by preconceptions or overly concerned with convention, this episode is for you.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Laura Kyrke-Smith is the IRC’s Executive Director in the UK and she joins us to discuss their work in supporting refugees and asylum seekers in the UK who come from Syria, Afghanistan, Ukraine, Iraq, Sudan and beyond.
This episode follows the earlier interview with David Miliband, President and CEO of the IRC, which aired in April 2021 and provided a global outlook of the IRC’s work.
The IRC in the UK provides support through various activities, including orientation for newcomers, employment counselling, peer mentorship and leadership training.
They have five key outcome areas including health; education; economic wellbeing and empowerment; safety (including child and women’s protection); and power (helping their clients be part of the decision-making on matters that impact their lives).
This episode is for anyone who is interested in the humanitarian space and who would like to learn of key initiatives that are helping refugees achieve a better life.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Laura Kyrke-Smith is the IRC’s Executive Director in the UK and she joins us to discuss their work in supporting refugees and asylum seekers in the UK who come from Syria, Afghanistan, Ukraine, Iraq, Sudan and beyond.
This episode follows the earlier interview with David Miliband, President and CEO of the IRC, which aired in April 2021 and provided a global outlook of the IRC’s work.
The IRC in the UK provides support through various activities, including orientation for newcomers, employment counselling, peer mentorship and leadership training.
They have five key outcome areas including health; education; economic wellbeing and empowerment; safety (including child and women’s protection); and power (helping their clients be part of the decision-making on matters that impact their lives).
This episode is for anyone who is interested in the humanitarian space and who would like to learn of key initiatives that are helping refugees achieve a better life.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Join us as we sit down with John May, Chief Executive of Cats Protection, one of the largest animal welfare organizations in the UK.
Our conversation focuses on the power of volunteering and its evolution in today's world. Whether you're a people person or prefer the company of animals, whether you have a lot of time or just a little, there's likely a volunteering role out there for you.
Drawing on his extensive experience as the former Secretary General of the Duke of Edinburgh's International Award Foundation, John shares his insights into how volunteering can transform lives and improve our world.
Don't miss this inspiring episode where we learn about the incredible work of Cats Protection and how anyone can make a difference through volunteering.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Join us as we sit down with John May, Chief Executive of Cats Protection, one of the largest animal welfare organizations in the UK.
Our conversation focuses on the power of volunteering and its evolution in today's world. Whether you're a people person or prefer the company of animals, whether you have a lot of time or just a little, there's likely a volunteering role out there for you.
Drawing on his extensive experience as the former Secretary General of the Duke of Edinburgh's International Award Foundation, John shares his insights into how volunteering can transform lives and improve our world.
Don't miss this inspiring episode where we learn about the incredible work of Cats Protection and how anyone can make a difference through volunteering.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Gary Haugen is the CEO & Founder of International Justice Mission (IJM), a global human rights organization that works to protect the poor from violence.
The context here is not one of war, conflict or mass atrocities but, rather, the everyday violence present in many low-income and marginalized communities around the globe, such as gender violence, forced labor, human trafficking, sexual violence, police abuse and land theft.
The issue is multifaceted, and so is our conversation. Are the proper laws in place to protect a country’s citizens? Is there political will to protect those who are most marginalized? Are laws being enforced? Are social norms exacerbating the problem?
IJM was founded 26 years ago and today has around 1,500 staff based in 30 offices across the globe. IJM works with national governments and local stakeholders. Their teams are local and include lawyers, criminal investigators, trauma social workers and local advocates.
This episode looks at poverty from an angle of violence prevention. The conversation will inform you and provide insight on IJM’s drive to transform local justice systems to protect those living in poverty.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Gary Haugen is the CEO & Founder of International Justice Mission (IJM), a global human rights organization that works to protect the poor from violence.
The context here is not one of war, conflict or mass atrocities but, rather, the everyday violence present in many low-income and marginalized communities around the globe, such as gender violence, forced labor, human trafficking, sexual violence, police abuse and land theft.
The issue is multifaceted, and so is our conversation. Are the proper laws in place to protect a country’s citizens? Is there political will to protect those who are most marginalized? Are laws being enforced? Are social norms exacerbating the problem?
IJM was founded 26 years ago and today has around 1,500 staff based in 30 offices across the globe. IJM works with national governments and local stakeholders. Their teams are local and include lawyers, criminal investigators, trauma social workers and local advocates.
This episode looks at poverty from an angle of violence prevention. The conversation will inform you and provide insight on IJM’s drive to transform local justice systems to protect those living in poverty.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mary Ellen Iskenderian, President and CEO of Women's World Banking joins us to discuss the importance of women's financial inclusion.
We look at the topic of women’s financial inclusion from various angles, including digital literacy, social norms and impact investing, and we also look at some of the research that tells us that this is not just a moral imperative but also an objective that makes commercial sense.
Women’s World Banking is a 44-year old global non-profit organisation and they currently work with 65 partners in 36 countries. Their partners include a range of organisations, such as mainstream banks, FinTechs, mobile money provides and non-bank financial institutions that recognise the commercial potential of serving low-income women in a responsible and sustainable way.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mary Ellen Iskenderian, President and CEO of Women's World Banking joins us to discuss the importance of women's financial inclusion.
We look at the topic of women’s financial inclusion from various angles, including digital literacy, social norms and impact investing, and we also look at some of the research that tells us that this is not just a moral imperative but also an objective that makes commercial sense.
Women’s World Banking is a 44-year old global non-profit organisation and they currently work with 65 partners in 36 countries. Their partners include a range of organisations, such as mainstream banks, FinTechs, mobile money provides and non-bank financial institutions that recognise the commercial potential of serving low-income women in a responsible and sustainable way.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sean Doherty is the Chairman of the JDRF T1D Fund — a venture philanthropy fund aimed at creating a market in type 1 diabetes (T1D) by using capital and expertise to convince venture capital, biotech and pharma to make the investments needed to cure T1D.
In 2015, there was virtually no private investment in T1D; there was a gap between scientific advancements and the delivery of solutions to the people who need them.
Today, the JDRF T1D Fund is one of the largest disease-focused venture philanthropy funds in the world, with $175m in assets and their philanthropic dollars are spurring private investment to ultimately secure the billions needed to generate cures.
This episode showcases venture philanthropy and impact investment; it provides an overview of the funding and technologies being focused to tackle type 1 diabetes; and provides much insight on how philanthropy can catalyse private investment.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Sean Doherty is the Chairman of the JDRF T1D Fund — a venture philanthropy fund aimed at creating a market in type 1 diabetes (T1D) by using capital and expertise to convince venture capital, biotech and pharma to make the investments needed to cure T1D.
In 2015, there was virtually no private investment in T1D; there was a gap between scientific advancements and the delivery of solutions to the people who need them.
Today, the JDRF T1D Fund is one of the largest disease-focused venture philanthropy funds in the world, with $175m in assets and their philanthropic dollars are spurring private investment to ultimately secure the billions needed to generate cures.
This episode showcases venture philanthropy and impact investment; it provides an overview of the funding and technologies being focused to tackle type 1 diabetes; and provides much insight on how philanthropy can catalyse private investment.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Alex Skailes heads the Centre for Charity Effectiveness at Bayes Business School (formerly known as Cass) and, on this episode, we explore the nature and drivers of mergers within the charity and non-profit world; we dive into the opportunities, challenges, incentives and research.
Whether you’re based at a non-profit organisation, a for-profit commercial venture or both (or neither!), this episode will inform you and equip you as you ponder mergers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Alex Skailes heads the Centre for Charity Effectiveness at Bayes Business School (formerly known as Cass) and, on this episode, we explore the nature and drivers of mergers within the charity and non-profit world; we dive into the opportunities, challenges, incentives and research.
Whether you’re based at a non-profit organisation, a for-profit commercial venture or both (or neither!), this episode will inform you and equip you as you ponder mergers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Danil Mikhailov is the Executive Director of data.org — a nonprofit organization that is a platform for partnerships and is helping to build the field of data for social impact. They work with organizations from all over the world to increase the use of data in order to improve the lives of millions of people.
At data.org they embrace a socio-tech perspective and appreciate that it’s not just about the tech... it’s also about the humans… those who collect the data, those who use the data, those from whom the data is collected.
We look at the work of data.org, explore how data can be leveraged by small and large organizations alike and consider the implications of artificial intelligence, such as the recently-launched ChatGPT AI tool.
If you’d like to understand how to leverage data for social impact and to achieve the Sustainable Development Goals (SDGs) this episode is perfect for you!
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Danil Mikhailov is the Executive Director of data.org — a nonprofit organization that is a platform for partnerships and is helping to build the field of data for social impact. They work with organizations from all over the world to increase the use of data in order to improve the lives of millions of people.
At data.org they embrace a socio-tech perspective and appreciate that it’s not just about the tech... it’s also about the humans… those who collect the data, those who use the data, those from whom the data is collected.
We look at the work of data.org, explore how data can be leveraged by small and large organizations alike and consider the implications of artificial intelligence, such as the recently-launched ChatGPT AI tool.
If you’d like to understand how to leverage data for social impact and to achieve the Sustainable Development Goals (SDGs) this episode is perfect for you!
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Bernhard is the Head of the UN World Food Programme Innovation Accelerator, which he created in 2015.
We explore the work of the Innovation Accelerator and the World Food Programme (WFP) more broadly. The WFP is the world’s largest humanitarian organization, with 20,000 staff worldwide, working in more than 120 countries — saving lives in emergencies and using food assistance to build a pathway to peace, stability and prosperity, for people recovering from conflict, disasters and the impact of climate change.
The Innovation Accelerator sources, nurtures and scales start-ups and nonprofits working to achieve Zero Hunger, and has run 18 accelerator programmes for external partners, including the Bill & Melinda Gates Foundation, Humanitarian Grand Challenge, and other UN Agencies, with more planned.
This is a great episode for anyone who has an entrepreneurial spirit and is eager to tackle social impact challenges by leveraging innovation and technology.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Bernhard is the Head of the UN World Food Programme Innovation Accelerator, which he created in 2015.
We explore the work of the Innovation Accelerator and the World Food Programme (WFP) more broadly. The WFP is the world’s largest humanitarian organization, with 20,000 staff worldwide, working in more than 120 countries — saving lives in emergencies and using food assistance to build a pathway to peace, stability and prosperity, for people recovering from conflict, disasters and the impact of climate change.
The Innovation Accelerator sources, nurtures and scales start-ups and nonprofits working to achieve Zero Hunger, and has run 18 accelerator programmes for external partners, including the Bill & Melinda Gates Foundation, Humanitarian Grand Challenge, and other UN Agencies, with more planned.
This is a great episode for anyone who has an entrepreneurial spirit and is eager to tackle social impact challenges by leveraging innovation and technology.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Co-founder of Rocket Learning, Namya Mahajan, joins us to share an extraordinary journey and remarkable work.
Rocket Learning is a non-profit organization on a mission to revolutionise early childhood education (ECE) and early childhood development (ECD) in India by working closely with governments, parents and caregivers to create strong digital content that helps children develop during their early years.
In this episode, we explore Rocket Learning's remarkable journey, from their idea to the impact they have today. Namya Mahajan's personal and professional journey is compelling: growing up in India, gaining both an undergraduate degree in applied mathematics and an MBA from Harvard University, followed by a return to India to work at McKinsey & Co and then venturing into the social impact space, first at the Self Employed Women's Association (SEWA) and then co-founding Rocket Learning.
With a mission to help children aged 3 to 8 years, Rocket Learning creates strong digital content for parents and caregivers to engage in useful and playful learning experiences with their children.
Leveraging WhatsApp as their communication platform, they currently serve one million children in seven states in India, but despite this they still sometimes refer to themselves as a "pilot at scale" due to the immense need for their services in the country.
In this episode, we explore their successful market entry, digital content creation, and scaling strategies, as well as their remarkable journey from idea to impact.
They have successfully secured funding and support from a range of organizations, including the Central Square Foundation, ACT Grants, the Veddis Foundation, the Harvard University Impact Fellowship Fund, MIT Solve, World Economic Forum, Google.org, Microsoft, Amazon, and Capgemini, among others.
Join us for an inspiring conversation on the power of digital solutions for early childhood education and development, with Rocket Learning.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Co-founder of Rocket Learning, Namya Mahajan, joins us to share an extraordinary journey and remarkable work.
Rocket Learning is a non-profit organization on a mission to revolutionise early childhood education (ECE) and early childhood development (ECD) in India by working closely with governments, parents and caregivers to create strong digital content that helps children develop during their early years.
In this episode, we explore Rocket Learning's remarkable journey, from their idea to the impact they have today. Namya Mahajan's personal and professional journey is compelling: growing up in India, gaining both an undergraduate degree in applied mathematics and an MBA from Harvard University, followed by a return to India to work at McKinsey & Co and then venturing into the social impact space, first at the Self Employed Women's Association (SEWA) and then co-founding Rocket Learning.
With a mission to help children aged 3 to 8 years, Rocket Learning creates strong digital content for parents and caregivers to engage in useful and playful learning experiences with their children.
Leveraging WhatsApp as their communication platform, they currently serve one million children in seven states in India, but despite this they still sometimes refer to themselves as a "pilot at scale" due to the immense need for their services in the country.
In this episode, we explore their successful market entry, digital content creation, and scaling strategies, as well as their remarkable journey from idea to impact.
They have successfully secured funding and support from a range of organizations, including the Central Square Foundation, ACT Grants, the Veddis Foundation, the Harvard University Impact Fellowship Fund, MIT Solve, World Economic Forum, Google.org, Microsoft, Amazon, and Capgemini, among others.
Join us for an inspiring conversation on the power of digital solutions for early childhood education and development, with Rocket Learning.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Darshita Gillies is Founder and CEO of Maanch, an impact management platform. They inform asset managers, corporations, philanthropists and funders on impact tracking and impact management within an ESG and sustainability context.
Maanch is a B Corp that is leveraging technology for good and embracing an innovative approach. The focus in this episode is on mobilising capital towards sustainability and the conversation is of interest to a wide audience.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Darshita Gillies is Founder and CEO of Maanch, an impact management platform. They inform asset managers, corporations, philanthropists and funders on impact tracking and impact management within an ESG and sustainability context.
Maanch is a B Corp that is leveraging technology for good and embracing an innovative approach. The focus in this episode is on mobilising capital towards sustainability and the conversation is of interest to a wide audience.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jehiel Oliver, Founder and CEO of Hello Tractor explains how they’re leveraging technology and innovative financing to help Africa’s farmers close the yield gap between what they grow versus what the global averages are across key commodities.
Hello Tractor is an agricultural technology company connecting small-holder farmers to farm equipment owners with excess capacity.
Their technology involves a small tracking device that goes onto the tractor; it gives the farm equipment owner the ability to remotely monitor and manage all aspects of their tractor, including location, how much the tractor is being used, fuel consumption, theft protection —which is a big issue — and maintenance needs of the tractor.
Farm equipment owners can opt into entering their equipment into a marketplace and improve efficiencies for all concerned.
This is a fascinating episode shedding light on how business can be a force for good and address a range of issues from more efficient food production to empowering local communities and helping to transform Africa into a global breadbasket.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for a full transcript and for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Jehiel Oliver, Founder and CEO of Hello Tractor explains how they’re leveraging technology and innovative financing to help Africa’s farmers close the yield gap between what they grow versus what the global averages are across key commodities.
Hello Tractor is an agricultural technology company connecting small-holder farmers to farm equipment owners with excess capacity.
Their technology involves a small tracking device that goes onto the tractor; it gives the farm equipment owner the ability to remotely monitor and manage all aspects of their tractor, including location, how much the tractor is being used, fuel consumption, theft protection —which is a big issue — and maintenance needs of the tractor.
Farm equipment owners can opt into entering their equipment into a marketplace and improve efficiencies for all concerned.
This is a fascinating episode shedding light on how business can be a force for good and address a range of issues from more efficient food production to empowering local communities and helping to transform Africa into a global breadbasket.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for a full transcript and for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Felix Brooks-Church is Co-Founder and CEO of Sanku, a social enterprise and non-profit focused on combatting malnutrition through food fortification in East Africa. They operate out of Tanzania and Kenya.
Sanku works with local stakeholders in rural and marginalised communities to fortify staple foods by adding nutrients, vitamins and minerals; aiming to improve health outcomes in the process.
In this episode we get behind-the-scenes insight into Sanku’s work and the value of food fortification. We learn how they’re able to reach the ‘last mile’ in rural settings through a ‘small-scale’ food fortification approach; we look at their business model, and the technology and logistics that underpin the work they do.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Felix Brooks-Church is Co-Founder and CEO of Sanku, a social enterprise and non-profit focused on combatting malnutrition through food fortification in East Africa. They operate out of Tanzania and Kenya.
Sanku works with local stakeholders in rural and marginalised communities to fortify staple foods by adding nutrients, vitamins and minerals; aiming to improve health outcomes in the process.
In this episode we get behind-the-scenes insight into Sanku’s work and the value of food fortification. We learn how they’re able to reach the ‘last mile’ in rural settings through a ‘small-scale’ food fortification approach; we look at their business model, and the technology and logistics that underpin the work they do.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Habitat for Humanity International’s CEO, Jonathan Reckford, sheds light on their efforts to tackle housing poverty in more than 70 countries by looking at the challenge through both equity and climate lenses.
Jonathan provides insight on how former US President Jimmy Carter became a key supporter of their work and gives us a behind-the-scenes overview of this transformative non-profit with $2 billion in annual revenues.
Habitat’s work involves innovative finance, extensive volunteering, philanthropy, advocacy and much more. They work with families who can’t get a conventional bank mortgage and who are often in highly marginalised communities.
We learn about volunteering and the concept of “sweat equity”; we get an overview of the ethical investments that support Habitat’s work; and we are presented with the dynamics of today’s global housing crisis.
Housing affordability has become shockingly out of reach for many and this episode is for anyone who wishes to understand the solutions being deployed to address this crisis and how they can get involved in making a positive difference.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Habitat for Humanity International’s CEO, Jonathan Reckford, sheds light on their efforts to tackle housing poverty in more than 70 countries by looking at the challenge through both equity and climate lenses.
Jonathan provides insight on how former US President Jimmy Carter became a key supporter of their work and gives us a behind-the-scenes overview of this transformative non-profit with $2 billion in annual revenues.
Habitat’s work involves innovative finance, extensive volunteering, philanthropy, advocacy and much more. They work with families who can’t get a conventional bank mortgage and who are often in highly marginalised communities.
We learn about volunteering and the concept of “sweat equity”; we get an overview of the ethical investments that support Habitat’s work; and we are presented with the dynamics of today’s global housing crisis.
Housing affordability has become shockingly out of reach for many and this episode is for anyone who wishes to understand the solutions being deployed to address this crisis and how they can get involved in making a positive difference.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
There is a robust body of research on 'what' donors fund. However, many questions around ‘how’ to fund need to be researched and explored more thoroughly.
If you have $100 million available to fund a cause, do you give it all in one grant, do you make a handful of large grants or do you make a high number of small grants?
In this episode we explore some of the big questions on how to fund; consider a range of dynamics, such as transaction costs and grantee perceptions; and call for more research in this field.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
There is a robust body of research on 'what' donors fund. However, many questions around ‘how’ to fund need to be researched and explored more thoroughly.
If you have $100 million available to fund a cause, do you give it all in one grant, do you make a handful of large grants or do you make a high number of small grants?
In this episode we explore some of the big questions on how to fund; consider a range of dynamics, such as transaction costs and grantee perceptions; and call for more research in this field.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Peter Kaye AM ESM and Stephen De-Wint, CEOs of the Duke of Edinburgh’s International Award in Australia and Canada respectively, talk about the work of the Award locally and across more than 100 countries.
They provide first-hand insight into how the Award embraces non-formal education and transforms lives. This broad conversation looks at diversity, equity and inclusion; volunteering and mentoring; alumni engagement and connecting with the corporate world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Peter Kaye AM ESM and Stephen De-Wint, CEOs of the Duke of Edinburgh’s International Award in Australia and Canada respectively, talk about the work of the Award locally and across more than 100 countries.
They provide first-hand insight into how the Award embraces non-formal education and transforms lives. This broad conversation looks at diversity, equity and inclusion; volunteering and mentoring; alumni engagement and connecting with the corporate world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mike Adamson is Chief Executive of the British Red Cross, an organisation with 4,000 employees, 15,000 volunteers and an annual income in 2022 of £400M.
In this episode we explore the British Red Cross’ key focus areas, their roll in systems change and their approach to driving forward strategic partnerships.
We also explore the importance of fostering trust between diverse organisations and stakeholders so as to create strong, collaborative impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Mike Adamson is Chief Executive of the British Red Cross, an organisation with 4,000 employees, 15,000 volunteers and an annual income in 2022 of £400M.
In this episode we explore the British Red Cross’ key focus areas, their roll in systems change and their approach to driving forward strategic partnerships.
We also explore the importance of fostering trust between diverse organisations and stakeholders so as to create strong, collaborative impact.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nidhi Bhasin, CEO of the NASSCOM Foundation, joins us to talk about tech for good in India and initiatives to drive digital literacy. The NASSCOM Foundation is part of the NASSCOM ecosystem — the biggest industry body representing the tech industry in India.
Much of their focus is on going deep into rural areas and reaching that ‘last mile’. Inclusion is at the core of their strategic thinking.
Digital literacy is a broad area and is of relevance to a range of segments including the elderly, girls and women, and those of limited resources. Many elderly individuals in rural India don’t know how to use a smart phone or make online payments. And, many women from marginalised communities are poorly informed about their rights and have a limited understanding of government information and schemes designed to help them.
This episode provides insight into how technology and philanthropy come together in India to improve digital literacy and social outcomes.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Nidhi Bhasin, CEO of the NASSCOM Foundation, joins us to talk about tech for good in India and initiatives to drive digital literacy. The NASSCOM Foundation is part of the NASSCOM ecosystem — the biggest industry body representing the tech industry in India.
Much of their focus is on going deep into rural areas and reaching that ‘last mile’. Inclusion is at the core of their strategic thinking.
Digital literacy is a broad area and is of relevance to a range of segments including the elderly, girls and women, and those of limited resources. Many elderly individuals in rural India don’t know how to use a smart phone or make online payments. And, many women from marginalised communities are poorly informed about their rights and have a limited understanding of government information and schemes designed to help them.
This episode provides insight into how technology and philanthropy come together in India to improve digital literacy and social outcomes.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode looks at modern-day slavery and we host Nick Grono, CEO of the Freedom Fund — a collaborative fund tackling slavery and human trafficking globally.
Many people think of slavery as something from 200 years ago but, in reality, it is a serious problem plaguing our world today — not just in developing countries but in the UK and US as well. The scale and prevalence of the problem is eye-opening.
Nick Grono shares insight on key trends and statistics, and causes and solutions to this problem -- indeed, slavery takes many forms and we explore some of the most common issues.
We also look at how the Freedom Fund works with grassroots organisations, collaborates with diverse stakeholders, and fosters knowledge-sharing to raise awareness, improve advocacy and encourage effective policy.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode looks at modern-day slavery and we host Nick Grono, CEO of the Freedom Fund — a collaborative fund tackling slavery and human trafficking globally.
Many people think of slavery as something from 200 years ago but, in reality, it is a serious problem plaguing our world today — not just in developing countries but in the UK and US as well. The scale and prevalence of the problem is eye-opening.
Nick Grono shares insight on key trends and statistics, and causes and solutions to this problem -- indeed, slavery takes many forms and we explore some of the most common issues.
We also look at how the Freedom Fund works with grassroots organisations, collaborates with diverse stakeholders, and fosters knowledge-sharing to raise awareness, improve advocacy and encourage effective policy.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
We discuss the power dynamics of Global North / Global South philanthropy and explore the Centre’s work and research.
Shonali leads the Centre’s research agenda on philanthropy in global growth markets, specifically Africa, Southeast Asia, and the Middle East. She is an expert in global philanthropy for development, and her previous work focused on the implications of new financial instruments in philanthropy and giving.
The Centre for Strategic Philanthropy (CSP) within the University of Cambridge Judge Business School is dedicated to enhancing the impact of strategic philanthropy both within and from global growth markets.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
We discuss the power dynamics of Global North / Global South philanthropy and explore the Centre’s work and research.
Shonali leads the Centre’s research agenda on philanthropy in global growth markets, specifically Africa, Southeast Asia, and the Middle East. She is an expert in global philanthropy for development, and her previous work focused on the implications of new financial instruments in philanthropy and giving.
The Centre for Strategic Philanthropy (CSP) within the University of Cambridge Judge Business School is dedicated to enhancing the impact of strategic philanthropy both within and from global growth markets.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 200+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
As we celebrate our 200th episode we bring you insights from Siya Kolisi, David Lynch, David Miliband, Paul Polman, Julia Gillard, Bob Moritz, Cherie Blair and Keith Barr.
Let’s not be daunted by the scale of the challenge. Things are only unmanageable if we don’t manage them. We should find purpose and work for more than just ourselves.
Thank you for downloading the 200th episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for insightful case studies and interviews on philanthropy, sustainability and social entrepreneurship.
As we celebrate our 200th episode we bring you insights from Siya Kolisi, David Lynch, David Miliband, Paul Polman, Julia Gillard, Bob Moritz, Cherie Blair and Keith Barr.
Let’s not be daunted by the scale of the challenge. Things are only unmanageable if we don’t manage them. We should find purpose and work for more than just ourselves.
Thank you for downloading the 200th episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for insightful case studies and interviews on philanthropy, sustainability and social entrepreneurship.
OutcomesX is transforming social impact into an investible asset. They’re creating the infrastructure to standardise, price, trade and verify social impact credits, and building a marketplace to buy and sell social outcomes.
We explore their innovative work and also take a look at the disconnect between growth in ESG funds and stagnation in the drive to achieve the UN Sustainable Development Goals (SDGs).
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
OutcomesX is transforming social impact into an investible asset. They’re creating the infrastructure to standardise, price, trade and verify social impact credits, and building a marketplace to buy and sell social outcomes.
We explore their innovative work and also take a look at the disconnect between growth in ESG funds and stagnation in the drive to achieve the UN Sustainable Development Goals (SDGs).
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Generation is a global non-profit supporting adults to achieve economic mobility; they provide training and placements into careers that individuals would normally find inaccessible.
They operate in 16 countries across the globe, have helped more than 70,000 individuals and support those who are unemployed, underemployed or need to learn new skills.
In this episode we also take a close look at the challenges faced by those in their mid-careers who constitute a disproportionate number of the long-term unemployed. We look at the misconceptions and opportunities to unlock real value.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Generation is a global non-profit supporting adults to achieve economic mobility; they provide training and placements into careers that individuals would normally find inaccessible.
They operate in 16 countries across the globe, have helped more than 70,000 individuals and support those who are unemployed, underemployed or need to learn new skills.
In this episode we also take a close look at the challenges faced by those in their mid-careers who constitute a disproportionate number of the long-term unemployed. We look at the misconceptions and opportunities to unlock real value.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode focuses on global conflict prevention and resolution and we are joined by Comfort Ero, President and CEO of the International Crisis Group.
The International Crisis Group provides independent analysis and advice on how to prevent, resolve and better manage deadly conflict, combining field research, analysis and engagement with policymakers across the world in order to effect change in crisis situations.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
This episode focuses on global conflict prevention and resolution and we are joined by Comfort Ero, President and CEO of the International Crisis Group.
The International Crisis Group provides independent analysis and advice on how to prevent, resolve and better manage deadly conflict, combining field research, analysis and engagement with policymakers across the world in order to effect change in crisis situations.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
On this episode, Dan Corry sheds light on the work of New Philanthropy Capital (NPC) and we explore the impact agenda from a range of angles, including:
(1) How does the impact agenda relate to trust-based philanthropy?
(2) Is impact measurement is too top-down?
(3) Are randomised control trials (RCTs) preferable to quicker, more iterative alternatives?
(4) Is there enough risk-taking in philanthropy and what can policymakers do to incentivise it?
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
On this episode, Dan Corry sheds light on the work of New Philanthropy Capital (NPC) and we explore the impact agenda from a range of angles, including:
(1) How does the impact agenda relate to trust-based philanthropy?
(2) Is impact measurement is too top-down?
(3) Are randomised control trials (RCTs) preferable to quicker, more iterative alternatives?
(4) Is there enough risk-taking in philanthropy and what can policymakers do to incentivise it?
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
We explore the merger between Asthma UK and the British Lung Foundation, which resulted in the creation of Asthma + Lung UK.
We look at the pros and cons, the opportunities and the headaches that Sarah Woolnough has been coping with and driving forward as CEO of Asthma + Lung UK.
Sarah provides a truly candid view and this episode is particularly useful for anyone contemplating, managing or wishing to learn about mergers within the non-profit space.
From branding and governance to CRM systems and auditing, you’ll find this interview informative and full of actionable suggestions.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
We explore the merger between Asthma UK and the British Lung Foundation, which resulted in the creation of Asthma + Lung UK.
We look at the pros and cons, the opportunities and the headaches that Sarah Woolnough has been coping with and driving forward as CEO of Asthma + Lung UK.
Sarah provides a truly candid view and this episode is particularly useful for anyone contemplating, managing or wishing to learn about mergers within the non-profit space.
From branding and governance to CRM systems and auditing, you’ll find this interview informative and full of actionable suggestions.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Thrive at Five supports parents and communities through collective action across the public, private and voluntary sectors, so every child reaches a good level of development at age five.
Aida Cable brings a wealth of experience in the early childhood development space. Prior to joining Thrive at Five she worked at The Royal Foundation of the then Duke and Duchess of Cambridge, and now Prince and Princess of Wales.
We explore the state of affairs in early childhood development in the UK and how Thrive at Five is convening and mobilising diverse stakeholders to drive forward this field. Aida shares key statistics and explains why now more than ever we need to focus on children’s early years.
Thank you for downloading this episode of the Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Thrive at Five supports parents and communities through collective action across the public, private and voluntary sectors, so every child reaches a good level of development at age five.
Aida Cable brings a wealth of experience in the early childhood development space. Prior to joining Thrive at Five she worked at The Royal Foundation of the then Duke and Duchess of Cambridge, and now Prince and Princess of Wales.
We explore the state of affairs in early childhood development in the UK and how Thrive at Five is convening and mobilising diverse stakeholders to drive forward this field. Aida shares key statistics and explains why now more than ever we need to focus on children’s early years.
Thank you for downloading this episode of the Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Charity Navigator is an organisation that evaluates charities and provides in-depth, objective ratings and analysis of the financial health, accountability and transparency of 200,000 charities. They also facilitate the giving process.
Charity Navigator is a household name for many leaders in the philanthropy and non-profit space.
They have just launched a new website and new functionalities. Michael Thatcher provides excellent insight on how they work and how their rating and analysis can help you improve the world and ensure donor funding goes to higher-performing organisations.
Charity Navigator aims to democratise philanthropy and make it easier for anyone to give irrespective of their means.
Thank you for downloading this episode of the Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews and case studies with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Charity Navigator is an organisation that evaluates charities and provides in-depth, objective ratings and analysis of the financial health, accountability and transparency of 200,000 charities. They also facilitate the giving process.
Charity Navigator is a household name for many leaders in the philanthropy and non-profit space.
They have just launched a new website and new functionalities. Michael Thatcher provides excellent insight on how they work and how their rating and analysis can help you improve the world and ensure donor funding goes to higher-performing organisations.
Charity Navigator aims to democratise philanthropy and make it easier for anyone to give irrespective of their means.
Thank you for downloading this episode of the Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews and case studies with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
The British Asian Trust was founded in 2007 by His Majesty King Charles III and a group of British Asian business leaders, to tackle widespread poverty, inequality and injustice in South Asia.
Richard Hawkes sheds light on the work of the British Asian Trust, especially around development impact bonds across a range of thematic areas including skills and employability, and girls’ education in South Asia.
The British Asian Trust is entrepreneurial and happy to embrace sensible risk-taking in the international development space. We learn about how they’ve innovated and how they’ve embraced impact investing to help drive forward the UN Sustainable Development Goals.
The British Asian Trust focuses on five thematic areas: education, livelihoods/jobs, mental health, child protection and conservation.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
The British Asian Trust was founded in 2007 by His Majesty King Charles III and a group of British Asian business leaders, to tackle widespread poverty, inequality and injustice in South Asia.
Richard Hawkes sheds light on the work of the British Asian Trust, especially around development impact bonds across a range of thematic areas including skills and employability, and girls’ education in South Asia.
The British Asian Trust is entrepreneurial and happy to embrace sensible risk-taking in the international development space. We learn about how they’ve innovated and how they’ve embraced impact investing to help drive forward the UN Sustainable Development Goals.
The British Asian Trust focuses on five thematic areas: education, livelihoods/jobs, mental health, child protection and conservation.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Ewan is a philanthropist with a head for numbers and we look at the interaction between philanthropy and risk. The question: Is the world of philanthropy too risk averse?
Ewan is the Chairman of the Management Committee of the Isaac Newton Institute for Mathematical Sciences, Chairman of DeepTech Labs, and a Non-executive Director of BAE Systems.
He argues that philanthropic capital should have the highest risk tolerance. It's important to encourage grantees to take risks, to let them know it’s ok to experiment and to give them permission to fail.
We look at a specific case study and encourage others to consider how they embrace risk in their philanthropy.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Ewan is a philanthropist with a head for numbers and we look at the interaction between philanthropy and risk. The question: Is the world of philanthropy too risk averse?
Ewan is the Chairman of the Management Committee of the Isaac Newton Institute for Mathematical Sciences, Chairman of DeepTech Labs, and a Non-executive Director of BAE Systems.
He argues that philanthropic capital should have the highest risk tolerance. It's important to encourage grantees to take risks, to let them know it’s ok to experiment and to give them permission to fail.
We look at a specific case study and encourage others to consider how they embrace risk in their philanthropy.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
The State of the World’s Girls 2022 Report has just been launched by Plan International and Mustafa Kudrati sheds light on its key findings.
The report is focused on girls’ and young women’s political participation, based on a survey of close to 29,000 girls and young women ages 15-24 from 29 countries. How girls perceive their ability to participate in the political process might surprise you.
Mustafa also introduces Plan International’s initiatives in Guatemala and Brazil; going beyond grant-making by supporting girl-led organisations on the ground, elevating local voices and co-designing.
We learn about Plan International’s “We are the Girls” campaign and also delve into the relevance of women’s economic empowerment in influencing girls' expected life outcomes.
This episode is for anyone who is interested in tackling gender inequality and learning about the latest thinking in this field.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
The State of the World’s Girls 2022 Report has just been launched by Plan International and Mustafa Kudrati sheds light on its key findings.
The report is focused on girls’ and young women’s political participation, based on a survey of close to 29,000 girls and young women ages 15-24 from 29 countries. How girls perceive their ability to participate in the political process might surprise you.
Mustafa also introduces Plan International’s initiatives in Guatemala and Brazil; going beyond grant-making by supporting girl-led organisations on the ground, elevating local voices and co-designing.
We learn about Plan International’s “We are the Girls” campaign and also delve into the relevance of women’s economic empowerment in influencing girls' expected life outcomes.
This episode is for anyone who is interested in tackling gender inequality and learning about the latest thinking in this field.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
MacKenzie Scott’s donation to VisionSpring is the largest single private donation helping to tackle the challenge of uncorrected blurry vision in the developing world.
We look at VisionSpring's work and learn about the low levels of access to corrective eye glasses in the developing world and low-income segments.
Ella Gudwin remarks: the market for eye glasses is broken. It’s a 700-year-old technology; it has failed to disperse to the low income segment.
Uncorrected blurry vision isn’t simply a health issue; it’s also an economic issue. Much of VisionSpring’s advocacy has been focused on raising awareness and quantifying the economic cost to national governments derived from workers who are unable to perform to full capacity due to their inability to see clearly. This is a problem that impacts farmers, commercial truck drivers, artisans and many others.
We learn the key stats underpinning the arguments for supporting this thematic area and hear of the alliance of diverse stakeholder organisations that have come together to advocate with one voice to ensure the United Nations and national governments across the globe address and tackle this problem.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
MacKenzie Scott’s donation to VisionSpring is the largest single private donation helping to tackle the challenge of uncorrected blurry vision in the developing world.
We look at VisionSpring's work and learn about the low levels of access to corrective eye glasses in the developing world and low-income segments.
Ella Gudwin remarks: the market for eye glasses is broken. It’s a 700-year-old technology; it has failed to disperse to the low income segment.
Uncorrected blurry vision isn’t simply a health issue; it’s also an economic issue. Much of VisionSpring’s advocacy has been focused on raising awareness and quantifying the economic cost to national governments derived from workers who are unable to perform to full capacity due to their inability to see clearly. This is a problem that impacts farmers, commercial truck drivers, artisans and many others.
We learn the key stats underpinning the arguments for supporting this thematic area and hear of the alliance of diverse stakeholder organisations that have come together to advocate with one voice to ensure the United Nations and national governments across the globe address and tackle this problem.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Action Against Hunger is active in 51 countries, they have 8,000 staff and assist around 26 million people annually; their turnover is around half a billion euros.
In the UK, they are part of the DEC (Disasters Emergency Committee), which brings together 15 leading UK aid charities to raise funds quickly and efficiently at times of crisis overseas.
They are focused on prediction, prevention and treatment of severe malnutrition — especially within a Global South / developing world context.
Encouragingly, there is a treatment for acute malnutrition called “Ready to Use Therapeutic Food” (RUTF) — a treatment that has evolved considerably during the past 20 years — no longer requiring clinical settings nor refrigeration — and today can cure most severely malnourished children around the world.
However, the challenging logistics of reaching remote geographic locations and engaging within armed conflict areas present serious problems.
These problems are exacerbated by the fact many national governments intentionally conceal problems of malnutrition within their populations in order to project a more favourable image to the external world; and by the overall funding gap that must be filled in order to transform the current reality and achieve the UN Sustainable Development Goals (SDGs).
We also learn of Action Against Hunger’s work in supporting and empowering local communities by providing them with the tools to conduct self-diagnosis. The “Mid-Upper Arm Circumference” band (MUAC), is one example of this — a simple colour-coded measuring tape that can be used by parents and caretakers (including those who aren’t able to read) to determine whether a child is malnourished and, if so, to what degree.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Action Against Hunger is active in 51 countries, they have 8,000 staff and assist around 26 million people annually; their turnover is around half a billion euros.
In the UK, they are part of the DEC (Disasters Emergency Committee), which brings together 15 leading UK aid charities to raise funds quickly and efficiently at times of crisis overseas.
They are focused on prediction, prevention and treatment of severe malnutrition — especially within a Global South / developing world context.
Encouragingly, there is a treatment for acute malnutrition called “Ready to Use Therapeutic Food” (RUTF) — a treatment that has evolved considerably during the past 20 years — no longer requiring clinical settings nor refrigeration — and today can cure most severely malnourished children around the world.
However, the challenging logistics of reaching remote geographic locations and engaging within armed conflict areas present serious problems.
These problems are exacerbated by the fact many national governments intentionally conceal problems of malnutrition within their populations in order to project a more favourable image to the external world; and by the overall funding gap that must be filled in order to transform the current reality and achieve the UN Sustainable Development Goals (SDGs).
We also learn of Action Against Hunger’s work in supporting and empowering local communities by providing them with the tools to conduct self-diagnosis. The “Mid-Upper Arm Circumference” band (MUAC), is one example of this — a simple colour-coded measuring tape that can be used by parents and caretakers (including those who aren’t able to read) to determine whether a child is malnourished and, if so, to what degree.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
We hear from the Gates Foundation’s Dr Asyia Kazmi on what the state of global education looks like, the work they’re doing in tackling literacy and numeracy challenges, and why achieving our education targets for Sustainable Development Goal 4 is a solvable problem.
If you are born in a high-income country, 9 out of 10 children can read by the age of 10. If you are born in a low-income country, 9 out of 10 children cannot. This is a shocking statistic and an equity issue.
Learn about the Gates Foundations’ work with global organisations, such as the World Bank and UNICEF, how they interact with national governments, what philanthropists should keep in mind when aiming to fund education and much more.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
We hear from the Gates Foundation’s Dr Asyia Kazmi on what the state of global education looks like, the work they’re doing in tackling literacy and numeracy challenges, and why achieving our education targets for Sustainable Development Goal 4 is a solvable problem.
If you are born in a high-income country, 9 out of 10 children can read by the age of 10. If you are born in a low-income country, 9 out of 10 children cannot. This is a shocking statistic and an equity issue.
Learn about the Gates Foundations’ work with global organisations, such as the World Bank and UNICEF, how they interact with national governments, what philanthropists should keep in mind when aiming to fund education and much more.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Shaady Salehi joins us from San Francisco to discuss the work of the Trust-Based Philanthropy Project and pretty much cover every angle around trust-based philanthropy.
We hear of trust-based philanthropy’s origins, how the pandemic and racial reckoning helped thrust trust-based philanthropy into the spotlight, and we look at the different interpretations and misinterpretations of what trust-based philanthropy is all about.
The journey has seen a move from transactional philanthropy to a more relational, partnership-oriented approach. Will this trend continue or will we revert back to the old ways? This episode will answer many of your questions and prompt many new ones.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Shaady Salehi joins us from San Francisco to discuss the work of the Trust-Based Philanthropy Project and pretty much cover every angle around trust-based philanthropy.
We hear of trust-based philanthropy’s origins, how the pandemic and racial reckoning helped thrust trust-based philanthropy into the spotlight, and we look at the different interpretations and misinterpretations of what trust-based philanthropy is all about.
The journey has seen a move from transactional philanthropy to a more relational, partnership-oriented approach. Will this trend continue or will we revert back to the old ways? This episode will answer many of your questions and prompt many new ones.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
In September 2022, Prof Mamokgethi Phakeng was awarded the inaugural Africa Education Medal, awarded by T4 Education to “an outstanding individual who has demonstrated impact, leadership, and advocacy in the field of education”.
Hear the truly remarkable personal and professional story of Prof Mamokgethi Phakeng -- overcoming great adversity in poverty and South Africa’s apartheid, and reaching the pinncale of academia and becoming Vice Chancellor of the top university in Africa.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
In September 2022, Prof Mamokgethi Phakeng was awarded the inaugural Africa Education Medal, awarded by T4 Education to “an outstanding individual who has demonstrated impact, leadership, and advocacy in the field of education”.
Hear the truly remarkable personal and professional story of Prof Mamokgethi Phakeng -- overcoming great adversity in poverty and South Africa’s apartheid, and reaching the pinncale of academia and becoming Vice Chancellor of the top university in Africa.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Nick Hanauer is one of the world’s most provocative thinkers about our society’s growing inequality, the dire consequences that increasing inequality creates for our democracies, and how to fix the system.
An engaging conversation on income inequality that is full of economic and political arguments on the merits of increasing wages and ensuring income inequality doesn’t lead to widespread social unrest.
Nick is a billionaire philanthropist who recognises the severity of the income inequality problem and philanthropy’s relatively small size in relation to the sums involved.
On this episode you’ll learn how Nick is tackling the issue of income inequality and how philanthropists can genuinely make a difference on this front. As a point of interest, Nick is also the podcast host of Pitchfork Economics, which is worth checking out.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Nick Hanauer is one of the world’s most provocative thinkers about our society’s growing inequality, the dire consequences that increasing inequality creates for our democracies, and how to fix the system.
An engaging conversation on income inequality that is full of economic and political arguments on the merits of increasing wages and ensuring income inequality doesn’t lead to widespread social unrest.
Nick is a billionaire philanthropist who recognises the severity of the income inequality problem and philanthropy’s relatively small size in relation to the sums involved.
On this episode you’ll learn how Nick is tackling the issue of income inequality and how philanthropists can genuinely make a difference on this front. As a point of interest, Nick is also the podcast host of Pitchfork Economics, which is worth checking out.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
If you are keen on exploring the collaborative space within philanthropy and the broader sustainability agenda, this episode is for you.
We explore collaborative networks, new voices from next generation philanthropists, identifying local leaders, building trust and the importance of listening.
Synergos was founded in 1986 by Peggy Dulany and has staff and representatives in Africa, Asia, the Arab World, Europe, Latin America, and the United States.
In 2001, Peggy Dulany co-founded Synergos’ Global Philanthropists Circle with her father, David Rockefeller, to support philanthropic families.
Synergos identifies and incubates collaborations that shift power and resources to proximate leaders, enabling the solutions to our greatest human challenges to reach scale.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
If you are keen on exploring the collaborative space within philanthropy and the broader sustainability agenda, this episode is for you.
We explore collaborative networks, new voices from next generation philanthropists, identifying local leaders, building trust and the importance of listening.
Synergos was founded in 1986 by Peggy Dulany and has staff and representatives in Africa, Asia, the Arab World, Europe, Latin America, and the United States.
In 2001, Peggy Dulany co-founded Synergos’ Global Philanthropists Circle with her father, David Rockefeller, to support philanthropic families.
Synergos identifies and incubates collaborations that shift power and resources to proximate leaders, enabling the solutions to our greatest human challenges to reach scale.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Charitable status within the independent / private school sector in Britain is one of the most emotionally-charged and contentious topics. Some private schools operate as registered charities while others do not.
Alberto Lidji moderates a robust and civilised debate with Julie Robinson, CEO of the Independent Schools Council (ISC), and Francis Green, Professor of Work and Education Economics at the Institute of Education, University College London's (UCL) Faculty of Education and Society.
Julie Robinson and Francis Green hold opposing views and yet manage to identify some common ground and fruitful area for future education policy exploration.
This episode will inform you about one of the most debated topics in education reform in Britain today. It may strengthen your existing views, or tempt you to view counter arguments more favourably, or even make you appreciate this topic is not as clear cut as you may have thought.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Charitable status within the independent / private school sector in Britain is one of the most emotionally-charged and contentious topics. Some private schools operate as registered charities while others do not.
Alberto Lidji moderates a robust and civilised debate with Julie Robinson, CEO of the Independent Schools Council (ISC), and Francis Green, Professor of Work and Education Economics at the Institute of Education, University College London's (UCL) Faculty of Education and Society.
Julie Robinson and Francis Green hold opposing views and yet manage to identify some common ground and fruitful area for future education policy exploration.
This episode will inform you about one of the most debated topics in education reform in Britain today. It may strengthen your existing views, or tempt you to view counter arguments more favourably, or even make you appreciate this topic is not as clear cut as you may have thought.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
A wide-ranging conversation on the topic of domestic abuse. Hetti sheds light on sobering statistics, attitudes and behaviours and describes the challenges presented by COVID lockdowns and how new technologies are impacting the field.
In England and Wales, around 2 women a week are killed by a current or former partner, and 1 in 4 women will experience domestic abuse at some point in their lifetime.
The problem goes beyond domestic violence. As Hetti points out, coercive control is the dark side of domestic abuse and often leads to the worst outcomes.
Refuge is an organisation helping those who experience domestic abuse. They run the National Domestic Abuse Helpline and also have deployed a Tech Abuse Team, who support women who are experiencing online abuse and other tech-related abuse.
Innovations in technology present serious challenges – innovations leading to the miniaturisation of surveillance technology, for instance, or software that can compromise WiFi connectivity and remotely lock doors and override temperature control and other features in one’s own home.
This episode explores domestic abuse from various angles and provides invaluable information on the state of affairs and opportunities for improvement.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
A wide-ranging conversation on the topic of domestic abuse. Hetti sheds light on sobering statistics, attitudes and behaviours and describes the challenges presented by COVID lockdowns and how new technologies are impacting the field.
In England and Wales, around 2 women a week are killed by a current or former partner, and 1 in 4 women will experience domestic abuse at some point in their lifetime.
The problem goes beyond domestic violence. As Hetti points out, coercive control is the dark side of domestic abuse and often leads to the worst outcomes.
Refuge is an organisation helping those who experience domestic abuse. They run the National Domestic Abuse Helpline and also have deployed a Tech Abuse Team, who support women who are experiencing online abuse and other tech-related abuse.
Innovations in technology present serious challenges – innovations leading to the miniaturisation of surveillance technology, for instance, or software that can compromise WiFi connectivity and remotely lock doors and override temperature control and other features in one’s own home.
This episode explores domestic abuse from various angles and provides invaluable information on the state of affairs and opportunities for improvement.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
The Veddis Foundation is based in India and is both a grant-maker and an operating foundation. They make unrestricted, multi-year grants and approach programs with a view to pilot, scale, institutionalise and exit. They’re keen on investing at the intersection of policy, technology and impact.
We explore their approach to trust-based philanthropy and learn how they go about building trust among all stakeholders. We get an insider’s look at how they operate and what success looks like at the Veddis Foundation.
Before venturing into the world of impact and philanthropy, Murugan spent 20 years working at Cisco in India, and he takes the opportunity to shed light on corporate philanthropy in India and identifies gaps that present opportunities for improvement.
Murugan notes that “the future is looking bright for India” and we get a glimpse of why the philanthropy sector in India is so vibrant, exciting and full of opportunity right now.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
The Veddis Foundation is based in India and is both a grant-maker and an operating foundation. They make unrestricted, multi-year grants and approach programs with a view to pilot, scale, institutionalise and exit. They’re keen on investing at the intersection of policy, technology and impact.
We explore their approach to trust-based philanthropy and learn how they go about building trust among all stakeholders. We get an insider’s look at how they operate and what success looks like at the Veddis Foundation.
Before venturing into the world of impact and philanthropy, Murugan spent 20 years working at Cisco in India, and he takes the opportunity to shed light on corporate philanthropy in India and identifies gaps that present opportunities for improvement.
Murugan notes that “the future is looking bright for India” and we get a glimpse of why the philanthropy sector in India is so vibrant, exciting and full of opportunity right now.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
This episode provides insight into a dynamic corporate foundation and sheds light on the growth of philanthropy in Australia.
Macquarie Group is a diversified financial srvices organisation with 18,000 employees; working in 33 markets around the world. Interestingly, the foundation was established at the same time and alongside the company itself.
Employee engagement is a key aspect of their philanthropic work. Their matched giving program is generous (matching each employee’s giving up to AUD $50,000 annually) and they also encourage engagement through volunteering, mentoring and sharing of expertise.
Last financial year, the foundation and its employees contributed AUD $44 million to community organisations. We explore their strategic grant-making program, which is focused on economic and social mobility, and which ranges from education and employment of young people in Australia, to higher education access and career attainment in the United States. Their philanthropic work feels different in different regions, and we also hear of their new impact investing work.
Lisa is also co-chair of Philanthropy Australia and she sheds light on the state of affairs and future outlook for philanthropy in that country.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
This episode provides insight into a dynamic corporate foundation and sheds light on the growth of philanthropy in Australia.
Macquarie Group is a diversified financial srvices organisation with 18,000 employees; working in 33 markets around the world. Interestingly, the foundation was established at the same time and alongside the company itself.
Employee engagement is a key aspect of their philanthropic work. Their matched giving program is generous (matching each employee’s giving up to AUD $50,000 annually) and they also encourage engagement through volunteering, mentoring and sharing of expertise.
Last financial year, the foundation and its employees contributed AUD $44 million to community organisations. We explore their strategic grant-making program, which is focused on economic and social mobility, and which ranges from education and employment of young people in Australia, to higher education access and career attainment in the United States. Their philanthropic work feels different in different regions, and we also hear of their new impact investing work.
Lisa is also co-chair of Philanthropy Australia and she sheds light on the state of affairs and future outlook for philanthropy in that country.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Per joins us back on the show after last having been with us on 6th September 2020. We continue where we left off and start by looking at the Global Energy Alliance for People and Planet (GEAPP), which the IKEA Foundation set up with the Rockefeller Foundation and the Bezos Earth Fund.
GEAPP is working in partnership with countries across Africa, Asia, Latin America, and the Caribbean to operationalise renewable energy transitions and expansions, which will reduce greenhouse gases, extend clean power to underserved people, and enable green jobs. As Per notes, we need to embrace radical collaboration – it’s the way to get to Net Zero.
We also look at the IKEA Foundation’s approach to measurement, learning and evaluation; the importance of using evidence to guide grant-making, and the importance of funding research to build such bodies of evidence when they don’t exist. Evidence is key for achieving systems change, and philanthropy needs to take risks, innovate and collaborate.
The conversation also looks at the work the IKEA Foundation has traditionally been doing with refugees in the Global South and, more recently, how IKEA’s commercial operations are supporting refugees from Ukraine in the Global North. Per details the close collaboration between IKEA’s philanthropic and commercial sides.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Per joins us back on the show after last having been with us on 6th September 2020. We continue where we left off and start by looking at the Global Energy Alliance for People and Planet (GEAPP), which the IKEA Foundation set up with the Rockefeller Foundation and the Bezos Earth Fund.
GEAPP is working in partnership with countries across Africa, Asia, Latin America, and the Caribbean to operationalise renewable energy transitions and expansions, which will reduce greenhouse gases, extend clean power to underserved people, and enable green jobs. As Per notes, we need to embrace radical collaboration – it’s the way to get to Net Zero.
We also look at the IKEA Foundation’s approach to measurement, learning and evaluation; the importance of using evidence to guide grant-making, and the importance of funding research to build such bodies of evidence when they don’t exist. Evidence is key for achieving systems change, and philanthropy needs to take risks, innovate and collaborate.
The conversation also looks at the work the IKEA Foundation has traditionally been doing with refugees in the Global South and, more recently, how IKEA’s commercial operations are supporting refugees from Ukraine in the Global North. Per details the close collaboration between IKEA’s philanthropic and commercial sides.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Shannon Elizabeth is an actor who is passionate about animal conservation. She has starred in over 50 films and television shows, including American Pie, Scary Movie, Love Actually and That 70’s Show. Simon Borchert has a strong family history of animal conservation in South Africa. Together, this dynamic husband and wife duo are protecting rhinos and strengthening the field of conservation through the work of the Shannon Elizabeth Foundation.
We learn about the foundation’s operations, programs, advocacy with legislators and we gain insight into leveraging the celebrity platform to drive forward positive change and get the message across.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Shannon Elizabeth is an actor who is passionate about animal conservation. She has starred in over 50 films and television shows, including American Pie, Scary Movie, Love Actually and That 70’s Show. Simon Borchert has a strong family history of animal conservation in South Africa. Together, this dynamic husband and wife duo are protecting rhinos and strengthening the field of conservation through the work of the Shannon Elizabeth Foundation.
We learn about the foundation’s operations, programs, advocacy with legislators and we gain insight into leveraging the celebrity platform to drive forward positive change and get the message across.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Unhealthy environments have been linked to a range of significant health risks to children, including premature birth, stillbirth, increased lifelong risk for brain and behavioural problems, respiratory disorders, cardiovascular disease, cancers, dysfunction of hormonal and reproductive systems, and more.
Globally, more than 1 in 4 childhood deaths under 5 years of age are attributable to unhealthy environments—a statistic that will continue to rise as climate change magnifies the world’s most important environmental risk factors.
While environmental health risk factors are clearly leading causes of child illness and death in Asia, country-specific, systematic data needed to develop approaches to improving children’s health and reducing, minimising, and preventing environmental risk factors is often lacking.
We learn how Children’s Environmental Health Indicators (CEHI) can fill the data and knowledge gap in children’s environmental health; enabling tracking, assessment and reporting on the status and impacts of climate and the environment on children’s health as well as the evaluation of environmental interventions and policies.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Unhealthy environments have been linked to a range of significant health risks to children, including premature birth, stillbirth, increased lifelong risk for brain and behavioural problems, respiratory disorders, cardiovascular disease, cancers, dysfunction of hormonal and reproductive systems, and more.
Globally, more than 1 in 4 childhood deaths under 5 years of age are attributable to unhealthy environments—a statistic that will continue to rise as climate change magnifies the world’s most important environmental risk factors.
While environmental health risk factors are clearly leading causes of child illness and death in Asia, country-specific, systematic data needed to develop approaches to improving children’s health and reducing, minimising, and preventing environmental risk factors is often lacking.
We learn how Children’s Environmental Health Indicators (CEHI) can fill the data and knowledge gap in children’s environmental health; enabling tracking, assessment and reporting on the status and impacts of climate and the environment on children’s health as well as the evaluation of environmental interventions and policies.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
If you ever wondered how to create a truly diverse talent pool and intentionally attract the next generation of leaders from countries not usually represented in senior management teams, this episode will inform you and show you how some of the world’s leading organisations are embracing this challenge.
Atlas Corps was founded in 2006. They are a non-profit, a social enterprise and a registered 501(c)(3) in the United States.
Their Fellowship program identifies strong talent and human capital potential from the Global South and they act as a matchmaker by placing Atlas Corps Fellows with leading organisations such as SAP, Save the Children and the Hilton Foundation.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
If you ever wondered how to create a truly diverse talent pool and intentionally attract the next generation of leaders from countries not usually represented in senior management teams, this episode will inform you and show you how some of the world’s leading organisations are embracing this challenge.
Atlas Corps was founded in 2006. They are a non-profit, a social enterprise and a registered 501(c)(3) in the United States.
Their Fellowship program identifies strong talent and human capital potential from the Global South and they act as a matchmaker by placing Atlas Corps Fellows with leading organisations such as SAP, Save the Children and the Hilton Foundation.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Great advances in medical treatments enable most people with HIV to live lives with life expectancy comparable to the general population. Unfortunately, stigma and negative social norms persist and must be tackled.
The Elton John AIDS Foundation is a global grant-making foundation focused on ending the AIDS epidemic. They’re based in London and New York, they fund services on the ground and organisations that are working in the field in up to 50 countries in Sub-Saharan Africa, South East Asia, Eastern Europe and Central Asia; they are also active in the UK and US. They are the fifth largest AIDS foundation in the world and were founded in 1992.
Anne shares her very touching personal story that brought her to the field of HIV/AIDS; she speaks with passion about the innovative ways they’re leveraging new technologies to reach those most marginalised individuals and communities; and she gives us a glimpse of what it’s like to work with Elton John to improve lives and change mindsets.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Great advances in medical treatments enable most people with HIV to live lives with life expectancy comparable to the general population. Unfortunately, stigma and negative social norms persist and must be tackled.
The Elton John AIDS Foundation is a global grant-making foundation focused on ending the AIDS epidemic. They’re based in London and New York, they fund services on the ground and organisations that are working in the field in up to 50 countries in Sub-Saharan Africa, South East Asia, Eastern Europe and Central Asia; they are also active in the UK and US. They are the fifth largest AIDS foundation in the world and were founded in 1992.
Anne shares her very touching personal story that brought her to the field of HIV/AIDS; she speaks with passion about the innovative ways they’re leveraging new technologies to reach those most marginalised individuals and communities; and she gives us a glimpse of what it’s like to work with Elton John to improve lives and change mindsets.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
In light of so many indicators pointing in the wrong direction, what can we do with the resources and powers at our disposal to tackle the food crisis and drive forward improved nutrition?
This conversation provides clear suggestions and insight for philanthropists, business leaders and policymakers alike -- the case for improved nutrition has never been stronger.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
In light of so many indicators pointing in the wrong direction, what can we do with the resources and powers at our disposal to tackle the food crisis and drive forward improved nutrition?
This conversation provides clear suggestions and insight for philanthropists, business leaders and policymakers alike -- the case for improved nutrition has never been stronger.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on nearly 200 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
In this episode we bring you a heart-warming interview with Zane Wilemon – an ordained priest from Texas who embraced social entrepreneurship in Kenya and improved the lives of children and women through philanthropy and commerce.
We hear how Zane’s philanthropic work led to the creation of Ubuntu Life, a successful social enterprise that is backed by social investors and whose products made it into Whole Foods and were recognised by Oprah Winfrey on her 2020 ‘Favorite Things List'.
Proceeds from the social enterprise go to the Ubuntu Life Foundation, whose work in Kenya supports children with special needs in education and health.
This episode highlights how anyone, anywhere, can make a positive difference to improve our world.
Thank you for downloading this episode of The Do One Better Podcast. Please visit our website at Lidji.org for information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode we bring you a heart-warming interview with Zane Wilemon – an ordained priest from Texas who embraced social entrepreneurship in Kenya and improved the lives of children and women through philanthropy and commerce.
We hear how Zane’s philanthropic work led to the creation of Ubuntu Life, a successful social enterprise that is backed by social investors and whose products made it into Whole Foods and were recognised by Oprah Winfrey on her 2020 ‘Favorite Things List'.
Proceeds from the social enterprise go to the Ubuntu Life Foundation, whose work in Kenya supports children with special needs in education and health.
This episode highlights how anyone, anywhere, can make a positive difference to improve our world.
Thank you for downloading this episode of The Do One Better Podcast. Please visit our website at Lidji.org for information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
In this episode we focus on the power of regenerative agriculture and why you, as a consumer, can literally eat your way to a better world.
We speak with Angus McIntosh, who is better known in South Africa as 'Farmer Angus'. He grew up on a cattle ranch in Kwa-Zulu Natal. Studied Management Accounting at Stellenbosch University before stockbroking for Goldman Sachs in London. Declined the offer of promotion, left his job and moved to South Africa. Built a clay home with inspiration from various people on the way leading to him to eventually become a biodynamic student, grass farmer and carbon sequestrator.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. We invite you to follow us and leave us a review to help others find this show.
In this episode we focus on the power of regenerative agriculture and why you, as a consumer, can literally eat your way to a better world.
We speak with Angus McIntosh, who is better known in South Africa as 'Farmer Angus'. He grew up on a cattle ranch in Kwa-Zulu Natal. Studied Management Accounting at Stellenbosch University before stockbroking for Goldman Sachs in London. Declined the offer of promotion, left his job and moved to South Africa. Built a clay home with inspiration from various people on the way leading to him to eventually become a biodynamic student, grass farmer and carbon sequestrator.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. We invite you to follow us and leave us a review to help others find this show.
On this episode, we are talking with Shane Ryan, Global Executive Director of the Avast Foundation. Many of you who use a computer day in and day out will recognise the Avast brand — they are one of the world’s leading antivirus software providers.
We are going to be talking with Shane about equity and inclusion within the digital space, and to kick things off, here’s a sobering statistic:
According to the United Nations, nearly 3 billion people, or 37% of the global population, have never been online despite a rise in Internet use during the pandemic. And, here’s another statistic: 96% of those nearly 3 billion people who have never been online, live in the developing world.
Today’s conversation is well-rounded and spans equity and inclusion within the digital space, trust-based philanthropy, inclusive co-design and much more.
Shane himself has overcome much adversity during his childhood, having been in care and coming from humble beginnings in West London; and subsequently succeeding in a career that saw him become Deputy Director of the National Lottery Community Fund, in the UK and, today, Global Executive Director of the Avast Foundation.
His experience in equity, inclusion, grant-making and philanthropy provide him with a unique vantage point from which to shed light on the importance of equitable and inclusive digital futures, trust-based philanthropy and inclusive co-design. Inclusive co-design being a thread that is constant throughout Shane’s career — he has always been passionate about ensuring everyone has a voice.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
On this episode, we are talking with Shane Ryan, Global Executive Director of the Avast Foundation. Many of you who use a computer day in and day out will recognise the Avast brand — they are one of the world’s leading antivirus software providers.
We are going to be talking with Shane about equity and inclusion within the digital space, and to kick things off, here’s a sobering statistic:
According to the United Nations, nearly 3 billion people, or 37% of the global population, have never been online despite a rise in Internet use during the pandemic. And, here’s another statistic: 96% of those nearly 3 billion people who have never been online, live in the developing world.
Today’s conversation is well-rounded and spans equity and inclusion within the digital space, trust-based philanthropy, inclusive co-design and much more.
Shane himself has overcome much adversity during his childhood, having been in care and coming from humble beginnings in West London; and subsequently succeeding in a career that saw him become Deputy Director of the National Lottery Community Fund, in the UK and, today, Global Executive Director of the Avast Foundation.
His experience in equity, inclusion, grant-making and philanthropy provide him with a unique vantage point from which to shed light on the importance of equitable and inclusive digital futures, trust-based philanthropy and inclusive co-design. Inclusive co-design being a thread that is constant throughout Shane’s career — he has always been passionate about ensuring everyone has a voice.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
The Beacon Collaborative exists to encourage more private assets to be used for public good. It is a focal point where philanthropists can come together, share ideas and learn from each other – and where organisations can collaborate to support them on their donor journeys.
We explore the barriers and opportunities in giving philanthropically; the intergenerational dynamics within families; the regulatory environment; the value of relationships between donors and charities and ways in which government can foster more philanthropy.
This episode looks at philanthropy from a UK context but will inform and inspire an international audience.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
The Beacon Collaborative exists to encourage more private assets to be used for public good. It is a focal point where philanthropists can come together, share ideas and learn from each other – and where organisations can collaborate to support them on their donor journeys.
We explore the barriers and opportunities in giving philanthropically; the intergenerational dynamics within families; the regulatory environment; the value of relationships between donors and charities and ways in which government can foster more philanthropy.
This episode looks at philanthropy from a UK context but will inform and inspire an international audience.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
Prior to founding Co-Impact in 2017, Olivia served as Founding Director of the Giving Pledge, an effort launched by Bill and Melinda Gates and Warren Buffett.
Co-Impact, brings together partners from around the world to drive forward just and inclusive systems change. They’re operating in 13 countries in Africa, Latin America and Asia.
Funding comes from philanthropists, institutions, corporates and social change leaders; and their program partners are locally-rooted organisations that are working to transform government and market systems to be more effective and more equitable.
They are focused on education, health and economic opportunity; and they have recently launched a new Gender Fund, which advances gender equality and is focused on women’s leadership in law and economics. The Gender Fund has a 10-year horizon and aims to invest $1 billion, of which they have already raised a third.
This episode provides a candid look at one of the most innovative and substantive collaboratives in the world of philanthropy. It will inform and inspire you.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
Prior to founding Co-Impact in 2017, Olivia served as Founding Director of the Giving Pledge, an effort launched by Bill and Melinda Gates and Warren Buffett.
Co-Impact, brings together partners from around the world to drive forward just and inclusive systems change. They’re operating in 13 countries in Africa, Latin America and Asia.
Funding comes from philanthropists, institutions, corporates and social change leaders; and their program partners are locally-rooted organisations that are working to transform government and market systems to be more effective and more equitable.
They are focused on education, health and economic opportunity; and they have recently launched a new Gender Fund, which advances gender equality and is focused on women’s leadership in law and economics. The Gender Fund has a 10-year horizon and aims to invest $1 billion, of which they have already raised a third.
This episode provides a candid look at one of the most innovative and substantive collaboratives in the world of philanthropy. It will inform and inspire you.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
In this episode, we learn about Porticus’ global operations and explore the importance of participation, building networks, developing programs from the ground up and driving systems change.
Since 1995, Porticus has coordinated the philanthropic endeavours of the Brenninkmeijer family, continuing a tradition of social engagement stretching back as far as 1841.
Porticus works in 65 countries and has offices around the world. They have 1,500 partners with whom they aim to improve the world.
Despite their size and reach, they’ve kept a low profile and traditionally the family said they wanted to focus on their partners, rather than have the spotlight on themselves — let our partners shine.
Now Porticus is changing to a more transparent approach. As Melanie notes, when you’re focusing on systems change, you need to get involved in advocacy, you need to be able to influence policy, so there are good reasons for taking a more public and transparent role. It also helps to get new partners and co-funders involved.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, please visit our website at Lidji.org
In this episode, we learn about Porticus’ global operations and explore the importance of participation, building networks, developing programs from the ground up and driving systems change.
Since 1995, Porticus has coordinated the philanthropic endeavours of the Brenninkmeijer family, continuing a tradition of social engagement stretching back as far as 1841.
Porticus works in 65 countries and has offices around the world. They have 1,500 partners with whom they aim to improve the world.
Despite their size and reach, they’ve kept a low profile and traditionally the family said they wanted to focus on their partners, rather than have the spotlight on themselves — let our partners shine.
Now Porticus is changing to a more transparent approach. As Melanie notes, when you’re focusing on systems change, you need to get involved in advocacy, you need to be able to influence policy, so there are good reasons for taking a more public and transparent role. It also helps to get new partners and co-funders involved.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, please visit our website at Lidji.org
The Valuable 500 is using the power of business to drive lasting change for the 1.3 billion people around the world who are living with a disability.
They are a collective of 500 businesses and CEOs, chaired by Paul Polman (former CEO of Unilever), who are innovating for disability inclusion, and who include some of the most recognised firms and brands around the world: Google, Microsoft, Apple, Deloitte and Barclays, to name a few.
These 500 companies represent 22 million employees around the world, in 64 sectors, with $8 trillion in revenue power. Caroline is unequivocal that this is an initiative that comes from the heart; if we can make business good, we can change the world.
We also learn about Caroline’s personal challenges and disability: being legally blind (having been diagnosed with ocular albinism, a genetic condition that severely impairs vision), having to remortgage her house in order to get the Valuable 500 off the ground and going to great lengths to get Paul Polman on board.
Thank you for downloading this episode of The Do One Better Podcast. Please visit our website at Lidji.org for information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review since it helps others find this show.
The Valuable 500 is using the power of business to drive lasting change for the 1.3 billion people around the world who are living with a disability.
They are a collective of 500 businesses and CEOs, chaired by Paul Polman (former CEO of Unilever), who are innovating for disability inclusion, and who include some of the most recognised firms and brands around the world: Google, Microsoft, Apple, Deloitte and Barclays, to name a few.
These 500 companies represent 22 million employees around the world, in 64 sectors, with $8 trillion in revenue power. Caroline is unequivocal that this is an initiative that comes from the heart; if we can make business good, we can change the world.
We also learn about Caroline’s personal challenges and disability: being legally blind (having been diagnosed with ocular albinism, a genetic condition that severely impairs vision), having to remortgage her house in order to get the Valuable 500 off the ground and going to great lengths to get Paul Polman on board.
Thank you for downloading this episode of The Do One Better Podcast. Please visit our website at Lidji.org for information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review since it helps others find this show.
Learn how the Patrick J. McGovern Foundation is making an impact; helping non-profit organisations by advancing AI and data solutions to create a thriving, equitable, and sustainable future for all.
Claudia Juech is Vice President of Data and Society at the Patrick. J. McGovern Foundation and was Managing Director for Strategic Insights at the Rockefeller Foundation.
Her career has been all about using data for decision making – first in the financial sector in Germany and more recently at the Rockefeller Foundation, where she and her team used foresight approaches and innovation methodologies to identify the most promising ideas that could be shaped into the next $100M initiative.
This episode will stimulate your thinking and provide you with tangible examples of how data can be leveraged to drive forward social good.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, please visit our website at Lidji.org
Learn how the Patrick J. McGovern Foundation is making an impact; helping non-profit organisations by advancing AI and data solutions to create a thriving, equitable, and sustainable future for all.
Claudia Juech is Vice President of Data and Society at the Patrick. J. McGovern Foundation and was Managing Director for Strategic Insights at the Rockefeller Foundation.
Her career has been all about using data for decision making – first in the financial sector in Germany and more recently at the Rockefeller Foundation, where she and her team used foresight approaches and innovation methodologies to identify the most promising ideas that could be shaped into the next $100M initiative.
This episode will stimulate your thinking and provide you with tangible examples of how data can be leveraged to drive forward social good.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship, please visit our website at Lidji.org
James Chen has dedicated the last 20 years to addressing the issue of poor vision. He founded Clearly, a global campaign to educate the public and world leaders and raise the profile of the issue — championing innovation and spreading best practices that help make sight tests and affordable glasses available to all, as well as connecting people committed to tackling this issue so we can all be a catalyst for change.
As part of this work, James convinced 52 countries at the Commonwealth Heads of Government Meeting (CHOGM) to pledge affordable eye care for all, created the first UN working group on poor vision and completed research which found glasses had the largest productivity increase of any other health intervention.
He is creating a tipping point in how poor vision is viewed on the global health agenda, culminating in the unanimous UN ‘Vision for All by 2030’ resolution in the summer of 2021.
In this episode, James also explains his passion for moonshot philanthropy and why it’s important to think big, take calculated risks and, in his words, privatise failure and socialise success, whereby philanthropists absorb the costs when things don’t quite work out and they share with the wider world when interventions succeed.
Thank you for downloading this episode of The Do One Better Podcast. Please visit our website at Lidji.org for information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
James Chen has dedicated the last 20 years to addressing the issue of poor vision. He founded Clearly, a global campaign to educate the public and world leaders and raise the profile of the issue — championing innovation and spreading best practices that help make sight tests and affordable glasses available to all, as well as connecting people committed to tackling this issue so we can all be a catalyst for change.
As part of this work, James convinced 52 countries at the Commonwealth Heads of Government Meeting (CHOGM) to pledge affordable eye care for all, created the first UN working group on poor vision and completed research which found glasses had the largest productivity increase of any other health intervention.
He is creating a tipping point in how poor vision is viewed on the global health agenda, culminating in the unanimous UN ‘Vision for All by 2030’ resolution in the summer of 2021.
In this episode, James also explains his passion for moonshot philanthropy and why it’s important to think big, take calculated risks and, in his words, privatise failure and socialise success, whereby philanthropists absorb the costs when things don’t quite work out and they share with the wider world when interventions succeed.
Thank you for downloading this episode of The Do One Better Podcast. Please visit our website at Lidji.org for information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship. Please leave us a rating and a review to help others find this show.
Grantmaking is imperfect and full of opportunities for improvement. We explore a range of topics, including (1) trust-based philanthropy; (2) power imbalances; (3) participatory grantmaking; and (4) striving to make grantmaking more accessible, equitable and empathetic.
Tom and Gemma are authors of the book ‘Modern Grantmaking’, which provides useful tips for professionals in this field and instils a belief that better is possible.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
Grantmaking is imperfect and full of opportunities for improvement. We explore a range of topics, including (1) trust-based philanthropy; (2) power imbalances; (3) participatory grantmaking; and (4) striving to make grantmaking more accessible, equitable and empathetic.
Tom and Gemma are authors of the book ‘Modern Grantmaking’, which provides useful tips for professionals in this field and instils a belief that better is possible.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
Michael Traill is Chair of Australia’s largest foundation, the Paul Ramsay Foundation, and co-founder of For Purpose Investment Partners. Michael also co-founded Macquarie Group’s private equity arm, was Chief Executive of Social Ventures Australia and holds a Harvard MBA.
This episode provides key insight and detail for anyone who wishes to leverage private capital for social good. We explore a range of topics including:
(1) An overview of philanthropy in Australia today. (2) Going beyond grant-making and ensuring endowments are invested for impact. (3) Do investment professionals genuinely value impact investing? (4) How does a non-profit, impact investment manager actually work? (5) How do you go about deal flow origination, and what does a deal look like? (6) How do you go to market with an impact investment proposition? (7) How will the impact investing market evolve in the coming years? (8) Do most impact investment opportunities arise from private equity houses, philanthropic foundations, high net worth individuals, or elsewhere?
Thank you for downloading this episode of the Do One Better Podcast. Please leave us a rating and a review since it helps others find this show. For information on more than 150 interviews with remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
Michael Traill is Chair of Australia’s largest foundation, the Paul Ramsay Foundation, and co-founder of For Purpose Investment Partners. Michael also co-founded Macquarie Group’s private equity arm, was Chief Executive of Social Ventures Australia and holds a Harvard MBA.
This episode provides key insight and detail for anyone who wishes to leverage private capital for social good. We explore a range of topics including:
(1) An overview of philanthropy in Australia today. (2) Going beyond grant-making and ensuring endowments are invested for impact. (3) Do investment professionals genuinely value impact investing? (4) How does a non-profit, impact investment manager actually work? (5) How do you go about deal flow origination, and what does a deal look like? (6) How do you go to market with an impact investment proposition? (7) How will the impact investing market evolve in the coming years? (8) Do most impact investment opportunities arise from private equity houses, philanthropic foundations, high net worth individuals, or elsewhere?
Thank you for downloading this episode of the Do One Better Podcast. Please leave us a rating and a review since it helps others find this show. For information on more than 150 interviews with remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
We explore the world of charities and delve into key questions, such as:
(1) What’s the state of affairs with charities today? (2) Why are so many charities struggling for funding when many foundations and major donors saw their endowments, net worth and equity portfolios grow so much in 2021? (3) What’s the public perception of charities and is it well-founded? (4) Are there too many charities and do they overlap with each other? (5) Are there parallels to be drawn between the private sector and non-profit sector? (6) Is it right for charity CEOs and their boards to focus on growth?
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org -- Please leave us a rating and a review since it helps others find this show. Thank you!
We explore the world of charities and delve into key questions, such as:
(1) What’s the state of affairs with charities today? (2) Why are so many charities struggling for funding when many foundations and major donors saw their endowments, net worth and equity portfolios grow so much in 2021? (3) What’s the public perception of charities and is it well-founded? (4) Are there too many charities and do they overlap with each other? (5) Are there parallels to be drawn between the private sector and non-profit sector? (6) Is it right for charity CEOs and their boards to focus on growth?
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org -- Please leave us a rating and a review since it helps others find this show. Thank you!
A candid conversation where opportunities are fleshed out; where tensions between mission and sustainability are identified; and where a belief in doing better is underscored.
Should you use plastic packaging instead of glass? How do you tackle the tension between having organic protein food products that help children grow and the high carbon output that accompanies such protein?
We also explore the broader business landscape; delve into the merits of becoming B Corp certified; and consider the legislative agenda, such as the drive for the Better Business Act in the UK, which aims to ensure every company in the UK aligns their interests with those of wider society and the environment.
Ella’s Kitchen leads the way in organic baby food in the UK, is B Corp certified, operates in 35 markets and is mission-driven to improve children’s lives through developing healthy relationships with food.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org Please follow the show if you’re not doing so already and leave us a rating and a review — thank you!
A candid conversation where opportunities are fleshed out; where tensions between mission and sustainability are identified; and where a belief in doing better is underscored.
Should you use plastic packaging instead of glass? How do you tackle the tension between having organic protein food products that help children grow and the high carbon output that accompanies such protein?
We also explore the broader business landscape; delve into the merits of becoming B Corp certified; and consider the legislative agenda, such as the drive for the Better Business Act in the UK, which aims to ensure every company in the UK aligns their interests with those of wider society and the environment.
Ella’s Kitchen leads the way in organic baby food in the UK, is B Corp certified, operates in 35 markets and is mission-driven to improve children’s lives through developing healthy relationships with food.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org Please follow the show if you’re not doing so already and leave us a rating and a review — thank you!
Deval Sanghavi, Co-Founder of Dasra, joins Alberto Lidji to discuss strategic philanthropy in India. Dasra began as a venture philanthropy fund to invest in early stage non-profit organizations in India.
After listening to this episode you will have better insight into the philanthropic landscape in India; understand how grant-making foundations are including the voices of NGOs into their grant-making decisions and how NGO leaders are being supported.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship.
Deval Sanghavi, Co-Founder of Dasra, joins Alberto Lidji to discuss strategic philanthropy in India. Dasra began as a venture philanthropy fund to invest in early stage non-profit organizations in India.
After listening to this episode you will have better insight into the philanthropic landscape in India; understand how grant-making foundations are including the voices of NGOs into their grant-making decisions and how NGO leaders are being supported.
Thank you for downloading this episode of The Do One Better Podcast. Visit our website at Lidji.org for information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship.
Let’s transform education systems by reigniting intrinsic motivation! The Chair and CEO of STiR Education, Jo Owen and Girish Menon, explain why motivation is key to success.
STiR Education operates in India and Uganda, they’ve recently started a program in Indonesia and are currently in discussions with the education ministry in Ethiopia. Brazil is being explored.
They’ve been funded by some of the world’s leading foundations, including MacArthur Foundation, IKEA Foundation, Dubai Cares, ELMA Foundation and UBS Optimus.
We hear how intrinsic motivation needs to run across entire education systems and without it even the most targeted education interventions are at increased risk of failure.
Jo Owen and Girish Menon provide excellent insight and vivid examples to inform, inspire and help you make a bigger impact.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with thought leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
Let’s transform education systems by reigniting intrinsic motivation! The Chair and CEO of STiR Education, Jo Owen and Girish Menon, explain why motivation is key to success.
STiR Education operates in India and Uganda, they’ve recently started a program in Indonesia and are currently in discussions with the education ministry in Ethiopia. Brazil is being explored.
They’ve been funded by some of the world’s leading foundations, including MacArthur Foundation, IKEA Foundation, Dubai Cares, ELMA Foundation and UBS Optimus.
We hear how intrinsic motivation needs to run across entire education systems and without it even the most targeted education interventions are at increased risk of failure.
Jo Owen and Girish Menon provide excellent insight and vivid examples to inform, inspire and help you make a bigger impact.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with thought leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
Transforming lives by setting up kids’ operating rooms and training paediatric surgeons in low and middle income countries. Garreth Wood, Chair of KidsOR, talks about need, solutions + economic impact.
KidsOR is operating in 20 countries; they’re focused on building centres of excellence for children's surgery; dramatically increasing capacity and access for safe surgery; and they’re doing it in government hospitals, creating safe spaces and the right tools. They are training a local healthcare workforce so they can care for their own nation’s children.
Beyond the moral imperative to support children, there’s a strong economic argument as well: Countries face a staggering difference in economic benefit between a child who spends their entire life living with a disability versus a child who’s able to contribute fully to the country as they grow up.
In this conversation we explore a range of relevant issues, from the need to train paediatric surgeons, biomedical engineers and the local healthcare workforce, to scaling up internationally and collaborating with governments and ministries of health.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
Transforming lives by setting up kids’ operating rooms and training paediatric surgeons in low and middle income countries. Garreth Wood, Chair of KidsOR, talks about need, solutions + economic impact.
KidsOR is operating in 20 countries; they’re focused on building centres of excellence for children's surgery; dramatically increasing capacity and access for safe surgery; and they’re doing it in government hospitals, creating safe spaces and the right tools. They are training a local healthcare workforce so they can care for their own nation’s children.
Beyond the moral imperative to support children, there’s a strong economic argument as well: Countries face a staggering difference in economic benefit between a child who spends their entire life living with a disability versus a child who’s able to contribute fully to the country as they grow up.
In this conversation we explore a range of relevant issues, from the need to train paediatric surgeons, biomedical engineers and the local healthcare workforce, to scaling up internationally and collaborating with governments and ministries of health.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
Jay Weatherill, CEO of Thrive by Five and former Premier of South Australia, discusses Early Childhood Development within an Australian context and introduces an exciting new parenting app.
Thrive by Five is an initiative of the Minderoo Foundation — a philanthropic outfit founded by Nicola and Andrew Forrest that has grown to AU$2.5 billion and is today one of the largest foundations in Australia and the region.
We explore the Early Childhood Development landscape; the work of Thrive by Five and the Minderoo Foundation; and their new parenting app.
As a former Premier of South Australia, we hear how James is able to draw on his experience and expertise to create a social movement and change political realities in the drive to put Early Childhood Development front and centre on the agenda.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship please visit our website at Lidji.org
Jay Weatherill, CEO of Thrive by Five and former Premier of South Australia, discusses Early Childhood Development within an Australian context and introduces an exciting new parenting app.
Thrive by Five is an initiative of the Minderoo Foundation — a philanthropic outfit founded by Nicola and Andrew Forrest that has grown to AU$2.5 billion and is today one of the largest foundations in Australia and the region.
We explore the Early Childhood Development landscape; the work of Thrive by Five and the Minderoo Foundation; and their new parenting app.
As a former Premier of South Australia, we hear how James is able to draw on his experience and expertise to create a social movement and change political realities in the drive to put Early Childhood Development front and centre on the agenda.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship please visit our website at Lidji.org
What if we loved politicians? Lisa Witter, CEO of the Apolitical Foundation, joins us to explore investing in new types of political leaders who will help us achieve the UN Sustainable Development Goals.
A great conversation on empowering democracy for the 21st Century; supporting and training policymakers and political leaders; closing the gap between evidence and informed political action; and encouraging citizens to participate throughout the political process.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, just visit our website at Lidji.org
What if we loved politicians? Lisa Witter, CEO of the Apolitical Foundation, joins us to explore investing in new types of political leaders who will help us achieve the UN Sustainable Development Goals.
A great conversation on empowering democracy for the 21st Century; supporting and training policymakers and political leaders; closing the gap between evidence and informed political action; and encouraging citizens to participate throughout the political process.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, just visit our website at Lidji.org
Fran Perrin, Chair of 360Giving, calls for more data transparency in philanthropy and explains how grant-makers, charities and beneficiaries can benefit from sharing data.
360Giving is about making better grant decisions by having more information, and fitting funding to where it’s most needed and has the most impact. They are a charity helping organisations publish open, standardised grants data, and empowering people to use it to improve charitable giving.
Through data sharing they also help lower the barriers to entry for small charities that are fundraising, so they know where to apply and, in the process, stop wasting time applying for money that’s never going to be given.
In this episode we go beyond data transparency and also explore how COVID has shifted philanthropic thinking; the need for increased focus on diversity, equity and inclusion; power imbalances; and the increased prominence of trust-based philanthropy.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship please visit our website at Lidji.org
Fran Perrin, Chair of 360Giving, calls for more data transparency in philanthropy and explains how grant-makers, charities and beneficiaries can benefit from sharing data.
360Giving is about making better grant decisions by having more information, and fitting funding to where it’s most needed and has the most impact. They are a charity helping organisations publish open, standardised grants data, and empowering people to use it to improve charitable giving.
Through data sharing they also help lower the barriers to entry for small charities that are fundraising, so they know where to apply and, in the process, stop wasting time applying for money that’s never going to be given.
In this episode we go beyond data transparency and also explore how COVID has shifted philanthropic thinking; the need for increased focus on diversity, equity and inclusion; power imbalances; and the increased prominence of trust-based philanthropy.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship please visit our website at Lidji.org
Dr Randa Grob-Zakhary, Founder and CEO of Education.org, is unequivocal about the need to reduce the gap between the existing body of evidence in education and the small amount of that evidence that’s actually being used by policymakers.
Education.org is a young foundation making big, positive waves within the world of education. Early stage investors and partners supporting it include the Oak Foundation, Dubai Cares, Porticus, Chan Zuckerberg Initiative and Echidna Giving.
Randa brings innovative thinking to the table and, as she points out, “it’s very hard being a start-up in the education sector because the sector is so oriented towards the status quo”.
Prior to founding Education.org, Randa held various roles, including CEO of the LEGO Foundation; Board Member with the Global Partnership for Education; and Global Head of Education at Porticus. She holds an M.D. and PhD in neuroscience from Johns Hopkins University.
Thank you for downloading this episode. For information on more than 150 episodes with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship just visit Lidji.org
Dr Randa Grob-Zakhary, Founder and CEO of Education.org, is unequivocal about the need to reduce the gap between the existing body of evidence in education and the small amount of that evidence that’s actually being used by policymakers.
Education.org is a young foundation making big, positive waves within the world of education. Early stage investors and partners supporting it include the Oak Foundation, Dubai Cares, Porticus, Chan Zuckerberg Initiative and Echidna Giving.
Randa brings innovative thinking to the table and, as she points out, “it’s very hard being a start-up in the education sector because the sector is so oriented towards the status quo”.
Prior to founding Education.org, Randa held various roles, including CEO of the LEGO Foundation; Board Member with the Global Partnership for Education; and Global Head of Education at Porticus. She holds an M.D. and PhD in neuroscience from Johns Hopkins University.
Thank you for downloading this episode. For information on more than 150 episodes with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship just visit Lidji.org
Let’s talk collaborative philanthropy! We are joined by Anna Hakobyan (Chief Impact Officer at CIFF — the Children’s Investment Fund Foundation), Deepali Khanna (Managing Director for Asia at the Rockefeller Foundation) and Anurag Banerjee (Co-Founder & CEO of Quilt.AI) for a candid and thought-provoking conversation.
This is an in-depth episode with views from three influential and consequential thought-leaders in philanthropy and social good, who bring a breadth of experience and expertise ranging from grant-making and impact measurement to data-sharing and artificial intelligence for good.
Collaboration in the world of philanthropy is not only increasing in prominence but is also becoming ever more sophisticated and innovative.
We take a look at collaboration across numerous dimensions, including funder to funder; funder and grantees; grantee to grantee; Global South to Global South; private and non-profit sectors; and large/experienced organisations to small/inexperienced ones.
We also discuss how impact measurement, evaluation findings and evidence reviews should be viewed as a public good; fully transparent and shared widely; within an environment of trust that creates safe spaces for candid exchanges on what works and what does not.
And, we explore the importance of going beyond traditional knowledge-sharing by targeting the right audiences with key insights at just the right time when they’re in the decision-making process. This is an episode that will inform you and equip you to achieve more social good.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 episodes featuring remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship please visit our website at Lidji.org
Let’s talk collaborative philanthropy! We are joined by Anna Hakobyan (Chief Impact Officer at CIFF — the Children’s Investment Fund Foundation), Deepali Khanna (Managing Director for Asia at the Rockefeller Foundation) and Anurag Banerjee (Co-Founder & CEO of Quilt.AI) for a candid and thought-provoking conversation.
This is an in-depth episode with views from three influential and consequential thought-leaders in philanthropy and social good, who bring a breadth of experience and expertise ranging from grant-making and impact measurement to data-sharing and artificial intelligence for good.
Collaboration in the world of philanthropy is not only increasing in prominence but is also becoming ever more sophisticated and innovative.
We take a look at collaboration across numerous dimensions, including funder to funder; funder and grantees; grantee to grantee; Global South to Global South; private and non-profit sectors; and large/experienced organisations to small/inexperienced ones.
We also discuss how impact measurement, evaluation findings and evidence reviews should be viewed as a public good; fully transparent and shared widely; within an environment of trust that creates safe spaces for candid exchanges on what works and what does not.
And, we explore the importance of going beyond traditional knowledge-sharing by targeting the right audiences with key insights at just the right time when they’re in the decision-making process. This is an episode that will inform you and equip you to achieve more social good.
Thank you for downloading this episode of The Do One Better Podcast. For information on more than 150 episodes featuring remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship please visit our website at Lidji.org
Celebrating our 150th Episode! Tania Bryer of CNBC fame interviews Alberto Lidji to explore insights from The Do One Better Podcast’s 150 episodes. A candid look at podcasting, philanthropy and more.
Alberto Lidji launched The Do One Better Podcast in early 2019, shortly after stepping down as Global CEO of the Novak Djokovic Foundation.
He has also been a Senior Advisor to the Goldie Hawn Foundation and Director of Development at the Duke of Edinburgh's International Award Foundation.
The purpose of The Do One Better Podcast is to inspire a global audience to be more philanthropic, to act more sustainably and to embrace social entrepreneurship.
Guests over the past three years have included Paul Polman, Siya Kolisi, David Lynch, Julia Gillard, David Miliband, Cherie Blair and Ricardo Lagos.
On this episode we explore:
(1) What it was like in the early days of the podcast.
(2) Advice for up-and-coming podcasters and those who want to create a podcast.
(3) The move from private sector into philanthropy.
(4) What to think about if you’re looking to get into philanthropy.
(5) Lessons and surprises from 150 episodes.
(6) Most moving philanthropic initiative?
(7) What are some of the key trends in philanthropy and broader sustainability agenda?
Thank you for downloading this 150th episode of The Do One Better Podcast. For information on many other interviews with remarkable thought leaders, visit our website at Lidji.org
Celebrating our 150th Episode! Tania Bryer of CNBC fame interviews Alberto Lidji to explore insights from The Do One Better Podcast’s 150 episodes. A candid look at podcasting, philanthropy and more.
Alberto Lidji launched The Do One Better Podcast in early 2019, shortly after stepping down as Global CEO of the Novak Djokovic Foundation.
He has also been a Senior Advisor to the Goldie Hawn Foundation and Director of Development at the Duke of Edinburgh's International Award Foundation.
The purpose of The Do One Better Podcast is to inspire a global audience to be more philanthropic, to act more sustainably and to embrace social entrepreneurship.
Guests over the past three years have included Paul Polman, Siya Kolisi, David Lynch, Julia Gillard, David Miliband, Cherie Blair and Ricardo Lagos.
On this episode we explore:
(1) What it was like in the early days of the podcast.
(2) Advice for up-and-coming podcasters and those who want to create a podcast.
(3) The move from private sector into philanthropy.
(4) What to think about if you’re looking to get into philanthropy.
(5) Lessons and surprises from 150 episodes.
(6) Most moving philanthropic initiative?
(7) What are some of the key trends in philanthropy and broader sustainability agenda?
Thank you for downloading this 150th episode of The Do One Better Podcast. For information on many other interviews with remarkable thought leaders, visit our website at Lidji.org
A must-listen episode that will inform and inspire. Learn how Pinterest is leveraging its scale and reach of 444 million global, monthly active users to change narratives and drive forward social change around emotional wellbeing and mental health.
Pinterest is one of the most inspirational destinations online and, indeed, their mission is to help people discover the things they love, and inspire them to go do those things in their daily lives.
However, there’s an appreciation that life isn’t always so inspiring, and things on the internet aren’t either. Real-life feelings and experiences can carry over to our lives online.
Pinterest is focused on emotional wellbeing and they’re leveraging their product, scale and philanthropic network to make a difference to millions of people across the globe.
Thank you for downloading this episode of The Do One Better Podcast. For information on nearly 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
A must-listen episode that will inform and inspire. Learn how Pinterest is leveraging its scale and reach of 444 million global, monthly active users to change narratives and drive forward social change around emotional wellbeing and mental health.
Pinterest is one of the most inspirational destinations online and, indeed, their mission is to help people discover the things they love, and inspire them to go do those things in their daily lives.
However, there’s an appreciation that life isn’t always so inspiring, and things on the internet aren’t either. Real-life feelings and experiences can carry over to our lives online.
Pinterest is focused on emotional wellbeing and they’re leveraging their product, scale and philanthropic network to make a difference to millions of people across the globe.
Thank you for downloading this episode of The Do One Better Podcast. For information on nearly 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
A must-listen episode for anyone who is interested in integrating ESG (Environmental, Social & Governance) into their investments and taking an active, strategic approach to ensuring investee and portfolio companies drive forward the Global Sustainability Agenda.
Yellowwoods is an investment firm and business-builder. They are driven by purpose and we explore how they’re leveraging a range of tools, including procurement, supply chains, youth and inclusive employment initiatives, and regenerative agriculture to drive impact across entire industries.
All of Yellowwoods’ businesses were born in South Africa and many are now global multinationals and household names.
This episode inspires, informs and serves as a call to action for investors and grant-makers alike to leverage commercial models and multi-sectoral partnerships for good.
Thank you for downloading this episode. For information on nearly 150 other podcast interviews, we invite you to visit our website at Lidji.org
A must-listen episode for anyone who is interested in integrating ESG (Environmental, Social & Governance) into their investments and taking an active, strategic approach to ensuring investee and portfolio companies drive forward the Global Sustainability Agenda.
Yellowwoods is an investment firm and business-builder. They are driven by purpose and we explore how they’re leveraging a range of tools, including procurement, supply chains, youth and inclusive employment initiatives, and regenerative agriculture to drive impact across entire industries.
All of Yellowwoods’ businesses were born in South Africa and many are now global multinationals and household names.
This episode inspires, informs and serves as a call to action for investors and grant-makers alike to leverage commercial models and multi-sectoral partnerships for good.
Thank you for downloading this episode. For information on nearly 150 other podcast interviews, we invite you to visit our website at Lidji.org
We explore the importance of making the latest evidence on children's rights and wellbeing accessible to a broad audience, strengthening and framing key arguments by using the most engaging language and communicating with policymakers and politicians so they make informed budgetary and voting decisions.
The Institute for Inspiring Children’s Futures works with diverse partners, including the OECD, Unicef and the UN Office of the High Commissioner for Human Rights, and engages with policymakers and politicians internationally.
They aim to ensure children facing adversity have what they need to reach their full potential, and much of their focus is on children who come into contact with the justice system.
Despite the fact that the wellbeing of children is an important indicator of the future stability of society and prosperity of the economy, there is still far to go to ensure children’s rights are realised.
Thank you for downloading this episode. For information on nearly 150 other interviews with remarkable thought leaders visit Lidji.org
We explore the importance of making the latest evidence on children's rights and wellbeing accessible to a broad audience, strengthening and framing key arguments by using the most engaging language and communicating with policymakers and politicians so they make informed budgetary and voting decisions.
The Institute for Inspiring Children’s Futures works with diverse partners, including the OECD, Unicef and the UN Office of the High Commissioner for Human Rights, and engages with policymakers and politicians internationally.
They aim to ensure children facing adversity have what they need to reach their full potential, and much of their focus is on children who come into contact with the justice system.
Despite the fact that the wellbeing of children is an important indicator of the future stability of society and prosperity of the economy, there is still far to go to ensure children’s rights are realised.
Thank you for downloading this episode. For information on nearly 150 other interviews with remarkable thought leaders visit Lidji.org
It’s been said that philanthropy is under attack. In this episode we explore key arguments in favour and against philanthropy and highlight opportunities for the road ahead.
No matter your views on philanthropy, you will find this episode informative and thought-provoking.
Beth worked as a fundraiser and charity manager for a decade before co-founding the Centre for Philanthropy at the University of Kent in 2008.
She researched and wrote the annual Coutts Million Pound Donor Report from 2008-2017, co-authored Richer Lives: why rich people give (2013), The Logic of Charity: Great Expectations in Hard Times (2015) and co-edited The Philanthropy Reader (2016).
Her last book The New Fundraisers: who organises generosity in contemporary society? won the AFP Skystone Research Partners book prize for 2018, and her new book, published in Autumn 2021, ‘In Defence of Philanthropy’, is a timely response to growing critiques of private giving.
Thank you for downloading this episode. For information on nearly 150 episodes with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
It’s been said that philanthropy is under attack. In this episode we explore key arguments in favour and against philanthropy and highlight opportunities for the road ahead.
No matter your views on philanthropy, you will find this episode informative and thought-provoking.
Beth worked as a fundraiser and charity manager for a decade before co-founding the Centre for Philanthropy at the University of Kent in 2008.
She researched and wrote the annual Coutts Million Pound Donor Report from 2008-2017, co-authored Richer Lives: why rich people give (2013), The Logic of Charity: Great Expectations in Hard Times (2015) and co-edited The Philanthropy Reader (2016).
Her last book The New Fundraisers: who organises generosity in contemporary society? won the AFP Skystone Research Partners book prize for 2018, and her new book, published in Autumn 2021, ‘In Defence of Philanthropy’, is a timely response to growing critiques of private giving.
Thank you for downloading this episode. For information on nearly 150 episodes with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship, visit our website at Lidji.org
This episode provides clear insight into how the EdelGive Foundation developed, structured and executed a highly collaborative fund to support 100 NGOs in India, securing funding from the likes of the Bill & Melinda Gates Foundation, the MacArthur Foundation, Rohini Nilekani Philanthropies and the Chandra Foundation.
The EdelGive Foundation is a grant-making organization, helping build and expand philanthropy in India by funding and supporting the growth of small to mid-sized grassroots NGOs committed to empowering vulnerable children, women, and communities.
This approach has enabled the foundation to be a go-to partner of choice for Indian and foreign funders wanting to engage with the Indian development ecosystem.
The Grassroots, Resilience, Ownership and Wellness (GROW) Fund is aimed at building the capabilities, resilience and future readiness of grassroots organisations.
The GROW Fund aims to strengthen 100 high impact grassroots organisations over 24 months, through capacity building and support of key organisational functions.
Thank you for downloading this episode. For information on nearly 150 interviews with remarkable thought leaders in philanthropy. sustainability and social entrepreneurship, please visit our website at Lidji.org
This episode provides clear insight into how the EdelGive Foundation developed, structured and executed a highly collaborative fund to support 100 NGOs in India, securing funding from the likes of the Bill & Melinda Gates Foundation, the MacArthur Foundation, Rohini Nilekani Philanthropies and the Chandra Foundation.
The EdelGive Foundation is a grant-making organization, helping build and expand philanthropy in India by funding and supporting the growth of small to mid-sized grassroots NGOs committed to empowering vulnerable children, women, and communities.
This approach has enabled the foundation to be a go-to partner of choice for Indian and foreign funders wanting to engage with the Indian development ecosystem.
The Grassroots, Resilience, Ownership and Wellness (GROW) Fund is aimed at building the capabilities, resilience and future readiness of grassroots organisations.
The GROW Fund aims to strengthen 100 high impact grassroots organisations over 24 months, through capacity building and support of key organisational functions.
Thank you for downloading this episode. For information on nearly 150 interviews with remarkable thought leaders in philanthropy. sustainability and social entrepreneurship, please visit our website at Lidji.org
Get a behind-the-scenes look at how ‘the Squirrels’ came about and how the programme is providing 4 and 5 year olds with skills for life when it matters most by promoting key skills like working together, communication and language, as well as creativity and community awareness.
Gain insight from an in-depth conversation covering the entire journey of how the Squirrels went from initial concept to successful funding, evidence-based piloting, execution and meaningful scale.
We hear of the many challenges that had to be overcome, the funding sources that were tapped and the diverse stakeholders who were brought on board to make this initiative a success.
Thank you for downloading this episode. For information on nearly 150 interviews with remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
Get a behind-the-scenes look at how ‘the Squirrels’ came about and how the programme is providing 4 and 5 year olds with skills for life when it matters most by promoting key skills like working together, communication and language, as well as creativity and community awareness.
Gain insight from an in-depth conversation covering the entire journey of how the Squirrels went from initial concept to successful funding, evidence-based piloting, execution and meaningful scale.
We hear of the many challenges that had to be overcome, the funding sources that were tapped and the diverse stakeholders who were brought on board to make this initiative a success.
Thank you for downloading this episode. For information on nearly 150 interviews with remarkable thought-leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
A great conversation on how foundations are able to nurture the organisations they fund and support. We look at the power dynamic between grant-maker and grantee, delve into fostering trust and explore how foundations are able to provide support that goes beyond financial grants.
Simon Sommer is Co-CEO of the Jacobs Foundation, which has 7 billion Swiss Francs in assets (roughly USD $7 billion), granted out nearly 90 million Swiss Francs in 2020 and is a strong backer of education, internationally.
Sharath Jeevan is the Founder of Intrinsic Labs, which helps leaders and their organisations tackle deep motivation challenges. He is the author of the recently-published book “Intrinsic”.
Thank you for downloading this episode of The Do One Better Podcast. For information on nearly 150 interviews with remarkable thought leaders in the world of philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
A great conversation on how foundations are able to nurture the organisations they fund and support. We look at the power dynamic between grant-maker and grantee, delve into fostering trust and explore how foundations are able to provide support that goes beyond financial grants.
Simon Sommer is Co-CEO of the Jacobs Foundation, which has 7 billion Swiss Francs in assets (roughly USD $7 billion), granted out nearly 90 million Swiss Francs in 2020 and is a strong backer of education, internationally.
Sharath Jeevan is the Founder of Intrinsic Labs, which helps leaders and their organisations tackle deep motivation challenges. He is the author of the recently-published book “Intrinsic”.
Thank you for downloading this episode of The Do One Better Podcast. For information on nearly 150 interviews with remarkable thought leaders in the world of philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
Safeena Husain founded Educate Girls in 2007 and today they operate in more than 20,000 villages across three states in India.
They’re mobilising communities in the most marginalised and remote areas to get out-of-school girls back into school and ensure they stay in school and are actually learning.
They’ve grown at a fast pace and today have a team of 2,200 full time employees and 15,000 volunteers.
Under Safeena’s leadership, and in conjunction with the UBS Optimus Foundation and Children’s Investment Fund Foundation (CIFF), they launched the first development impact bond (DIB). This was a highly innovative approach to align performance with funding.
Educate Girls was the service provider; CIFF was the outcome payer (who were purchasing two results: (1) getting out-of-school girls back into school and staying in school, and (2) ensuring learning outcomes); and the UBS Optimus Foundation was the social investor.
We hear the ins and outs of what turned out to be a highly successful initiative. Educate Girls took the risk of performance, UBS took the financial risk and CIFF got to purchase the impact.
We also hear how Educate Girls was the first Asian organisation to become an Audacious Project — an initiative run by TED that brings philanthropists together to collaborate and back really innovative, big bets that improve the world.
The COVID-19 pandemic is severely impacting girls and women, and Safeena's view is that if action isn’t taken it could well set girls’ education back by a decade, if not more, so let's work together to get out-of-school girls back into school!
Thank you for downloading this episode of The Do One Better Podcast. For information on nearly 150 other interviews, please visit our website at Lidji.org
If you enjoy the show, please subscribe and follow, share with others and leave us a review and rating. Thank you very much!
Safeena Husain founded Educate Girls in 2007 and today they operate in more than 20,000 villages across three states in India.
They’re mobilising communities in the most marginalised and remote areas to get out-of-school girls back into school and ensure they stay in school and are actually learning.
They’ve grown at a fast pace and today have a team of 2,200 full time employees and 15,000 volunteers.
Under Safeena’s leadership, and in conjunction with the UBS Optimus Foundation and Children’s Investment Fund Foundation (CIFF), they launched the first development impact bond (DIB). This was a highly innovative approach to align performance with funding.
Educate Girls was the service provider; CIFF was the outcome payer (who were purchasing two results: (1) getting out-of-school girls back into school and staying in school, and (2) ensuring learning outcomes); and the UBS Optimus Foundation was the social investor.
We hear the ins and outs of what turned out to be a highly successful initiative. Educate Girls took the risk of performance, UBS took the financial risk and CIFF got to purchase the impact.
We also hear how Educate Girls was the first Asian organisation to become an Audacious Project — an initiative run by TED that brings philanthropists together to collaborate and back really innovative, big bets that improve the world.
The COVID-19 pandemic is severely impacting girls and women, and Safeena's view is that if action isn’t taken it could well set girls’ education back by a decade, if not more, so let's work together to get out-of-school girls back into school!
Thank you for downloading this episode of The Do One Better Podcast. For information on nearly 150 other interviews, please visit our website at Lidji.org
If you enjoy the show, please subscribe and follow, share with others and leave us a review and rating. Thank you very much!
Tom founded TerraCycle 20 years ago when he was a student at Princeton. Today, TerraCycle is the world’s leader in the collection and reuse of non-recyclable post-consumer waste.
They work with more than one hundred major brands — including Tesco, Heinz and Coca-Cola — in twenty countries across the globe to collect used packaging and products that would otherwise be destined for landfills.
Through their ‘Loop’ initiative, they are changing the way we shop by creating sustainable new packaging solutions and enabling consumers to enjoy their favoruite products from popular consumer brands in refillable containers.
A fascinating and thorough exploration of the world of recycling, with key insight into the economics, solutions, opportunities and challenges. We can all make a difference.
Thank you for downloading this episode. Visit The Do One Better Podcast website at Lidji.org for information on around 150 interviews with remarkable guests in philanthropy, sustainability and social entrepreneurship.
Tom founded TerraCycle 20 years ago when he was a student at Princeton. Today, TerraCycle is the world’s leader in the collection and reuse of non-recyclable post-consumer waste.
They work with more than one hundred major brands — including Tesco, Heinz and Coca-Cola — in twenty countries across the globe to collect used packaging and products that would otherwise be destined for landfills.
Through their ‘Loop’ initiative, they are changing the way we shop by creating sustainable new packaging solutions and enabling consumers to enjoy their favoruite products from popular consumer brands in refillable containers.
A fascinating and thorough exploration of the world of recycling, with key insight into the economics, solutions, opportunities and challenges. We can all make a difference.
Thank you for downloading this episode. Visit The Do One Better Podcast website at Lidji.org for information on around 150 interviews with remarkable guests in philanthropy, sustainability and social entrepreneurship.
On 4th October 2021, Pope Francis and leaders from other faiths gathered to appeal for robust commitments from political leaders in the run up to COP26 (2021 United Nations Climate Change Conference).
Chris Trott, the UK's ambassador to the Holy See, shares his views on the significance of this extraordinary gathering and its highly consequential nature.
The Pope has been a long-standing voice on matters pertaining to sustainability. In 2015, he issued an encyclical called Laudato si’ in which he called for care for our common home and decried environmental destruction.
On 25 September 2015, Pope Francis addressed the UN General Assembly and he made the appeal for a common plan for our common home. On that day, world leaders adopted Agenda 2030 and the 17 UN Sustainable Development Goals (SDGs).
The UK is hosting COP26 right now and Chris Trott shares a unique insight into the importance of faith communities in helping drive positive change by advocating for responsible behaviour towards climate.
Economist Jeffrey Sachs, an expert in sustainable development, noted a few years back that “Pope Francis has been a champion, together with other religious leaders who are, of course looked to for guidance and admired worldwide within their faiths and well beyond their particular faiths, in helping the world to understand why sustainable development is the challenge of our time.”
This episode of The Do One Better Podcast underscores this view and provides unique and timely insight during COP26 and in the face of the climate crisis.
Thank you for listening to The Do One Better Podcast. Please subscribe and leave a rating and review if you enjoy the show. For information on nearly 150 interviews with remarkable thought leaders, please visit the show’s website at Lidji.org
On 4th October 2021, Pope Francis and leaders from other faiths gathered to appeal for robust commitments from political leaders in the run up to COP26 (2021 United Nations Climate Change Conference).
Chris Trott, the UK's ambassador to the Holy See, shares his views on the significance of this extraordinary gathering and its highly consequential nature.
The Pope has been a long-standing voice on matters pertaining to sustainability. In 2015, he issued an encyclical called Laudato si’ in which he called for care for our common home and decried environmental destruction.
On 25 September 2015, Pope Francis addressed the UN General Assembly and he made the appeal for a common plan for our common home. On that day, world leaders adopted Agenda 2030 and the 17 UN Sustainable Development Goals (SDGs).
The UK is hosting COP26 right now and Chris Trott shares a unique insight into the importance of faith communities in helping drive positive change by advocating for responsible behaviour towards climate.
Economist Jeffrey Sachs, an expert in sustainable development, noted a few years back that “Pope Francis has been a champion, together with other religious leaders who are, of course looked to for guidance and admired worldwide within their faiths and well beyond their particular faiths, in helping the world to understand why sustainable development is the challenge of our time.”
This episode of The Do One Better Podcast underscores this view and provides unique and timely insight during COP26 and in the face of the climate crisis.
Thank you for listening to The Do One Better Podcast. Please subscribe and leave a rating and review if you enjoy the show. For information on nearly 150 interviews with remarkable thought leaders, please visit the show’s website at Lidji.org
With a presence in more than 100 countries, IHG has 6,000+ hotels, employs 350,000 staff and caters to many segments across 17 brands, from Holiday Inn to Crowne Plaza, InterContinental and Six Senses. They recognise the tremendous opportunity to drive positive change.
We learn what Keith and his team are doing to reduce their carbon footprint, improve operations and reduce waste. They’re embracing artificial intelligence (AI) and new technologies to fluctuate energy utilisation more effectively and are challenging every aspect of their supply chains to innovate for more sustainable solutions.
Annually, IHG disposes of around 2% of their hotel properties, which is a significant number when one considers they have more than 6,000 hotels. Many of these properties are removed because they are older, no longer commercially viable and are often high energy inefficient.
Reducing the carbon footprint of their existing hotel portfolio is key. This is complemented by a focus on designing the hotels of tomorrow for low or zero carbon and, also, by leaning into renewable energy.
No matter how efficient the operations become, it is imperative that they can tap into renewable energy. This is where government needs to play an active role to decarbonise energy grids.
Governments are quite good at setting grand targets for future carbon emissions but they are not necessarily as good when it comes to presenting the transition roadmap to reach their net zero destination.
This is where private business is taking the lead; individual industries are much more aware of what needs to be done to decarbonise in their space. Consequently, there is much governments can learn from industry leaders as nations transition away from fossil fuels.
The hotel experience will likely change more now and in the next 10 years than it has in the past 50 years. The race to decarbonise one million hotel rooms is on, so watch this space!
Thank you for listening to The Do One Better Podcast. Please subscribe, share and leave us a rating and review. For information on nearly 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
With a presence in more than 100 countries, IHG has 6,000+ hotels, employs 350,000 staff and caters to many segments across 17 brands, from Holiday Inn to Crowne Plaza, InterContinental and Six Senses. They recognise the tremendous opportunity to drive positive change.
We learn what Keith and his team are doing to reduce their carbon footprint, improve operations and reduce waste. They’re embracing artificial intelligence (AI) and new technologies to fluctuate energy utilisation more effectively and are challenging every aspect of their supply chains to innovate for more sustainable solutions.
Annually, IHG disposes of around 2% of their hotel properties, which is a significant number when one considers they have more than 6,000 hotels. Many of these properties are removed because they are older, no longer commercially viable and are often high energy inefficient.
Reducing the carbon footprint of their existing hotel portfolio is key. This is complemented by a focus on designing the hotels of tomorrow for low or zero carbon and, also, by leaning into renewable energy.
No matter how efficient the operations become, it is imperative that they can tap into renewable energy. This is where government needs to play an active role to decarbonise energy grids.
Governments are quite good at setting grand targets for future carbon emissions but they are not necessarily as good when it comes to presenting the transition roadmap to reach their net zero destination.
This is where private business is taking the lead; individual industries are much more aware of what needs to be done to decarbonise in their space. Consequently, there is much governments can learn from industry leaders as nations transition away from fossil fuels.
The hotel experience will likely change more now and in the next 10 years than it has in the past 50 years. The race to decarbonise one million hotel rooms is on, so watch this space!
Thank you for listening to The Do One Better Podcast. Please subscribe, share and leave us a rating and review. For information on nearly 150 interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship visit our website at Lidji.org
COP26 starts this Sunday and the world’s attention is focused on climate. Food systems are an integral component and we need to recognise their hidden costs and positive benefits.
Traditional accounting often fails to account properly for negative externalities, such as habitat destruction, soil erosion and water contamination, or positives such as carbon sequestration, insect pollination and resilience to natural disasters.
True-value accounting and true-cost accounting paint a much more holistic, comprehensive view which, in turn, helps inform food pricing, policy documents and balance sheets. If we are serious about sustainability, we need to account for the whole picture.
Pavan and Ruth provide insight, call for action and shed light on the invaluable work of WWF (World Wide Fund for Nature), GIST Impact and the Global Alliance for the Future of Food. The evidence is robust and the arguments are clearly laid out in this podcast episode.
Ruth delves into their recently-published “True Value” report, which was launched just days ago by the Global Alliance for the Future of Food and identifies ‘beacons of hope’ to understand the breadth and depth of food systems’ positive impact.
We also learn from Pavan and Ruth of a 6-year old project in Andhra Pradesh, India, focused on natural farming, where more than 700,000 farmers (mainly women), have committed to a natural farming model, which has led to higher yields, lower water usage, lower on-farm and off-farm disease and positively impacted climate, soil benefits and various other components.
As we approach COP26, Ruth notes that we need countries to step up and recognise the importance of food systems to the climate agenda, in order to make the connections between food, climate, nature, equality etc — there is currently a disconnect.
Pavan notes that many SDGs are influenced by food systems. It’s not just SDG2 and sustainable food but also SDG3 (health), and SDG1 (poverty), SDG5 (gender equity), SDG4 (education), SDG6 (water) and SDG13 (climate) etc.
If we don’t see the whole picture and properly account for the hidden negatives and positives, we are simply not going to get to the solutions that are so desperately needed.
Thank you for downloading this episode of The Do One Better Podcast. Please subscribe and leave a review and rating if you enjoy the show. Visit Lidji.org for information on nearly 150 other interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship.
COP26 starts this Sunday and the world’s attention is focused on climate. Food systems are an integral component and we need to recognise their hidden costs and positive benefits.
Traditional accounting often fails to account properly for negative externalities, such as habitat destruction, soil erosion and water contamination, or positives such as carbon sequestration, insect pollination and resilience to natural disasters.
True-value accounting and true-cost accounting paint a much more holistic, comprehensive view which, in turn, helps inform food pricing, policy documents and balance sheets. If we are serious about sustainability, we need to account for the whole picture.
Pavan and Ruth provide insight, call for action and shed light on the invaluable work of WWF (World Wide Fund for Nature), GIST Impact and the Global Alliance for the Future of Food. The evidence is robust and the arguments are clearly laid out in this podcast episode.
Ruth delves into their recently-published “True Value” report, which was launched just days ago by the Global Alliance for the Future of Food and identifies ‘beacons of hope’ to understand the breadth and depth of food systems’ positive impact.
We also learn from Pavan and Ruth of a 6-year old project in Andhra Pradesh, India, focused on natural farming, where more than 700,000 farmers (mainly women), have committed to a natural farming model, which has led to higher yields, lower water usage, lower on-farm and off-farm disease and positively impacted climate, soil benefits and various other components.
As we approach COP26, Ruth notes that we need countries to step up and recognise the importance of food systems to the climate agenda, in order to make the connections between food, climate, nature, equality etc — there is currently a disconnect.
Pavan notes that many SDGs are influenced by food systems. It’s not just SDG2 and sustainable food but also SDG3 (health), and SDG1 (poverty), SDG5 (gender equity), SDG4 (education), SDG6 (water) and SDG13 (climate) etc.
If we don’t see the whole picture and properly account for the hidden negatives and positives, we are simply not going to get to the solutions that are so desperately needed.
Thank you for downloading this episode of The Do One Better Podcast. Please subscribe and leave a review and rating if you enjoy the show. Visit Lidji.org for information on nearly 150 other interviews with remarkable thought leaders in philanthropy, sustainability and social entrepreneurship.
Sandy lost his eyesight in 1961 from glaucoma while he was a student at Columbia. At that point, he promised God that he’d do everything he could for the rest of his life to make sure no one else should go blind — he has led a successful life full of purpose.
Just days ago, Johns Hopkins Medicine’s Wilmer Eye Institute established the Sanford and Susan Greenberg Center to End Blindness.
Sandy sheds light on the Center’s drive to support the next generation of researchers who have high risk, high reward ideas but lack funding and mentorship. The Center aims to raise $100 million and they have already secured half that amount.
Sandy also shares fascinating anecdotes, including how his college roommate (music legend) Art Garfunkel would read to him when he lost his sight; his emotions as he wrote his book ‘Hello Darkness My Old Friend”; and his relentless pursuit of education at Columbia, Harvard and Oxford.
If you want to hear a touching, personal story where optimism overcomes adversity and where purpose tackles blindness, this episode is for you.
Thank you for listening to The Do One Better Podcast. Please subscribe, follow and share with others. For information on nearly 150 episodes, please visit our website at Lidji.org
Sandy lost his eyesight in 1961 from glaucoma while he was a student at Columbia. At that point, he promised God that he’d do everything he could for the rest of his life to make sure no one else should go blind — he has led a successful life full of purpose.
Just days ago, Johns Hopkins Medicine’s Wilmer Eye Institute established the Sanford and Susan Greenberg Center to End Blindness.
Sandy sheds light on the Center’s drive to support the next generation of researchers who have high risk, high reward ideas but lack funding and mentorship. The Center aims to raise $100 million and they have already secured half that amount.
Sandy also shares fascinating anecdotes, including how his college roommate (music legend) Art Garfunkel would read to him when he lost his sight; his emotions as he wrote his book ‘Hello Darkness My Old Friend”; and his relentless pursuit of education at Columbia, Harvard and Oxford.
If you want to hear a touching, personal story where optimism overcomes adversity and where purpose tackles blindness, this episode is for you.
Thank you for listening to The Do One Better Podcast. Please subscribe, follow and share with others. For information on nearly 150 episodes, please visit our website at Lidji.org
The British Heart Foundation (BHF) is at the forefront of funding cardiovascular research, with £447m in active research commitments across the UK, powered by 4,000 staff and 20,000 volunteers. They are celebrating their 60th birthday in 2021.
Every year the BHF funds around £100m in new research, backing the best talent and a wide range of projects, from data science and new AI technology to genetics and regenerative medicine.
They embrace a strong sense of urgency in support of the 7.6m people who have cardiovascular disease in the UK and we hear of the pressing need to tackle patient waiting lists, which pose a real threat to many people in serious medical need.
The BHF relies on strong, diverse partnerships with key stakeholders from the private sector, government, academia, other charities and many other sectors — both nationally and locally. Partnerships are crucial to the BHF and we explore some specific partnerships during this episode.
Charmaine also provides much insight into the challenges she faced while managing the BHF during the COVID-19 pandemic. She joined as CEO in February 2020, just as the pandemic was taking off and had to close their offices shortly thereafter — facing a steep learning curve as she and her colleagues learned to operate in a digital environment. A real challenge when you need to engage with 20,000 volunteers.
The pandemic impacted every aspect of the BHF’s operations, including its 730 shops and stores, which are scattered across the whole of the UK.
During the worst moments of the pandemic, BHF was losing £10m monthly. Last summer, they reduced the operating size of the core organisation by 25% to ensure they maximised and protected their revenues from charitable work, with the aim of ensuring they didn’t have to reduce any of their research activities.
Fortunately, their stores have now reopened and their offices have embraced a hybrid working model — a new way of working they are looking to maintain for the long-term. We hear about their Flexibly Connected programme that redesigned their office environment and ensures people have what they need when they work from home and aims to encourage office use as convening spaces for collaboration.
This is a fascinating and inspiring chat with an energetic CEO who cares deeply about the British Heart Foundation and the millions of people it supports.
Visit The Do One Better Podcast website at Lidji.org for information on nearly 150 other interviews with remarkable thought leaders. Please subscribe, follow and leave a review if you enjoy the show. Thank you!
The British Heart Foundation (BHF) is at the forefront of funding cardiovascular research, with £447m in active research commitments across the UK, powered by 4,000 staff and 20,000 volunteers. They are celebrating their 60th birthday in 2021.
Every year the BHF funds around £100m in new research, backing the best talent and a wide range of projects, from data science and new AI technology to genetics and regenerative medicine.
They embrace a strong sense of urgency in support of the 7.6m people who have cardiovascular disease in the UK and we hear of the pressing need to tackle patient waiting lists, which pose a real threat to many people in serious medical need.
The BHF relies on strong, diverse partnerships with key stakeholders from the private sector, government, academia, other charities and many other sectors — both nationally and locally. Partnerships are crucial to the BHF and we explore some specific partnerships during this episode.
Charmaine also provides much insight into the challenges she faced while managing the BHF during the COVID-19 pandemic. She joined as CEO in February 2020, just as the pandemic was taking off and had to close their offices shortly thereafter — facing a steep learning curve as she and her colleagues learned to operate in a digital environment. A real challenge when you need to engage with 20,000 volunteers.
The pandemic impacted every aspect of the BHF’s operations, including its 730 shops and stores, which are scattered across the whole of the UK.
During the worst moments of the pandemic, BHF was losing £10m monthly. Last summer, they reduced the operating size of the core organisation by 25% to ensure they maximised and protected their revenues from charitable work, with the aim of ensuring they didn’t have to reduce any of their research activities.
Fortunately, their stores have now reopened and their offices have embraced a hybrid working model — a new way of working they are looking to maintain for the long-term. We hear about their Flexibly Connected programme that redesigned their office environment and ensures people have what they need when they work from home and aims to encourage office use as convening spaces for collaboration.
This is a fascinating and inspiring chat with an energetic CEO who cares deeply about the British Heart Foundation and the millions of people it supports.
Visit The Do One Better Podcast website at Lidji.org for information on nearly 150 other interviews with remarkable thought leaders. Please subscribe, follow and leave a review if you enjoy the show. Thank you!
Caroline had an 18-year career at the World Bank, where she worked as Managing Director in charge of Operational Policy; Chief of Staff; and Vice President for External Affairs.
She subsequently joined UBS as Group Managing Director to spearhead the firm’s sustainability policy and investment products.
Today, despite being part of the NGO sector herself, she expresses her views candidly and notes that NGOs can improve how they manage their carbon emissions, report on their carbon footprint and provide visibility on their path to net zero.
She is cautious not to generalise and, indeed, mentions that NGOs directly working on environmental issues tend to be ahead of the curve in having robust climate commitments; but many others in the NGO sector are behind the curve.
Caroline references the United Kingdom's FCDO (Foreign, Commonwealth & Development Office) and their recent mandate requesting to know the carbon footprint of organisations that are implementing their projects. In her view, NGOs will be under increased pressure from governments, donors and employees to present more robust commitments to net zero and provide visibility on the path they will take to get there.
Visit The Do One Better Podcast website at Lidji.org for information on nearly 150 interviews with remarkable thought leaders. Please subscribe, follow and share widely. Thank you!
Caroline had an 18-year career at the World Bank, where she worked as Managing Director in charge of Operational Policy; Chief of Staff; and Vice President for External Affairs.
She subsequently joined UBS as Group Managing Director to spearhead the firm’s sustainability policy and investment products.
Today, despite being part of the NGO sector herself, she expresses her views candidly and notes that NGOs can improve how they manage their carbon emissions, report on their carbon footprint and provide visibility on their path to net zero.
She is cautious not to generalise and, indeed, mentions that NGOs directly working on environmental issues tend to be ahead of the curve in having robust climate commitments; but many others in the NGO sector are behind the curve.
Caroline references the United Kingdom's FCDO (Foreign, Commonwealth & Development Office) and their recent mandate requesting to know the carbon footprint of organisations that are implementing their projects. In her view, NGOs will be under increased pressure from governments, donors and employees to present more robust commitments to net zero and provide visibility on the path they will take to get there.
Visit The Do One Better Podcast website at Lidji.org for information on nearly 150 interviews with remarkable thought leaders. Please subscribe, follow and share widely. Thank you!
We start off by delving into the differences in approach and expectations between traditional investing, ESG investing and impact investing. Today, the broad view is that it is perfectly viable to seek competitive, risk-adjusted returns, while pursuing best practice in ESG (environmental, social and governance). While, on the more philanthropic side of the spectrum, there are those who are happy to accept concessionary rates of return, trading off some financial return in favour of an improvement in social good.
We look at the Net Zero movement and decarbonisation. And, we explore some areas of contention among those who seek a net zero world. For instance, should one divest from fossil fuels immediately or could one have more leverage by staying engaged?
By divesting immediately, some argue that you lose your voice as an investor to help those firms transition into net zero. Within public equity companies, if one divests it simply means that someone else is buying these stocks, and you are arguably not making a real world impact, in the sense that the CO2 is still being emitted. Therefore, by engaging actively as an investor across all sectors (i.e. not just renewables) you continue to wield influence to try to change the strategic direction of firms, such that companies do the transitioning to net zero themselves.
In this episode we also look at the different tools and approaches available for ESG-minded investors in public and private equity markets. We explore how Actis works with their portfolio companies to help them improve on ESG and how they aim to unlock value during the time of ownership.
This episode explores a wide range of areas from an investment professional’s perspective. Please note you may also wish to listen to our previous interviews with Bob Moritz, Global Chairman of PwC, and Carmine Di Sibio, Global Chairman and CEO of EY, where we explore ESG and the move to standardising reporting frameworks globally.
Follow and subscribe to The Do One Better Podcast and please leave us a review if you enjoy the show. Visit our website at Lidji.org for information on nearly 150 other interviews with remarkable thought leaders. Thank you!
We start off by delving into the differences in approach and expectations between traditional investing, ESG investing and impact investing. Today, the broad view is that it is perfectly viable to seek competitive, risk-adjusted returns, while pursuing best practice in ESG (environmental, social and governance). While, on the more philanthropic side of the spectrum, there are those who are happy to accept concessionary rates of return, trading off some financial return in favour of an improvement in social good.
We look at the Net Zero movement and decarbonisation. And, we explore some areas of contention among those who seek a net zero world. For instance, should one divest from fossil fuels immediately or could one have more leverage by staying engaged?
By divesting immediately, some argue that you lose your voice as an investor to help those firms transition into net zero. Within public equity companies, if one divests it simply means that someone else is buying these stocks, and you are arguably not making a real world impact, in the sense that the CO2 is still being emitted. Therefore, by engaging actively as an investor across all sectors (i.e. not just renewables) you continue to wield influence to try to change the strategic direction of firms, such that companies do the transitioning to net zero themselves.
In this episode we also look at the different tools and approaches available for ESG-minded investors in public and private equity markets. We explore how Actis works with their portfolio companies to help them improve on ESG and how they aim to unlock value during the time of ownership.
This episode explores a wide range of areas from an investment professional’s perspective. Please note you may also wish to listen to our previous interviews with Bob Moritz, Global Chairman of PwC, and Carmine Di Sibio, Global Chairman and CEO of EY, where we explore ESG and the move to standardising reporting frameworks globally.
Follow and subscribe to The Do One Better Podcast and please leave us a review if you enjoy the show. Visit our website at Lidji.org for information on nearly 150 other interviews with remarkable thought leaders. Thank you!
Asia Philanthropy Circle’s (APC) new climate collective is launching now and we hear from three philanthropists who have very different experiences and expertise — from long track-records to NextGen perspectives — who share a passion for tackling the climate crisis.
APC is about learning, exchanging ideas and collaborating. It’s about taking joint action to do more and to do better. Climate is one of their key philanthropic areas of interest; others include education, healthcare, the ageing population and mental health. By working together they can drive philanthropy on climate and have more impact. Only 2% of global philanthropy goes towards climate.
Kathlyn Tan is a next generation philanthropist and leads the environmental portfolio of her family’s philanthropy, the Rumah Foundation, in Singapore. They do impact investing, philanthropy and are also looking at how best to integrate ESG in their business interests. Kathlyn’s passion stems from the ocean and her love of diving and marine life. She’s very excited about the climate collective and it is inspiring to see more philanthropists tackling this vital issue.
Laurence Lien launched APC six years ago and is also Chairman of Lien Foundation, a family foundation established in 1980. He notes that climate is a problem too big for any single one of us to tackle alone. Importantly, we need to dispel the notion that there’s not much that philanthropy can do about the climate crisis. Laurence is keen on this partnership because the scale of the problem is just so big. The new APC Climate Collective is just a starting point — this is not just about collaboration with each other but also about collaboration with other global funders.
Dominic Scriven has been living in Vietnam for 30 years; he’s originally from the UK. He has been running Dragon Capital, a financial institution with a focus in Vietnam, for most of that time. Dominic cares deeply about the broader climate crisis and he notes that Vietnam is a victim of climate change. He’s keen to see how developing countries can deal with the climate crisis and this is very much front and centre in his thinking, both personally and in his business. Dominic is particularly interested in biodiversity economics and is focusing much of his philanthropic efforts on creating metrics to measure biodiversity improvement and degradation.
There are eight APC members joining together initially to launch this new climate collective, along with a full-time member of staff from APC to help co-ordinate this initiative. They’re approaching this with an open mind and appreciation of the many opportunities for working together and collaborating.
Visit The Do One Better Podcast website at Lidji.org for information on close to 150 other interviews with remarkable thought leaders. Please leave us a review if you enjoy the show -- thank you.
Asia Philanthropy Circle’s (APC) new climate collective is launching now and we hear from three philanthropists who have very different experiences and expertise — from long track-records to NextGen perspectives — who share a passion for tackling the climate crisis.
APC is about learning, exchanging ideas and collaborating. It’s about taking joint action to do more and to do better. Climate is one of their key philanthropic areas of interest; others include education, healthcare, the ageing population and mental health. By working together they can drive philanthropy on climate and have more impact. Only 2% of global philanthropy goes towards climate.
Kathlyn Tan is a next generation philanthropist and leads the environmental portfolio of her family’s philanthropy, the Rumah Foundation, in Singapore. They do impact investing, philanthropy and are also looking at how best to integrate ESG in their business interests. Kathlyn’s passion stems from the ocean and her love of diving and marine life. She’s very excited about the climate collective and it is inspiring to see more philanthropists tackling this vital issue.
Laurence Lien launched APC six years ago and is also Chairman of Lien Foundation, a family foundation established in 1980. He notes that climate is a problem too big for any single one of us to tackle alone. Importantly, we need to dispel the notion that there’s not much that philanthropy can do about the climate crisis. Laurence is keen on this partnership because the scale of the problem is just so big. The new APC Climate Collective is just a starting point — this is not just about collaboration with each other but also about collaboration with other global funders.
Dominic Scriven has been living in Vietnam for 30 years; he’s originally from the UK. He has been running Dragon Capital, a financial institution with a focus in Vietnam, for most of that time. Dominic cares deeply about the broader climate crisis and he notes that Vietnam is a victim of climate change. He’s keen to see how developing countries can deal with the climate crisis and this is very much front and centre in his thinking, both personally and in his business. Dominic is particularly interested in biodiversity economics and is focusing much of his philanthropic efforts on creating metrics to measure biodiversity improvement and degradation.
There are eight APC members joining together initially to launch this new climate collective, along with a full-time member of staff from APC to help co-ordinate this initiative. They’re approaching this with an open mind and appreciation of the many opportunities for working together and collaborating.
Visit The Do One Better Podcast website at Lidji.org for information on close to 150 other interviews with remarkable thought leaders. Please leave us a review if you enjoy the show -- thank you.
A strong case is made by John Rendel in support of unrestricted funding, encouraging grant-makers to embrace this approach to giving and calling on recipient organisations to fight for the cause of unrestricted funding as well.
John’s advice is that if you, as a grant-maker, don’t trust the organisation you’re supporting, then don’t trust a restricted grant to that organisation. And, if you do trust them, then give them unrestricted funding.
We need to build the understanding of how restricted grants undermine impact and reduce the efficacy of the organisations grant-makers are trying to empower.
While the philanthropy sector has seen a move towards more unrestricted funding during the COVID-19 pandemic, the Peter Cundill Foundation has been arguing for this approach since before the pandemic was a fact of life.
The Peter Cundill Foundation grants out around USD $9 million annually. They are based in Bermuda and operate internationally, including in the UK, Canada and Sub-Saharan Africa. They do much of their funding in support of charities that are improving the lives of children around the world.
Please subscribe, share and leave us a review if you enjoy the show. For more information on more than 100 interviews with remarkable thought leaders, visit The Do One Better Podcast website at Lidji.org
A strong case is made by John Rendel in support of unrestricted funding, encouraging grant-makers to embrace this approach to giving and calling on recipient organisations to fight for the cause of unrestricted funding as well.
John’s advice is that if you, as a grant-maker, don’t trust the organisation you’re supporting, then don’t trust a restricted grant to that organisation. And, if you do trust them, then give them unrestricted funding.
We need to build the understanding of how restricted grants undermine impact and reduce the efficacy of the organisations grant-makers are trying to empower.
While the philanthropy sector has seen a move towards more unrestricted funding during the COVID-19 pandemic, the Peter Cundill Foundation has been arguing for this approach since before the pandemic was a fact of life.
The Peter Cundill Foundation grants out around USD $9 million annually. They are based in Bermuda and operate internationally, including in the UK, Canada and Sub-Saharan Africa. They do much of their funding in support of charities that are improving the lives of children around the world.
Please subscribe, share and leave us a review if you enjoy the show. For more information on more than 100 interviews with remarkable thought leaders, visit The Do One Better Podcast website at Lidji.org
Learn what one of the world’s great campaigning organisations is doing to engage with its audiences more effectively, in a manner that is inclusive and empowering.
Stefan has been with Greenpeace since 1993 and has been driving Mindworks over the past few years. He describes Mindworks as a bit of a garage project within Greenpeace, with freedom to innovate and create new ways of working.
At Mindworks, they dig into the latest cognitive science and social psychology to develop new ways and tools to engage people, to do audience research and to shift mindsets that, in turn, help to transform systems.
Their latest project is called ‘The Disrupted Mind’, which they started in response to COVID-19 and it aims to find out what opportunities can arise from a crisis; looking at how to change mindsets and explore how a given crisis can be used to drive positive change.
Insight coming out of this research shows that crises are actually a good time to change mindsets. In normal life, most people have quite a fixed world view; people don’t like surprises and don’t much like to go outside old habits.
When a crisis hits, however, most people are thrown into a state of disorientation and their world view can crumble. It is at this point where one can intervene and say to those who have been impacted: What about changing this or doing that? There is an opportunity to leverage crisis moments for the better.
Visit The Do One Better Podcast website at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. We invite you to subscribe to the podcast, leave a review and tell your friends and family about the show. Thank you!
Learn what one of the world’s great campaigning organisations is doing to engage with its audiences more effectively, in a manner that is inclusive and empowering.
Stefan has been with Greenpeace since 1993 and has been driving Mindworks over the past few years. He describes Mindworks as a bit of a garage project within Greenpeace, with freedom to innovate and create new ways of working.
At Mindworks, they dig into the latest cognitive science and social psychology to develop new ways and tools to engage people, to do audience research and to shift mindsets that, in turn, help to transform systems.
Their latest project is called ‘The Disrupted Mind’, which they started in response to COVID-19 and it aims to find out what opportunities can arise from a crisis; looking at how to change mindsets and explore how a given crisis can be used to drive positive change.
Insight coming out of this research shows that crises are actually a good time to change mindsets. In normal life, most people have quite a fixed world view; people don’t like surprises and don’t much like to go outside old habits.
When a crisis hits, however, most people are thrown into a state of disorientation and their world view can crumble. It is at this point where one can intervene and say to those who have been impacted: What about changing this or doing that? There is an opportunity to leverage crisis moments for the better.
Visit The Do One Better Podcast website at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. We invite you to subscribe to the podcast, leave a review and tell your friends and family about the show. Thank you!
The Centre for Evidence and Implementation (CEI) is a global not-for-profit advisory organisation set up in Australia in 2016 with offices in Singapore, the UK and Australia. They are a social enterprise subsidiary of Save the Children.
CEI is a mission-driven organisation dedicated to seeing the best evidence implemented in policy and practice to improve the lives of vulnerable people. They work with a range of clients, including governments, foundations and social sector agencies by supporting them to use evidence well and to implement it well.
In order to help organisations accelerate the use of evidence on what works to improve the lives of vulnerable people, the folks at CEI do three things: (1) they support organisations to make sense of the evidence; (2) they work with them to trial, test and evaluate approaches; and (3) they work in ‘Implementation Science’ — if we think of evidence-based interventions as the ‘what’, then Implementation Science is the ‘how’.
During the conversation, we look at what it actually means to be evidence-informed in one’s philanthropy, both from a perspective of outlook and from a perspective of approach.
What is evidence and why is it important? There is a need to move away from what simply ‘sounds good’ to what is actually based on good science and research. Moreover, there is a need to embrace a learning mindset — shifting the emphasis from trying to get it right all the time to a focus on learning and sharing what one has learned. Innovation is also key and, counterintuitive as it may sound, being innovative also means simply doing what works, now.
Research, methodologies and frameworks have changed over the last 20 years and the potential for big data and artificial intelligence (AI) to transform the field in the coming years is tremendous.
This episode is for anyone who is keen to understand research and evidence, how it is implemented to improve the lives of vulnerable people, why it is important and how its insight can be viewed as a public good on a global level.
Click the subscribe button if you enjoy this episode and visit The Do One Better Podcast website at Lidji.org for insight on more than 100 other interviews with remarkable thought leaders.
The Centre for Evidence and Implementation (CEI) is a global not-for-profit advisory organisation set up in Australia in 2016 with offices in Singapore, the UK and Australia. They are a social enterprise subsidiary of Save the Children.
CEI is a mission-driven organisation dedicated to seeing the best evidence implemented in policy and practice to improve the lives of vulnerable people. They work with a range of clients, including governments, foundations and social sector agencies by supporting them to use evidence well and to implement it well.
In order to help organisations accelerate the use of evidence on what works to improve the lives of vulnerable people, the folks at CEI do three things: (1) they support organisations to make sense of the evidence; (2) they work with them to trial, test and evaluate approaches; and (3) they work in ‘Implementation Science’ — if we think of evidence-based interventions as the ‘what’, then Implementation Science is the ‘how’.
During the conversation, we look at what it actually means to be evidence-informed in one’s philanthropy, both from a perspective of outlook and from a perspective of approach.
What is evidence and why is it important? There is a need to move away from what simply ‘sounds good’ to what is actually based on good science and research. Moreover, there is a need to embrace a learning mindset — shifting the emphasis from trying to get it right all the time to a focus on learning and sharing what one has learned. Innovation is also key and, counterintuitive as it may sound, being innovative also means simply doing what works, now.
Research, methodologies and frameworks have changed over the last 20 years and the potential for big data and artificial intelligence (AI) to transform the field in the coming years is tremendous.
This episode is for anyone who is keen to understand research and evidence, how it is implemented to improve the lives of vulnerable people, why it is important and how its insight can be viewed as a public good on a global level.
Click the subscribe button if you enjoy this episode and visit The Do One Better Podcast website at Lidji.org for insight on more than 100 other interviews with remarkable thought leaders.
A warm conversation with Ricardo Lagos, a towering figure of Latin American politics who played a highly consequential role during Chile’s transition to democracy in the 1980s and later on as President of Chile in the 2000s.
Ricardo Lagos was President of Chile from 2000 to 2006. He left office with a remarkably high approval rating of c. 70%. He served for the centre-left Concertación de Partidos por la Democracia coalition, championing reforms to the healthcare system, enacting free-trade agreements whilst reducing economic inequality.
We hear of his — now famous — live TV interview in 1988 where he pointed an accusatory finger directly at the camera challenging General Pinochet’s attempt to extend his rule by plebiscite.
This was a key moment in Chile’s transition to democracy and, at the time, led many viewers to fear Ricardo Lagos was unlikely to see another day. Interestingly, he didn’t quite realise the impact of what he said during that TV interview until afterwards when people started coming up to him to tell him just how remarkable it had been.
We also hear about Ricardo Lagos' passion for tackling the climate crisis and his time as UN Special Envoy on Climate Change between 2007 and 2010. He is candid about some of the challenging conversations he had with other leaders, such as President Lula of Brazil on the harm of deforestation in the Amazon.
He remarks that in the past, the key question was ‘what’s your country’s National Income?’ These days, the key question should be ‘what’s your country’s per capital carbon emissions?’ Times have changed considerably over the past decade and must continue to change as we strive for the Sustainability Agenda.
We also get insight into the work of the Fundación Democracia y Desarrollo, which he founded after stepping down as President of Chile, and the importance of civic engagement and the power of the digital age to foster transparency in government.
Click the subscribe button and visit The Do One Better Podcast at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. Thank you!
A warm conversation with Ricardo Lagos, a towering figure of Latin American politics who played a highly consequential role during Chile’s transition to democracy in the 1980s and later on as President of Chile in the 2000s.
Ricardo Lagos was President of Chile from 2000 to 2006. He left office with a remarkably high approval rating of c. 70%. He served for the centre-left Concertación de Partidos por la Democracia coalition, championing reforms to the healthcare system, enacting free-trade agreements whilst reducing economic inequality.
We hear of his — now famous — live TV interview in 1988 where he pointed an accusatory finger directly at the camera challenging General Pinochet’s attempt to extend his rule by plebiscite.
This was a key moment in Chile’s transition to democracy and, at the time, led many viewers to fear Ricardo Lagos was unlikely to see another day. Interestingly, he didn’t quite realise the impact of what he said during that TV interview until afterwards when people started coming up to him to tell him just how remarkable it had been.
We also hear about Ricardo Lagos' passion for tackling the climate crisis and his time as UN Special Envoy on Climate Change between 2007 and 2010. He is candid about some of the challenging conversations he had with other leaders, such as President Lula of Brazil on the harm of deforestation in the Amazon.
He remarks that in the past, the key question was ‘what’s your country’s National Income?’ These days, the key question should be ‘what’s your country’s per capital carbon emissions?’ Times have changed considerably over the past decade and must continue to change as we strive for the Sustainability Agenda.
We also get insight into the work of the Fundación Democracia y Desarrollo, which he founded after stepping down as President of Chile, and the importance of civic engagement and the power of the digital age to foster transparency in government.
Click the subscribe button and visit The Do One Better Podcast at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. Thank you!
AVPN is a platform and network of investors and social funders who deploy capital for impact across Asia. Members deploy resources across a wide continuum of capital, from grant-making to impact investing, ESG and other variations. Members are both based in Asia and, also, some are global but have an interest in Asia. AVPN is based in Singapore.
We hear of the drive for scale and the importance of working with governments. AVPN started the Policy Forum, bringing private sector capital to work together with public sector money, collaborating around social issues. Much wealth in Asia comes from business and, traditionally, we hear how there is some trepidation about working with government. But, in the social space these unlikely collaborations are key.
Thematically speaking, Gender, COVID-19, Climate Action and Health have been very pronounced within AVPN. Also, about 60% of AVPN’s members fund Education and about 50% are interested in Health.
Naina mentions how in matters pertaining to Gender Equity and SDG 5 (UN Sustainable Development Goal 5) Asia has gone backwards in recent years. Therefore, gender has been of importance to AVPN. Last year, AVPN launched the Asia Gender Network, which is a collaboration between HNW (high-net-worth) Asian women who came together to foster a movement that aims for a more gender equal society that is also in tune with Asian values.
While they deeply care about gender equity, many Asian foundations are weary of terms like ‘feminism’ or approaches that embrace a more militant edge to the debate. There is much consideration to how one frames the debate and the discourse is more about soft power and getting the point across through more subtle ways — while there is a recognition that achieving SDG 5 is non-negotiable.
Knowledge sharing is a key aspect of AVPN’s work. AVPN has a Knowledge Centre that curates existing research for its members and aggregates practitioners’ insight. Their Academy aims to share this knowledge actively with a broad range of stakeholders. These initiatives are useful both for nascent philanthropists and experienced practitioners alike.
AVPN membership is at the organisation level — not individuals. Usually, it is the CEO of an organisation who represents that organisation at AVPN and, indeed, often many others from member organisations participate as well.
AVPN also has funds focused on specific thematic areas. For instance, they have a Healthcare Fund involving key organisations such as the Gates Foundation, Johnson & Johnson, Macquarie Bank and Sequoia — all coming together to pool their money to support healthcare organisations across south east Asia. In another fund, they’re collaborating with interesting organisations such as KKR, and Naina notes that many organisations are much more keen on taking on risk when they’re active in a pooled fund than when they’re doing grant-making individually.
Please subscribe to The Do One Better Podcast and visit our website at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. Thank you!
AVPN is a platform and network of investors and social funders who deploy capital for impact across Asia. Members deploy resources across a wide continuum of capital, from grant-making to impact investing, ESG and other variations. Members are both based in Asia and, also, some are global but have an interest in Asia. AVPN is based in Singapore.
We hear of the drive for scale and the importance of working with governments. AVPN started the Policy Forum, bringing private sector capital to work together with public sector money, collaborating around social issues. Much wealth in Asia comes from business and, traditionally, we hear how there is some trepidation about working with government. But, in the social space these unlikely collaborations are key.
Thematically speaking, Gender, COVID-19, Climate Action and Health have been very pronounced within AVPN. Also, about 60% of AVPN’s members fund Education and about 50% are interested in Health.
Naina mentions how in matters pertaining to Gender Equity and SDG 5 (UN Sustainable Development Goal 5) Asia has gone backwards in recent years. Therefore, gender has been of importance to AVPN. Last year, AVPN launched the Asia Gender Network, which is a collaboration between HNW (high-net-worth) Asian women who came together to foster a movement that aims for a more gender equal society that is also in tune with Asian values.
While they deeply care about gender equity, many Asian foundations are weary of terms like ‘feminism’ or approaches that embrace a more militant edge to the debate. There is much consideration to how one frames the debate and the discourse is more about soft power and getting the point across through more subtle ways — while there is a recognition that achieving SDG 5 is non-negotiable.
Knowledge sharing is a key aspect of AVPN’s work. AVPN has a Knowledge Centre that curates existing research for its members and aggregates practitioners’ insight. Their Academy aims to share this knowledge actively with a broad range of stakeholders. These initiatives are useful both for nascent philanthropists and experienced practitioners alike.
AVPN membership is at the organisation level — not individuals. Usually, it is the CEO of an organisation who represents that organisation at AVPN and, indeed, often many others from member organisations participate as well.
AVPN also has funds focused on specific thematic areas. For instance, they have a Healthcare Fund involving key organisations such as the Gates Foundation, Johnson & Johnson, Macquarie Bank and Sequoia — all coming together to pool their money to support healthcare organisations across south east Asia. In another fund, they’re collaborating with interesting organisations such as KKR, and Naina notes that many organisations are much more keen on taking on risk when they’re active in a pooled fund than when they’re doing grant-making individually.
Please subscribe to The Do One Better Podcast and visit our website at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. Thank you!
In many ways, Carmine is part of the American dream. He was born in Italy and when he was just three years old his family moved to the US. With no prior family history of higher education, Carmine completed his MBA at NYU, joined EY in 1985 and rose through the ranks to lead one of the world’s largest professional services organisations that employs around 300,000 people and operates in more than 150 countries.
This conversation ranges from the personal to the professional. We hear a remarkable childhood story that led to great success and a desire to make a positive difference.
We focus on ESG factors (environmental, social, governance) and explore what EY is doing on this front, and what they’re encouraging their clients and suppliers to do as well. There is a need for standardisation in ESG accounting, a recognition that sustainability needs to be front and centre in corporate strategy and an appreciation that the time is now.
Visit The Do One Better Podcast website at Lidji.org for a full transcript of this episode.
In many ways, Carmine is part of the American dream. He was born in Italy and when he was just three years old his family moved to the US. With no prior family history of higher education, Carmine completed his MBA at NYU, joined EY in 1985 and rose through the ranks to lead one of the world’s largest professional services organisations that employs around 300,000 people and operates in more than 150 countries.
This conversation ranges from the personal to the professional. We hear a remarkable childhood story that led to great success and a desire to make a positive difference.
We focus on ESG factors (environmental, social, governance) and explore what EY is doing on this front, and what they’re encouraging their clients and suppliers to do as well. There is a need for standardisation in ESG accounting, a recognition that sustainability needs to be front and centre in corporate strategy and an appreciation that the time is now.
Visit The Do One Better Podcast website at Lidji.org for a full transcript of this episode.
Great Britain is very strong on the global stage of wheelchair basketball. The men’s team are currently the reigning World Champions and European Champions, and the women’s team are the Silver World Medalists and European Silver Medalists. The teams are very excited about the prospects and opportunities at the Paralympic Games in Tokyo.
In the UK there are around 17,000 people who play wheelchair basketball. And there is a new campaign, called Inspire a Generation, aimed at doubling participation with a strong emphasis on working across communities in the UK, upskilling community leaders to bring wheelchair basketball to their communities, along with developing school packs and resources for teachers so that everyone can get involved no matter where they live.
Interestingly, out of the 17,000 people who play wheelchair basketball, 21% are non-disabled — therefore it’s truly an inclusive sport for all. And, there is demand for another 70,000 new players.
The global audience for the Paralympic Games in Rio was 4.1 billion, which was a 127% increase since 2004 and had coverage in more than 150 countries.
This begs the question, why can’t we create the sort of professional league environment one sees in other sports, like football, cricket, tennis and hockey?
There is a new women’s premier league in the pipeline for wheelchair baseball — a world-first — London Phoenix being the Capital’s franchise. The women will lay the foundation for this over the next three years and then men’s franchises will come in as well.
This is great for communities to come together and, importantly, to increase the visibility of the sport. It helps to challenge people’s perceptions around disability and create an inclusive environment so everyone can thrive. Having an active league with frequent, elite competition is also important for the sport to truly flourish and talent to come to the fore.
The Paralympics is gaining a huge support base and we explore whether there’s scope to integrate the Olympics with the Paralympics. It’s a question on many people’s minds.
Visit The Do One Better Podcast website at Lidji.org for more information.
Great Britain is very strong on the global stage of wheelchair basketball. The men’s team are currently the reigning World Champions and European Champions, and the women’s team are the Silver World Medalists and European Silver Medalists. The teams are very excited about the prospects and opportunities at the Paralympic Games in Tokyo.
In the UK there are around 17,000 people who play wheelchair basketball. And there is a new campaign, called Inspire a Generation, aimed at doubling participation with a strong emphasis on working across communities in the UK, upskilling community leaders to bring wheelchair basketball to their communities, along with developing school packs and resources for teachers so that everyone can get involved no matter where they live.
Interestingly, out of the 17,000 people who play wheelchair basketball, 21% are non-disabled — therefore it’s truly an inclusive sport for all. And, there is demand for another 70,000 new players.
The global audience for the Paralympic Games in Rio was 4.1 billion, which was a 127% increase since 2004 and had coverage in more than 150 countries.
This begs the question, why can’t we create the sort of professional league environment one sees in other sports, like football, cricket, tennis and hockey?
There is a new women’s premier league in the pipeline for wheelchair baseball — a world-first — London Phoenix being the Capital’s franchise. The women will lay the foundation for this over the next three years and then men’s franchises will come in as well.
This is great for communities to come together and, importantly, to increase the visibility of the sport. It helps to challenge people’s perceptions around disability and create an inclusive environment so everyone can thrive. Having an active league with frequent, elite competition is also important for the sport to truly flourish and talent to come to the fore.
The Paralympics is gaining a huge support base and we explore whether there’s scope to integrate the Olympics with the Paralympics. It’s a question on many people’s minds.
Visit The Do One Better Podcast website at Lidji.org for more information.
We start the conversation by getting Jack’s views on the cut in UK foreign aid from 0.7% of National Income to 0.5% and this month’s House of Commons vote on the matter.
He notes that every other G7 country is increasing its foreign aid this year, not decreasing it, and if there was ever a case for the UK to decrease its foreign aid it's not in the year of a global pandemic and the most important climate change summit since 2015. It's terrible timing and it's in the wrong direction.
We also discuss the leading role of the private sector in embracing the UN Sustainable Development Goals (SDGs) these days and broaden out the discussion to explore the future of Scotland within the Union, the importance of global education and even delve into the world of single malts for a lighter touch.
For a full transcript of this conversation visit The Do One Better Podcast website at Lidji.org
We start the conversation by getting Jack’s views on the cut in UK foreign aid from 0.7% of National Income to 0.5% and this month’s House of Commons vote on the matter.
He notes that every other G7 country is increasing its foreign aid this year, not decreasing it, and if there was ever a case for the UK to decrease its foreign aid it's not in the year of a global pandemic and the most important climate change summit since 2015. It's terrible timing and it's in the wrong direction.
We also discuss the leading role of the private sector in embracing the UN Sustainable Development Goals (SDGs) these days and broaden out the discussion to explore the future of Scotland within the Union, the importance of global education and even delve into the world of single malts for a lighter touch.
For a full transcript of this conversation visit The Do One Better Podcast website at Lidji.org
In this episode we talk about the climate crisis and learn about ‘Peers for the Planet’ which is the House of Lords’ Climate and Biodiversity Action Group, launched in 2020 — bringing together more than 120 Members of the House of Lords who want to put the need for an urgent response to climate change and biodiversity loss at the top of the political agenda.
We also look at international knowledge-sharing on climate action between the UK’s and Canada’s upper houses of parliament and hear how Senator Mary Coyle in Canada and Baroness Helene Hayman in the UK are collaborating and learning from each other in order to leverage their respective platforms to tackle the climate crisis.
For anyone who is interested in driving forward legislative change to tackle the climate crisis and fostering international collaboration in this field, this episode will be of particular interest to you.
For a full transcript of this conversation please visit The Do One Better Podcast website at Lidji.org
In this episode we talk about the climate crisis and learn about ‘Peers for the Planet’ which is the House of Lords’ Climate and Biodiversity Action Group, launched in 2020 — bringing together more than 120 Members of the House of Lords who want to put the need for an urgent response to climate change and biodiversity loss at the top of the political agenda.
We also look at international knowledge-sharing on climate action between the UK’s and Canada’s upper houses of parliament and hear how Senator Mary Coyle in Canada and Baroness Helene Hayman in the UK are collaborating and learning from each other in order to leverage their respective platforms to tackle the climate crisis.
For anyone who is interested in driving forward legislative change to tackle the climate crisis and fostering international collaboration in this field, this episode will be of particular interest to you.
For a full transcript of this conversation please visit The Do One Better Podcast website at Lidji.org
The India Climate Collaborative (ICC) is an India-led platform founded in 2018 by a group of philanthropies interested in continuing to accelerate India’s development, while also exceeding its climate goals. The Tata Trusts is one of India’s leading philanthropic foundations and an instrumental actor in driving the ICC forward.
In this episode, we learn of the fight against climate change within an Indian context and the collaboration between philanthropists and diverse stakeholders that is leading to innovative thinking and additional funding in this field.
For a full transcript of this episode, visit The Do One Better Podcast website at Lidji.org
The India Climate Collaborative (ICC) is an India-led platform founded in 2018 by a group of philanthropies interested in continuing to accelerate India’s development, while also exceeding its climate goals. The Tata Trusts is one of India’s leading philanthropic foundations and an instrumental actor in driving the ICC forward.
In this episode, we learn of the fight against climate change within an Indian context and the collaboration between philanthropists and diverse stakeholders that is leading to innovative thinking and additional funding in this field.
For a full transcript of this episode, visit The Do One Better Podcast website at Lidji.org
Partners for a New Economy is a donor collaborative founded by the Oak, MAVA, Marisla and KR foundations, and today also includes the Ford Foundation and Laudes Foundation.
This conversation is for anyone who believes existing economic systems need to be improved if society is to achieve the UN Sustainable Development Goals and meet the challenges of the 21st Century.
Jo Swinson is the former leader of the Liberal Democrats in the United Kingdom. From 2012-2015, she served as Business Minister in the UK, and in 2009, she co-founded a cross-party group of MPs to work collaboratively on new economic thinking and well-being economics.
In this fascinating conversation, Jo sheds light on her current work, political experience and her personal narrative.
For a full transcript of this episode visit The Do One Better Podcast website at Lidji.org
Partners for a New Economy is a donor collaborative founded by the Oak, MAVA, Marisla and KR foundations, and today also includes the Ford Foundation and Laudes Foundation.
This conversation is for anyone who believes existing economic systems need to be improved if society is to achieve the UN Sustainable Development Goals and meet the challenges of the 21st Century.
Jo Swinson is the former leader of the Liberal Democrats in the United Kingdom. From 2012-2015, she served as Business Minister in the UK, and in 2009, she co-founded a cross-party group of MPs to work collaboratively on new economic thinking and well-being economics.
In this fascinating conversation, Jo sheds light on her current work, political experience and her personal narrative.
For a full transcript of this episode visit The Do One Better Podcast website at Lidji.org
This is a conversation full of fascinating details, insight and observations that present the listener with invaluable context on what’s required if we are to avoid a climate catastrophe, achieve the UN Sustainable Development Goals (SDGs) and ensure we don’t leave large segments of society behind.
We hear how, ultimately, no matter how good the policymaking, nor how innovative the new technology, we won’t achieve success if we don’t entice the world’s citizens to change their behaviour — with sustainability front and centre — and ensure mass global engagement.
From traditional beef burgers, to plant-based burgers and even laboratory-grown meat; from the Race to Net Zero to the invaluable role of efficient cities in tackling the SDGs — you will thoroughly enjoy this episode and gain much useful information in the process.
A full transcript of this interview is available by visiting The Do One Better Podcast website at Lidji.org
This is a conversation full of fascinating details, insight and observations that present the listener with invaluable context on what’s required if we are to avoid a climate catastrophe, achieve the UN Sustainable Development Goals (SDGs) and ensure we don’t leave large segments of society behind.
We hear how, ultimately, no matter how good the policymaking, nor how innovative the new technology, we won’t achieve success if we don’t entice the world’s citizens to change their behaviour — with sustainability front and centre — and ensure mass global engagement.
From traditional beef burgers, to plant-based burgers and even laboratory-grown meat; from the Race to Net Zero to the invaluable role of efficient cities in tackling the SDGs — you will thoroughly enjoy this episode and gain much useful information in the process.
A full transcript of this interview is available by visiting The Do One Better Podcast website at Lidji.org
If you want a front-row seat to see and understand how large corporates are approaching stakeholder capitalism and ESG, this episode is most certainly for you.
On 15th June 2021, PwC announced a massive ESG push. They’ll be investing $12bn and creating 100,000 new jobs to boost ESG expertise for clients. So, this podcast interview isn’t just theoretical; there’s real consequence to everything you’ll hear in this episode.
PwC spans 155 countries and includes more than 284,000 people — a professional services network, providing audit, tax, consulting, and deals services around the world, in order to build trust and contribute to productive solutions for the world’s most pressing problems.
For a full transcript of this interview, visit The Do One Better Podcast website at Lidji.org
If you want a front-row seat to see and understand how large corporates are approaching stakeholder capitalism and ESG, this episode is most certainly for you.
On 15th June 2021, PwC announced a massive ESG push. They’ll be investing $12bn and creating 100,000 new jobs to boost ESG expertise for clients. So, this podcast interview isn’t just theoretical; there’s real consequence to everything you’ll hear in this episode.
PwC spans 155 countries and includes more than 284,000 people — a professional services network, providing audit, tax, consulting, and deals services around the world, in order to build trust and contribute to productive solutions for the world’s most pressing problems.
For a full transcript of this interview, visit The Do One Better Podcast website at Lidji.org
A must-listen episode for anyone who is interested in social entrepreneurship and combining for-profit activities with social good.
ComplyAdvantage is a market leader in the use of technology, machine learning and big data to automate and scale solutions that help organisations and individuals mitigate ESG (environmental, social, governance) risk; in the process helping to tackle money laundering, human trafficking and other crimes. The firm is a commercial venture with a strong social purpose at its core and they have secured over $100 million in funding from the likes of Goldman Sachs, the Ontario Teachers' Pension Plan and Index Ventures.
We discuss a range of topics, from international sanctions and political exposure to adverse media and reputational risk. Charlie provides insight into the company, their solutions and his own trajectory and personal narrative.
Charles Delingpole has a strong entrepreneurial track record, having previously co-founded MarketFinance, a corporate financial solutions company that raised $59 million in funding, and the world’s largest student discussion forum The Student Room when he was 16. He holds an MA in Politics from Trinity College, Cambridge, and a Masters in Management, Strategy, and Finance from the London School of Economics.
For a transcript of this episode visit The Do One Better Podcast website at Lidji.org -- where you will also find information on over 100 interviews with remarkable leaders. Please subscribe and share -- thank you.
A must-listen episode for anyone who is interested in social entrepreneurship and combining for-profit activities with social good.
ComplyAdvantage is a market leader in the use of technology, machine learning and big data to automate and scale solutions that help organisations and individuals mitigate ESG (environmental, social, governance) risk; in the process helping to tackle money laundering, human trafficking and other crimes. The firm is a commercial venture with a strong social purpose at its core and they have secured over $100 million in funding from the likes of Goldman Sachs, the Ontario Teachers' Pension Plan and Index Ventures.
We discuss a range of topics, from international sanctions and political exposure to adverse media and reputational risk. Charlie provides insight into the company, their solutions and his own trajectory and personal narrative.
Charles Delingpole has a strong entrepreneurial track record, having previously co-founded MarketFinance, a corporate financial solutions company that raised $59 million in funding, and the world’s largest student discussion forum The Student Room when he was 16. He holds an MA in Politics from Trinity College, Cambridge, and a Masters in Management, Strategy, and Finance from the London School of Economics.
For a transcript of this episode visit The Do One Better Podcast website at Lidji.org -- where you will also find information on over 100 interviews with remarkable leaders. Please subscribe and share -- thank you.
We discuss access to justice in developing countries; the current state of affairs in specific countries in Africa and opportunities for improvement. The Sudreau Global Justice Institute ("SGJI") is an international human rights organization NGO based out of Pepperdine University. SGJI partners with governments around the world to advance the rule of law and provide access to justice to vulnerable populations. They believe that a healthy justice system is key to eradicating systemic suffering and unlocking a community's potential. A well functioning justice system not only protects the vulnerable, it is also the foundation upon which it becomes possible for all other forms of community development to flourish. They currently have an active partnership with the Ugandan government to pilot the nation's first Public Defender's Office, and they continue to train and provide strategic assistance in Uganda's implementation of plea bargaining into its criminal justice system. In addition, they have a team in Accra, Ghana where they are working alongside the Ghanian government and the U.S. State Department to further similar plea bargaining and access to justice initiatives. For a full transcript of this interview, visit The Do One Better Podcast website at Lidji.org - Please click the subscribe button on your favourite podcast app and share widely with others. Thank you.
We discuss access to justice in developing countries; the current state of affairs in specific countries in Africa and opportunities for improvement. The Sudreau Global Justice Institute ("SGJI") is an international human rights organization NGO based out of Pepperdine University. SGJI partners with governments around the world to advance the rule of law and provide access to justice to vulnerable populations. They believe that a healthy justice system is key to eradicating systemic suffering and unlocking a community's potential. A well functioning justice system not only protects the vulnerable, it is also the foundation upon which it becomes possible for all other forms of community development to flourish. They currently have an active partnership with the Ugandan government to pilot the nation's first Public Defender's Office, and they continue to train and provide strategic assistance in Uganda's implementation of plea bargaining into its criminal justice system. In addition, they have a team in Accra, Ghana where they are working alongside the Ghanian government and the U.S. State Department to further similar plea bargaining and access to justice initiatives. For a full transcript of this interview, visit The Do One Better Podcast website at Lidji.org - Please click the subscribe button on your favourite podcast app and share widely with others. Thank you.
A must-listen episode for anyone who seeks truly innovative and collaborative thinking in philanthropy.
Lever for Change is a new nonprofit affiliate of the MacArthur Foundation, created to accelerate large-scale social change around the world. The organization develops and manages customized, open and transparent competitions that connect donors with bold solutions to global challenges, while strengthening the most highly rated ideas emerging from these competitions and catalyzing big investments through its Bold Solutions Network.
In addition to her role at Lever for Change, Cecilia oversees the MacArthur Fellows and 100&Change, MacArthur’s competition for a $100 million grant to help solve a critical problem of our time.
For a full transcript of this interview visit The Do One Better Podcast website at Lidji.org Please click that subscribe button on your favourite podcast app and share widely with others. Thank you.
A must-listen episode for anyone who seeks truly innovative and collaborative thinking in philanthropy.
Lever for Change is a new nonprofit affiliate of the MacArthur Foundation, created to accelerate large-scale social change around the world. The organization develops and manages customized, open and transparent competitions that connect donors with bold solutions to global challenges, while strengthening the most highly rated ideas emerging from these competitions and catalyzing big investments through its Bold Solutions Network.
In addition to her role at Lever for Change, Cecilia oversees the MacArthur Fellows and 100&Change, MacArthur’s competition for a $100 million grant to help solve a critical problem of our time.
For a full transcript of this interview visit The Do One Better Podcast website at Lidji.org Please click that subscribe button on your favourite podcast app and share widely with others. Thank you.
If you have to work with boards this episode is for you. We tackle highly topical questions:
• What are some of the main challenges with boards?…
• What’s the relationship between the chief executive and the board?….
• Is there much of a difference between board members within a for-profit context vs a nonprofit context?…
• What about recruiting new board members?…
• More...
Patrick is an experienced Chair and serial social entrepreneur who has extensive experience of working with boards in Europe, Asia and North America. Early on in his career at 3i he built a resource of over 600 experienced directors who were appointed to over 2,000 boards for 3i across numerous countries. The programme he established became widely recognised as a model of adding value and a leader in best practice.
For a full transcript of this interview, visit The Do One Better! Podcast website at Lidji.org Please subscribe and share widely with others. Thank you.
If you have to work with boards this episode is for you. We tackle highly topical questions:
• What are some of the main challenges with boards?…
• What’s the relationship between the chief executive and the board?….
• Is there much of a difference between board members within a for-profit context vs a nonprofit context?…
• What about recruiting new board members?…
• More...
Patrick is an experienced Chair and serial social entrepreneur who has extensive experience of working with boards in Europe, Asia and North America. Early on in his career at 3i he built a resource of over 600 experienced directors who were appointed to over 2,000 boards for 3i across numerous countries. The programme he established became widely recognised as a model of adding value and a leader in best practice.
For a full transcript of this interview, visit The Do One Better! Podcast website at Lidji.org Please subscribe and share widely with others. Thank you.
This episode is an absolute must-listen for fans of David Lynch and those craving wellbeing through meditation. David speaks from the heart, with abundant passion and an infectious self-assuredness about consciousness and the power of Transcendental Meditation to do away with the negatives in one's life while letting in boundless positivity.
We learn about the work of the David Lynch Foundation, helping bring TM to the world, and also hear about David's creativity, successes and failures -- and how he has overcome the most challenging times.
David lets us in on those earlier moments in his life when he felt unsatisfied with a success he perceived as hollow, and we also hear of challenging moments in his career, such as following the film Dune — a “giant failure” by his own account — where he notes that had it not been for that “inner strength from meditation, from transcending every day, I might have wanted to check out.”
Since 1973, David has been practising Transcendental Meditation — and he has never missed a meditation since then — meditating 20 minutes twice a day. While skeptical at first, David notes that TM has quite simply transformed his life. “Just meditate regularly, go about your business the same way you would, and watch things get better.”
For a full transcript of this fascinating conversation, visit The Do One Better! Podcast website at Lidji.org — Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
This episode is an absolute must-listen for fans of David Lynch and those craving wellbeing through meditation. David speaks from the heart, with abundant passion and an infectious self-assuredness about consciousness and the power of Transcendental Meditation to do away with the negatives in one's life while letting in boundless positivity.
We learn about the work of the David Lynch Foundation, helping bring TM to the world, and also hear about David's creativity, successes and failures -- and how he has overcome the most challenging times.
David lets us in on those earlier moments in his life when he felt unsatisfied with a success he perceived as hollow, and we also hear of challenging moments in his career, such as following the film Dune — a “giant failure” by his own account — where he notes that had it not been for that “inner strength from meditation, from transcending every day, I might have wanted to check out.”
Since 1973, David has been practising Transcendental Meditation — and he has never missed a meditation since then — meditating 20 minutes twice a day. While skeptical at first, David notes that TM has quite simply transformed his life. “Just meditate regularly, go about your business the same way you would, and watch things get better.”
For a full transcript of this fascinating conversation, visit The Do One Better! Podcast website at Lidji.org — Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
Anita sheds light on Facebook’s COVID Information Center, where people can access authoritative information about COVID-19 vaccines, and she goes on to explain how they have been partnering with the World Health Organisation (WHO), non-profit organisations and governments around the world to make sure there is accurate and credible information for people about COVID-19 vaccines.
The discussion also delves into Facebook’s work around blood donations in more than 29 countries and how the platform has facilitated $5 billion in donations for good causes. Anita provides a candid look at social good campaigns at truly global scale.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this episode. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
Anita sheds light on Facebook’s COVID Information Center, where people can access authoritative information about COVID-19 vaccines, and she goes on to explain how they have been partnering with the World Health Organisation (WHO), non-profit organisations and governments around the world to make sure there is accurate and credible information for people about COVID-19 vaccines.
The discussion also delves into Facebook’s work around blood donations in more than 29 countries and how the platform has facilitated $5 billion in donations for good causes. Anita provides a candid look at social good campaigns at truly global scale.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this episode. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
Sir Peter was Chief Science Advisor to the Prime Minister of New Zealand from 2009 to 2018, serving three Prime Ministers: John Key, Bill English and Jacinda Ardern. He’s also the Director of Koi Tū — the Centre for Informed Futures — a New Zealand based think tank looking at some of the most pressing issues impacting our world.
In this episode we talk about the role of chief science advisors, how science and policymaking work together and the interaction between science and diplomacy — a discussion that takes place within a backdrop of declining public trust, increasing misinformation and the devastating effects of the COVID-19 pandemic.
For a full transcript of this episode visit The Do One Better! Podcast website at Lidji.org — please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Sir Peter was Chief Science Advisor to the Prime Minister of New Zealand from 2009 to 2018, serving three Prime Ministers: John Key, Bill English and Jacinda Ardern. He’s also the Director of Koi Tū — the Centre for Informed Futures — a New Zealand based think tank looking at some of the most pressing issues impacting our world.
In this episode we talk about the role of chief science advisors, how science and policymaking work together and the interaction between science and diplomacy — a discussion that takes place within a backdrop of declining public trust, increasing misinformation and the devastating effects of the COVID-19 pandemic.
For a full transcript of this episode visit The Do One Better! Podcast website at Lidji.org — please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Together for Girls is a global, public-private partnership dedicated to ending violence against children, especially sexual violence against girls.
The partnership includes five UN agencies, the governments of the United States and Canada, several private sector organisations and more than 20 country governments in Africa, Asia, Latin America and the Caribbean, working together to generate comprehensive data and solutions to this public health and human rights epidemic.
Together for Girls, in partnership with the CDC — the US Centers for Disease Control — has conducted their Violence Against Children and Youth Surveys in 24 countries. They now have data for over 10% of the world's population under 24 on this issue and are the single largest repository on sexual violence data for children, adolescents and youth.
This is a fascinating conversation on a sobering topic, underpinned by optimism and a sense of urgency. Daniela sheds light on the global context of violence against children and clearly articulates the work being done to tackle it.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this interview. Please click the subscribe button on your favourite podcast app and share widely — thank you!
Together for Girls is a global, public-private partnership dedicated to ending violence against children, especially sexual violence against girls.
The partnership includes five UN agencies, the governments of the United States and Canada, several private sector organisations and more than 20 country governments in Africa, Asia, Latin America and the Caribbean, working together to generate comprehensive data and solutions to this public health and human rights epidemic.
Together for Girls, in partnership with the CDC — the US Centers for Disease Control — has conducted their Violence Against Children and Youth Surveys in 24 countries. They now have data for over 10% of the world's population under 24 on this issue and are the single largest repository on sexual violence data for children, adolescents and youth.
This is a fascinating conversation on a sobering topic, underpinned by optimism and a sense of urgency. Daniela sheds light on the global context of violence against children and clearly articulates the work being done to tackle it.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this interview. Please click the subscribe button on your favourite podcast app and share widely — thank you!
This episode is of particular interest to anyone who cares about driving forward quality education at scale in a global context. While the Lemann Foundation is based in Brazil, its work is of interest to philanthropists, NGOs and social entrepreneurs across the globe.
Denis sheds light on the Foundation’s work, ranging from operations to grant-making, and provides a solid overview of the current state of affairs in Brazil’s education system and the opportunities for improvement.
The Lemann Foundation was launched in 2002 by self-made Brazilian entrepreneur Jorge Paulo Lemann, who is one the world’s most prolific private investors and philanthropists. Lemann’s private equity firm, 3G Capital, boasts a portfolio that includes the likes of Anheuser-Busch, Burger King, Heinz, Kraft, SABMiller, and Tim Hortons.
Visit The Do One Better! Website at Lidji.org for a full transcript of this conversation. Please click the ‘subscribe’ button on your favourite podcast app and share widely with others — thank you!
This episode is of particular interest to anyone who cares about driving forward quality education at scale in a global context. While the Lemann Foundation is based in Brazil, its work is of interest to philanthropists, NGOs and social entrepreneurs across the globe.
Denis sheds light on the Foundation’s work, ranging from operations to grant-making, and provides a solid overview of the current state of affairs in Brazil’s education system and the opportunities for improvement.
The Lemann Foundation was launched in 2002 by self-made Brazilian entrepreneur Jorge Paulo Lemann, who is one the world’s most prolific private investors and philanthropists. Lemann’s private equity firm, 3G Capital, boasts a portfolio that includes the likes of Anheuser-Busch, Burger King, Heinz, Kraft, SABMiller, and Tim Hortons.
Visit The Do One Better! Website at Lidji.org for a full transcript of this conversation. Please click the ‘subscribe’ button on your favourite podcast app and share widely with others — thank you!
David served as the youngest UK Foreign Secretary in three decades, driving advancements in human rights and representing the UK throughout the world. His accomplishments have earned him a reputation, in former President Bill Clinton's words, as "one of the ablest, most creative public servants of our time.”
David talks candidly about the invaluable work of the International Rescue Committee (IRC), the plight of refugees and displaced persons, and sheds light on the differences between being the foreign minister of a permanent member of the UN Security Council and leading one of the worlds most impactful NGOs.
The IRC was founded by Albert Einstein, who was in Princeton, in the USA, when Hitler came to power. And he founded the International Rescue Committee, the Emergency Rescue Committee at the time, in the 1930s, and he founded the organisation out of a burning sense that while he was safe, so many others were not safe from the Nazis.
The IRC is an organisation whose purpose is to help people whose lives are shattered by conflict, persecution and disaster. They work in 40 countries, in what David calls the ‘arc of crisis’, from the war zone in Syria, Yemen, Afghanistan, through to the internally displaced, the homeless in their own country, who have had to flee to the houses of cousins or strangers in refugee hosting states. The IRC is an $825 million a year organisation, with 13,000 employees.
David sheds light on his journey, from UK politics to the NGO world; he delves into the differences between the two and the benefit of having experienced both. He describes the IRC as an organisation that is about solutions rather than suffering.
For a full transcript of this conversation, visit The Do One Better! Podcast website at Lidji.org
Please click the ‘subscribe’ button on your favourite podcast app and please share widely with others — thank you!
David served as the youngest UK Foreign Secretary in three decades, driving advancements in human rights and representing the UK throughout the world. His accomplishments have earned him a reputation, in former President Bill Clinton's words, as "one of the ablest, most creative public servants of our time.”
David talks candidly about the invaluable work of the International Rescue Committee (IRC), the plight of refugees and displaced persons, and sheds light on the differences between being the foreign minister of a permanent member of the UN Security Council and leading one of the worlds most impactful NGOs.
The IRC was founded by Albert Einstein, who was in Princeton, in the USA, when Hitler came to power. And he founded the International Rescue Committee, the Emergency Rescue Committee at the time, in the 1930s, and he founded the organisation out of a burning sense that while he was safe, so many others were not safe from the Nazis.
The IRC is an organisation whose purpose is to help people whose lives are shattered by conflict, persecution and disaster. They work in 40 countries, in what David calls the ‘arc of crisis’, from the war zone in Syria, Yemen, Afghanistan, through to the internally displaced, the homeless in their own country, who have had to flee to the houses of cousins or strangers in refugee hosting states. The IRC is an $825 million a year organisation, with 13,000 employees.
David sheds light on his journey, from UK politics to the NGO world; he delves into the differences between the two and the benefit of having experienced both. He describes the IRC as an organisation that is about solutions rather than suffering.
For a full transcript of this conversation, visit The Do One Better! Podcast website at Lidji.org
Please click the ‘subscribe’ button on your favourite podcast app and please share widely with others — thank you!
If you ever wondered how a Silicon Valley mindset rooted in social entrepreneurship can improve global education, then this episode is for you. A fascinating look at an organisation that is quite different from traditional philanthropy.
Imaginable Futures is a philanthropic investment firm that combines impact investing and foundation grant-making in order to unleash human potential through learning.
Imaginable Futures spun out of the Omidyar Network a little over a year ago, where they were previously the Education initiative of Omidyar. They were founded and are funded by Pam and Pierre Omidyar — who is also the Founder of eBay.
Amy worked for eBay, where she served as VP of product strategy and operations, and was previously one of PayPal’s earliest employees in the late 1990s. Today, she leads Imaginable Futures. She provides great insight and projects very positive energy.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this episode. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
If you ever wondered how a Silicon Valley mindset rooted in social entrepreneurship can improve global education, then this episode is for you. A fascinating look at an organisation that is quite different from traditional philanthropy.
Imaginable Futures is a philanthropic investment firm that combines impact investing and foundation grant-making in order to unleash human potential through learning.
Imaginable Futures spun out of the Omidyar Network a little over a year ago, where they were previously the Education initiative of Omidyar. They were founded and are funded by Pam and Pierre Omidyar — who is also the Founder of eBay.
Amy worked for eBay, where she served as VP of product strategy and operations, and was previously one of PayPal’s earliest employees in the late 1990s. Today, she leads Imaginable Futures. She provides great insight and projects very positive energy.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this episode. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
"Redesigning how business could be and should be, to the benefit of society, is a very important thing."
We tackle a diverse range of topics, from climate change and inequality to his outlook on life and the observation that some people think greed is good but, longer term, generosity will always win.
This is a multifaceted and candid conversation. We hear how his potential to drive forward greater change in global development is actually stronger now than it was when he was still at Unilever.
We also get a glimpse into his youth, where he notes without any hesitation that: "I wanted to be first a priest and then I wanted to be a doctor, I ended up with serendipity in business, I wouldn't do it again, today, I wouldn't go into business, necessarily, but I always felt more of an urge to help other people."
Paul Polman sheds light on his efforts to engage leading corporate CEOs and to bring key industries to a 'tipping point' whereby they start to embrace sustainable business. He speaks with great passion, insight and an unmistakable sense of urgency.
This is a fascinating conversation from beginning to end -- enjoy it and take plenty of notes!
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this conversation and insight from over 100 podcast episodes on philanthropy, sustainability and social entrepreneurship. Please click the ‘subscribe’ button on your favourite podcast app. Thank you!
"Redesigning how business could be and should be, to the benefit of society, is a very important thing."
We tackle a diverse range of topics, from climate change and inequality to his outlook on life and the observation that some people think greed is good but, longer term, generosity will always win.
This is a multifaceted and candid conversation. We hear how his potential to drive forward greater change in global development is actually stronger now than it was when he was still at Unilever.
We also get a glimpse into his youth, where he notes without any hesitation that: "I wanted to be first a priest and then I wanted to be a doctor, I ended up with serendipity in business, I wouldn't do it again, today, I wouldn't go into business, necessarily, but I always felt more of an urge to help other people."
Paul Polman sheds light on his efforts to engage leading corporate CEOs and to bring key industries to a 'tipping point' whereby they start to embrace sustainable business. He speaks with great passion, insight and an unmistakable sense of urgency.
This is a fascinating conversation from beginning to end -- enjoy it and take plenty of notes!
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this conversation and insight from over 100 podcast episodes on philanthropy, sustainability and social entrepreneurship. Please click the ‘subscribe’ button on your favourite podcast app. Thank you!
Siya came from a challenging and humble background and, in 2018, became the first Black test player appointed Captain of the Springboks — South Africa’s national rugby team. In 2019, Siya led his team to Rugby World Cup victory.
Rachel brings a long-standing passion to serve individuals and communities across South Africa. From as early as 1990, Rachel has been involved in charitable and community development projects which have brought about transformation for many different communities.
Siya and Rachel co-founded the Kolisi Foundation exactly a year ago and are already making a huge impact in South Africa, tackling gender based violence, alleviating the hardships caused by COVID-19 and convening diverse stakeholders.
The Foundation has provided sustainable food parcels to more than 25,000 families and provided hygiene products to front-line health workers nationally, in partnership with The Nelson Mandela Foundation.
In this candid and warm conversation, both Siya and Rachel speak with great passion and articulate the nature of their work very clearly. We learn from both of them about the contexts that shaped their thinking, the challenging realities they’ve witnessed and how they’re leveraging their high-profile voices to convene partners, change attitudes and make a difference.
For a full transcript of this fascinating conversation, visit The Do One Better! Podcast website at Lidji.org — Download 100+ episodes in philanthropy, sustainability and social entrepreneurship. Please click the ‘subscribe’ button on your favourite podcast app and share widely with others. Thank you!
Siya came from a challenging and humble background and, in 2018, became the first Black test player appointed Captain of the Springboks — South Africa’s national rugby team. In 2019, Siya led his team to Rugby World Cup victory.
Rachel brings a long-standing passion to serve individuals and communities across South Africa. From as early as 1990, Rachel has been involved in charitable and community development projects which have brought about transformation for many different communities.
Siya and Rachel co-founded the Kolisi Foundation exactly a year ago and are already making a huge impact in South Africa, tackling gender based violence, alleviating the hardships caused by COVID-19 and convening diverse stakeholders.
The Foundation has provided sustainable food parcels to more than 25,000 families and provided hygiene products to front-line health workers nationally, in partnership with The Nelson Mandela Foundation.
In this candid and warm conversation, both Siya and Rachel speak with great passion and articulate the nature of their work very clearly. We learn from both of them about the contexts that shaped their thinking, the challenging realities they’ve witnessed and how they’re leveraging their high-profile voices to convene partners, change attitudes and make a difference.
For a full transcript of this fascinating conversation, visit The Do One Better! Podcast website at Lidji.org — Download 100+ episodes in philanthropy, sustainability and social entrepreneurship. Please click the ‘subscribe’ button on your favourite podcast app and share widely with others. Thank you!
We hear Cherie’s personal story, from the positive influence of her mother and grandmother, to starting out as a lawyer in the 1970s when it was still rare for women to be actively involved in the workforce, to her time living in 10 Downing Street where she was lucky enough to travel the world and meet many great women across the world.
Cherie felt that there was a gap in women's economic independence — women and girls — and if they could fill that gap by giving women skills, networks and the mentoring that they needed they could really make a difference. She set up the foundation in 2008 and now have reached approximately 175,000 women and girls in over 100 countries.
We hear how if women had the same opportunity to be entrepreneurs as men, global GDP could rise by about $5 trillion dollars.
Helen McEachern, the Foundation’s CEO, explains why they focus on low and middle-income countries, where the lack of economic parity is particularly pronounced. We also learn how they leverage technology to remove barriers and of the invaluable role of their global online mentoring programme. Helen notes how the social norms that women face that hold them back are different in different countries and so they tailor their approach accordingly.
This is a fascinating conversation for anyone who cares about gender equality and embraces the entrepreneurial spirit. The conversation airs as the world marks International Women’s Day 2021.
For a full transcript of this conversation visit The Do One Better! Podcast website at Lidji.org where you’ll also find 100+ thought-leadership conversations on philanthropy, sustainability and social entrepreneurship. Please subscribe on your favourite podcast app and share widely with others. Thank you!
We hear Cherie’s personal story, from the positive influence of her mother and grandmother, to starting out as a lawyer in the 1970s when it was still rare for women to be actively involved in the workforce, to her time living in 10 Downing Street where she was lucky enough to travel the world and meet many great women across the world.
Cherie felt that there was a gap in women's economic independence — women and girls — and if they could fill that gap by giving women skills, networks and the mentoring that they needed they could really make a difference. She set up the foundation in 2008 and now have reached approximately 175,000 women and girls in over 100 countries.
We hear how if women had the same opportunity to be entrepreneurs as men, global GDP could rise by about $5 trillion dollars.
Helen McEachern, the Foundation’s CEO, explains why they focus on low and middle-income countries, where the lack of economic parity is particularly pronounced. We also learn how they leverage technology to remove barriers and of the invaluable role of their global online mentoring programme. Helen notes how the social norms that women face that hold them back are different in different countries and so they tailor their approach accordingly.
This is a fascinating conversation for anyone who cares about gender equality and embraces the entrepreneurial spirit. The conversation airs as the world marks International Women’s Day 2021.
For a full transcript of this conversation visit The Do One Better! Podcast website at Lidji.org where you’ll also find 100+ thought-leadership conversations on philanthropy, sustainability and social entrepreneurship. Please subscribe on your favourite podcast app and share widely with others. Thank you!
An inspiring conversation for anyone interested gender equality. The Asian University for Women (AUW) was first established in Bangladesh in 2008, with a specific mission to recruit young women who have promise and potential, regardless of their background, and to offer them high quality education.
It's a liberal arts institution — the only one of its kind in the region. It's very global in outlook and rooted in the context and aspirations of the young people of Asia, designed to address some of the inequalities endemic to the region.
The idea for the university grew out of the World Bank and United Nations Task Force on Higher Education and Society.
For a full transcript of this podcast, visit The Do One Better! Podcast website at Lidji.org where you’ll discover more than 100 thought-leadership podcast episodes in philanthropy, sustainability and social entrepreneurship. Please subscribe and share widely — thank you!
An inspiring conversation for anyone interested gender equality. The Asian University for Women (AUW) was first established in Bangladesh in 2008, with a specific mission to recruit young women who have promise and potential, regardless of their background, and to offer them high quality education.
It's a liberal arts institution — the only one of its kind in the region. It's very global in outlook and rooted in the context and aspirations of the young people of Asia, designed to address some of the inequalities endemic to the region.
The idea for the university grew out of the World Bank and United Nations Task Force on Higher Education and Society.
For a full transcript of this podcast, visit The Do One Better! Podcast website at Lidji.org where you’ll discover more than 100 thought-leadership podcast episodes in philanthropy, sustainability and social entrepreneurship. Please subscribe and share widely — thank you!
An insightful and candid conversation with a true champion for quality education for every girl and boy across the globe.
Born in Wales, UK, Julia migrated with her family to Australia as a very small girl. She was educated at local government schools, literally at the end of her street.
Her father had grown up in a coal-mining village and he left school at 14. He found his way in Australia as a psychiatric nurse. Her mother worked as a cook in a care home.
Julia has always been conscious that her life chances have been defined by coming from a loving stable family, but also by going to great schools. Fortunately, those government schools at the end of her street were fantastic schools. And if they hadn't been fantastic schools, her entire life would have been different.
Today, Julia is Chair of the Global Partnership for Eduction (GPE), which can be thought of as a shared commitment to ending the world's learning crisis.
It is the only global partnership and fund that focuses solely on school education in lower-income and middle-income countries. They have got around 20 years’ experience now working with partner countries to make sure that more girls and boys not only get access to school, but the education they have at school is a quality one.
Their model for change is really about mobilising donors, the UN family, philanthropists, the private sector, everyone basically, behind country-led plans to transform their education system.
They’re working in 76 countries around the world. It's a broad and a deep partnership for change.
Download this episode to hear much more about Julia’s remarkable work and story.
Visit The Do One Better! Podcast website for a full transcript of this episode, guest bios and useful links. Enjoy and learn from 100 episodes in philanthropy, sustainability and social entrepreneurship at Lidji.org
An insightful and candid conversation with a true champion for quality education for every girl and boy across the globe.
Born in Wales, UK, Julia migrated with her family to Australia as a very small girl. She was educated at local government schools, literally at the end of her street.
Her father had grown up in a coal-mining village and he left school at 14. He found his way in Australia as a psychiatric nurse. Her mother worked as a cook in a care home.
Julia has always been conscious that her life chances have been defined by coming from a loving stable family, but also by going to great schools. Fortunately, those government schools at the end of her street were fantastic schools. And if they hadn't been fantastic schools, her entire life would have been different.
Today, Julia is Chair of the Global Partnership for Eduction (GPE), which can be thought of as a shared commitment to ending the world's learning crisis.
It is the only global partnership and fund that focuses solely on school education in lower-income and middle-income countries. They have got around 20 years’ experience now working with partner countries to make sure that more girls and boys not only get access to school, but the education they have at school is a quality one.
Their model for change is really about mobilising donors, the UN family, philanthropists, the private sector, everyone basically, behind country-led plans to transform their education system.
They’re working in 76 countries around the world. It's a broad and a deep partnership for change.
Download this episode to hear much more about Julia’s remarkable work and story.
Visit The Do One Better! Podcast website for a full transcript of this episode, guest bios and useful links. Enjoy and learn from 100 episodes in philanthropy, sustainability and social entrepreneurship at Lidji.org
Larry has been President of the William and Flora Hewlett Foundation since 2012. Before joining the foundation, Larry served from 2004 to 2012 as Richard E. Lang Professor of Law and Dean of Stanford Law School.
The Hewlett Foundation has an $11 billion dollar endowment and this conversation focuses on their work tackling climate change. Larry delves into the difference between the different approaches of adaptation vs mitigation — and he explains his preferences.
We learn of the key players in this field today and different collaborations in place to drive change forward. Only around 2% of global philanthropic funds are focused on climate, so there is a pressing need for more action from funders around the globe.
Larry speaks candidly about the importance of unrestricted funding where appropriate and provides his views on whether divesting from fossil fuels is the right thing for the Hewlett Foundation right now. The focus, ultimately, being about achieving most impact.
For a full transcript of this podcast episode visit The Do One Better! Podcast website at Lidji.org where you’ll be able to download guest bios, useful links and more than 100 thought-leadership conversations on philanthropy, sustainability and social entrepreneurship. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
Larry has been President of the William and Flora Hewlett Foundation since 2012. Before joining the foundation, Larry served from 2004 to 2012 as Richard E. Lang Professor of Law and Dean of Stanford Law School.
The Hewlett Foundation has an $11 billion dollar endowment and this conversation focuses on their work tackling climate change. Larry delves into the difference between the different approaches of adaptation vs mitigation — and he explains his preferences.
We learn of the key players in this field today and different collaborations in place to drive change forward. Only around 2% of global philanthropic funds are focused on climate, so there is a pressing need for more action from funders around the globe.
Larry speaks candidly about the importance of unrestricted funding where appropriate and provides his views on whether divesting from fossil fuels is the right thing for the Hewlett Foundation right now. The focus, ultimately, being about achieving most impact.
For a full transcript of this podcast episode visit The Do One Better! Podcast website at Lidji.org where you’ll be able to download guest bios, useful links and more than 100 thought-leadership conversations on philanthropy, sustainability and social entrepreneurship. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
An insightful conversation that delves into the UK Government’s changes to its foreign aid budget, the termination of the Department for International Development (DFID), and co-ordinating with UK and international organisations during the COVID-19 pandemic.
Stephanie Draper has spent more than 20 years working to accelerate a just and sustainable future, with a focus on sustainable development. She brings extensive international experience of bringing sectors together to collaborate and shape a better future.
For a full transcript of this conversation visit The Do One Better! Podcast website at Lidji.org, where you’ll also be able to download guest bios, useful links and 100+ episodes on philanthropy, sustainability and social entrepreneurship.
An insightful conversation that delves into the UK Government’s changes to its foreign aid budget, the termination of the Department for International Development (DFID), and co-ordinating with UK and international organisations during the COVID-19 pandemic.
Stephanie Draper has spent more than 20 years working to accelerate a just and sustainable future, with a focus on sustainable development. She brings extensive international experience of bringing sectors together to collaborate and shape a better future.
For a full transcript of this conversation visit The Do One Better! Podcast website at Lidji.org, where you’ll also be able to download guest bios, useful links and 100+ episodes on philanthropy, sustainability and social entrepreneurship.
An insightful conversation with a highly passionate and respected practitioner and advocate. Charlie provides an overview of the state of affairs in brain cancer research today, sheds light on the medical advances he has witnessed since his days as a medical student and shares his optimism for much less invasive and much more effective treatments in the not too distant future.
From founding the Charlie Teo Foundation to helping set up a pro bono hospital in India, Charlie’s story will inspire and inform you.
Charlie was, and remains, instrumental in the development, dissemination and acceptance of the concept of keyhole minimally invasive techniques in neurosurgery. He runs a fellowship program that attracts over 600 applicants yearly and has trained many of the world’s leading figures in neurosurgery at distinguished centres such as the Barrow Neurological Institute and Johns Hopkins, Duke, Stanford, Vanderbilt and Harvard Universities.
He has raised over $20 million that has been used to fund research scientists both in Australia and abroad. Charlie dedicates 3 months every year to pro bono work in developing countries.
Charlie was named as a Member of the Order of Australia (for contribution to the development of minimally invasive neurosurgery). In 2012 he was invited to give the Australia Day Address to the Nation and in 2013 was honoured to be the first non-politician Australian to address the US Congress on the need for more funding for brain cancer research.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this conversation, guest bios and useful links. Download 100+ podcast episodes on philanthropy, sustainability and social entrepreneurship.
An insightful conversation with a highly passionate and respected practitioner and advocate. Charlie provides an overview of the state of affairs in brain cancer research today, sheds light on the medical advances he has witnessed since his days as a medical student and shares his optimism for much less invasive and much more effective treatments in the not too distant future.
From founding the Charlie Teo Foundation to helping set up a pro bono hospital in India, Charlie’s story will inspire and inform you.
Charlie was, and remains, instrumental in the development, dissemination and acceptance of the concept of keyhole minimally invasive techniques in neurosurgery. He runs a fellowship program that attracts over 600 applicants yearly and has trained many of the world’s leading figures in neurosurgery at distinguished centres such as the Barrow Neurological Institute and Johns Hopkins, Duke, Stanford, Vanderbilt and Harvard Universities.
He has raised over $20 million that has been used to fund research scientists both in Australia and abroad. Charlie dedicates 3 months every year to pro bono work in developing countries.
Charlie was named as a Member of the Order of Australia (for contribution to the development of minimally invasive neurosurgery). In 2012 he was invited to give the Australia Day Address to the Nation and in 2013 was honoured to be the first non-politician Australian to address the US Congress on the need for more funding for brain cancer research.
Visit The Do One Better! Podcast website at Lidji.org for a full transcript of this conversation, guest bios and useful links. Download 100+ podcast episodes on philanthropy, sustainability and social entrepreneurship.
Chris shares his insight on the social entrepreneurial journey and his current venture, “Living With”, which helps patients, doctors and researchers to manage conditions remotely and derive valuable data in the process.
Chris has 20 years’ experience of building fast growth, multinational companies and products, from £0 to £50m turnover. Among other ventures, he built and floated digital agency, Syzygy, on the German Stock Exchange and co-founded Ink Publishing, the world’s largest publisher of inflight media. He holds an MBA from London Business School and a degree from Oxford University.
Visit The Do One Better! Podcast website for a full transcript of this podcast episode, guest bios and useful links. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Chris shares his insight on the social entrepreneurial journey and his current venture, “Living With”, which helps patients, doctors and researchers to manage conditions remotely and derive valuable data in the process.
Chris has 20 years’ experience of building fast growth, multinational companies and products, from £0 to £50m turnover. Among other ventures, he built and floated digital agency, Syzygy, on the German Stock Exchange and co-founded Ink Publishing, the world’s largest publisher of inflight media. He holds an MBA from London Business School and a degree from Oxford University.
Visit The Do One Better! Podcast website for a full transcript of this podcast episode, guest bios and useful links. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
The foundation will sunset in a couple of years’ time, and the dynamics are much more complicated than one would expect. From ensuring the foundation’s key staff are motivated until the end to sharing institutional knowledge with others and helping partners and beneficiaries thrive in the long-term.
The MAVA Foundation is a family philanthropic foundation based in Switzerland. They were founded about 25 years ago by Dr Luc Hoffmann, who is the grandson of the founders of Hoffmann-La Roche.
The foundation will be closing and will stop their grant-making after 2022. Over their lifetime, they have granted out more than one billion dollars.
Visit The Do One Better! Podcast website for a full transcript, guest bio and useful links. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
The foundation will sunset in a couple of years’ time, and the dynamics are much more complicated than one would expect. From ensuring the foundation’s key staff are motivated until the end to sharing institutional knowledge with others and helping partners and beneficiaries thrive in the long-term.
The MAVA Foundation is a family philanthropic foundation based in Switzerland. They were founded about 25 years ago by Dr Luc Hoffmann, who is the grandson of the founders of Hoffmann-La Roche.
The foundation will be closing and will stop their grant-making after 2022. Over their lifetime, they have granted out more than one billion dollars.
Visit The Do One Better! Podcast website for a full transcript, guest bio and useful links. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Learn how Charlize Theron, one of Hollywood’s biggest names, founded CTAOP in 2007 and is today driving a strong network of charitable partners, supporting youth in diverse ways and working with a team of professionals to help improve young people’s lives as we approach the UN Sustainable Development Goals for 2030.
Ashlee George has been part of Charlize Theron’s team for 15 years and over the past decade has been leading CTAOP’s efforts to oversee dramatic growth, including increasing the foundation’s grant making, communities served and youth engaged — underscoring CTAOP’s vision of a future where all youth are empowered to live healthy, HIV-free lives.
Visit The Do One Better! Podcast website for a full transcript, guest bio and useful links. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Learn how Charlize Theron, one of Hollywood’s biggest names, founded CTAOP in 2007 and is today driving a strong network of charitable partners, supporting youth in diverse ways and working with a team of professionals to help improve young people’s lives as we approach the UN Sustainable Development Goals for 2030.
Ashlee George has been part of Charlize Theron’s team for 15 years and over the past decade has been leading CTAOP’s efforts to oversee dramatic growth, including increasing the foundation’s grant making, communities served and youth engaged — underscoring CTAOP’s vision of a future where all youth are empowered to live healthy, HIV-free lives.
Visit The Do One Better! Podcast website for a full transcript, guest bio and useful links. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Infosys Chairman and Co-founder, Nandan Nilekani, and Rohini Nilekani, are the other two Co-founders of the EkStep Foundation. Both Nandan and Rohini are signatories of The Giving Pledge — a commitment made by billionaires to giving the majority of their wealth to philanthropy.
Infosys is one of the world’s largest IT firms and Nandan Nilekani’s involvement places the EkStep Foundation in a strong position to leverage technology in pursuit of education — the UN’s Sustainable Development Goal 4 (SDG4).
The EkStep Foundation was set up in 2015. The idea was to think big: they aimed for a big goal to reach 200 million children in India and improve their access to learning opportunities and help them achieve improved learning outcomes.
At EkStep, they have a sense of urgency and believe that social good can be done at the scale of the entire population. Time is of the essence since every single year there are 20 million children in India who enter and exit the education system. Therefore, every year wasted is tremendously costly. In addition to speed and scale, the third key consideration is ensuing their work is sustainable.
Organisationally speaking, the EkStep Foundation is relatively small and only has approximately 40 members of staff — considering they’re reaching more than 200 million children, this is quite a good ratio.
Shankar sheds light on the technology and methods they’re embracing to improve education for millions of children. One of the challenges is ensuring their approach is compatible with the sheer scale and diversity of India, with 25+ formal administrative languages and hundreds of dialects.
The technology should also help the existing ecosystem of actors since at EkStep they’re not interested in becoming yet another player in this field but, rather, they wish to facilities and improve the capacity of what’s already in place. The technology should fit in with the existing constraints and habits of the chidden, the schools and the education systems in place.
At EkStep, they thought long and hard about the possible ways in which they could help and ultimately ended up focusing on the humble textbooks that are delivered to millions of households annually.
In India, a billion textbooks are printed and distributed to children across the country entirely for free every year. A child may lack many things but a textbook is unlikely to be one of them.
Instead of thinking of the textbook as an outdated technology, they looked at imbedding QR codes so that when you access these QR codes you get content that’s relevant to the chapter and book you’re studying from. It’s a gateway to content that is interactive, trusted and relevant to the learner. It is a simple but effective approach.
QR codes tend to be present within each chapter; perhaps 10 to 15 QR codes per book, on average.
Shankar provides examples: For instance, a 2nd grade student follows the sequencing of chapters in her textbook and the QR code in each chapter provides free content that is created and curated by her school authority — so it’s trusted.
In a chapter about fractions, for instance, the content could show a video of a cake sliced into 5 pieces, so as to show the concept of fractions. This, in turn, could be followed by questions or a practice test, which then helps you know whether the content has been understood well.
One could say the QR code is somewhat equivalent to a GPS system within the textbook. It’s like that 2nd grade student is telling the system, here I am right now, I am looking at fractions and, yes, I am understanding this content well.
A fascinating aspect of this approach is that the content being shown to that student can change dynamically so that at the start of the year it’s more about explanations, while towards the end of the year it might be more about revision and mock texts. Each individual state in India decides on content and how to sequence it.
In most traditional education systems, there is only limited (if any) feedback of what content individual children are finding engaging. Now, with these QR codes and targeted, dynamic content, they do have remote sensing of data that enables the education system to understand patterns, content engagement levels, learning outcomes, mock exam outcomes and what content students are spending most time on. Are they focusing more on writing, mathematics, science etc?
They created technology as a digital infrastructure and they’ve called it ‘Sunbird’ — Shankar remarks that one can think of it as a kind of Linux equivalent for learning. Open infrastructure and free. Anyone who’s interested is welcome to have a look at it and embrace this platform if they wish, irrespective of where in the world they might be.
It wasn’t straightforward to be allowed to operate in around 28 states in India and to reach the 200 million children they had originally envisioned. But, with a clear focus on their original scale target and by not being precious about their brand, they have succeeded and are impacting millions of children. They decided that the EkStep brand should never be in the picture, they collaborated with many others and they made their solution open source, free, and available to anyone who wishes to use it.
A question that often comes up pertains to the reality that many children simply don’t have mobile phones or smartphones that can access QR codes. Indeed, that is a limitation Shankar recognises. He mentions that half of children in urban India may not have access to mobile phones, and that number increases even further in rural India. However, he points out that every teacher has a device. So, if the teacher accesses the content they can teach better and enhance the traditional chalkboard they have in the classroom.
Moreover, as a result of COVID-19 schools are closed. So the government is coming out with TV programmes that also have QR codes that are connected to textbooks. They’re connecting the physical to the digital, trying out innovative ideas and aiming to ensure that no child should suffer for lack of access to technology.
Shankar’s key takeaway: When you’re thinking about making a social impact, think big. Don’t constrain yourself by the limited resources you have, because whether you think big or think small, the amount of thinking is the same. When you’re thinking big, don’t worry about not having a perfect plan, or about limited resources or worry about failing. Shankar has seen great things happen when you set a goal that is way above your means to achieve but it’s so inspiring that you start to attract people around you who are equally inspired and who help you achieve your goal. With that in mind, if you let go of the need to control the journey, be prepared for a fun ride. And, miraculous things will happen. Even if you don’t achieve your goal, you will end at a place that is far better than what you would have had if you had thought small and only achieved that.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe to this podcast on your favourite app and share widely with others -- thank you!
Infosys Chairman and Co-founder, Nandan Nilekani, and Rohini Nilekani, are the other two Co-founders of the EkStep Foundation. Both Nandan and Rohini are signatories of The Giving Pledge — a commitment made by billionaires to giving the majority of their wealth to philanthropy.
Infosys is one of the world’s largest IT firms and Nandan Nilekani’s involvement places the EkStep Foundation in a strong position to leverage technology in pursuit of education — the UN’s Sustainable Development Goal 4 (SDG4).
The EkStep Foundation was set up in 2015. The idea was to think big: they aimed for a big goal to reach 200 million children in India and improve their access to learning opportunities and help them achieve improved learning outcomes.
At EkStep, they have a sense of urgency and believe that social good can be done at the scale of the entire population. Time is of the essence since every single year there are 20 million children in India who enter and exit the education system. Therefore, every year wasted is tremendously costly. In addition to speed and scale, the third key consideration is ensuing their work is sustainable.
Organisationally speaking, the EkStep Foundation is relatively small and only has approximately 40 members of staff — considering they’re reaching more than 200 million children, this is quite a good ratio.
Shankar sheds light on the technology and methods they’re embracing to improve education for millions of children. One of the challenges is ensuring their approach is compatible with the sheer scale and diversity of India, with 25+ formal administrative languages and hundreds of dialects.
The technology should also help the existing ecosystem of actors since at EkStep they’re not interested in becoming yet another player in this field but, rather, they wish to facilities and improve the capacity of what’s already in place. The technology should fit in with the existing constraints and habits of the chidden, the schools and the education systems in place.
At EkStep, they thought long and hard about the possible ways in which they could help and ultimately ended up focusing on the humble textbooks that are delivered to millions of households annually.
In India, a billion textbooks are printed and distributed to children across the country entirely for free every year. A child may lack many things but a textbook is unlikely to be one of them.
Instead of thinking of the textbook as an outdated technology, they looked at imbedding QR codes so that when you access these QR codes you get content that’s relevant to the chapter and book you’re studying from. It’s a gateway to content that is interactive, trusted and relevant to the learner. It is a simple but effective approach.
QR codes tend to be present within each chapter; perhaps 10 to 15 QR codes per book, on average.
Shankar provides examples: For instance, a 2nd grade student follows the sequencing of chapters in her textbook and the QR code in each chapter provides free content that is created and curated by her school authority — so it’s trusted.
In a chapter about fractions, for instance, the content could show a video of a cake sliced into 5 pieces, so as to show the concept of fractions. This, in turn, could be followed by questions or a practice test, which then helps you know whether the content has been understood well.
One could say the QR code is somewhat equivalent to a GPS system within the textbook. It’s like that 2nd grade student is telling the system, here I am right now, I am looking at fractions and, yes, I am understanding this content well.
A fascinating aspect of this approach is that the content being shown to that student can change dynamically so that at the start of the year it’s more about explanations, while towards the end of the year it might be more about revision and mock texts. Each individual state in India decides on content and how to sequence it.
In most traditional education systems, there is only limited (if any) feedback of what content individual children are finding engaging. Now, with these QR codes and targeted, dynamic content, they do have remote sensing of data that enables the education system to understand patterns, content engagement levels, learning outcomes, mock exam outcomes and what content students are spending most time on. Are they focusing more on writing, mathematics, science etc?
They created technology as a digital infrastructure and they’ve called it ‘Sunbird’ — Shankar remarks that one can think of it as a kind of Linux equivalent for learning. Open infrastructure and free. Anyone who’s interested is welcome to have a look at it and embrace this platform if they wish, irrespective of where in the world they might be.
It wasn’t straightforward to be allowed to operate in around 28 states in India and to reach the 200 million children they had originally envisioned. But, with a clear focus on their original scale target and by not being precious about their brand, they have succeeded and are impacting millions of children. They decided that the EkStep brand should never be in the picture, they collaborated with many others and they made their solution open source, free, and available to anyone who wishes to use it.
A question that often comes up pertains to the reality that many children simply don’t have mobile phones or smartphones that can access QR codes. Indeed, that is a limitation Shankar recognises. He mentions that half of children in urban India may not have access to mobile phones, and that number increases even further in rural India. However, he points out that every teacher has a device. So, if the teacher accesses the content they can teach better and enhance the traditional chalkboard they have in the classroom.
Moreover, as a result of COVID-19 schools are closed. So the government is coming out with TV programmes that also have QR codes that are connected to textbooks. They’re connecting the physical to the digital, trying out innovative ideas and aiming to ensure that no child should suffer for lack of access to technology.
Shankar’s key takeaway: When you’re thinking about making a social impact, think big. Don’t constrain yourself by the limited resources you have, because whether you think big or think small, the amount of thinking is the same. When you’re thinking big, don’t worry about not having a perfect plan, or about limited resources or worry about failing. Shankar has seen great things happen when you set a goal that is way above your means to achieve but it’s so inspiring that you start to attract people around you who are equally inspired and who help you achieve your goal. With that in mind, if you let go of the need to control the journey, be prepared for a fun ride. And, miraculous things will happen. Even if you don’t achieve your goal, you will end at a place that is far better than what you would have had if you had thought small and only achieved that.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe to this podcast on your favourite app and share widely with others -- thank you!
A New Year's special episode featuring key takeaways from some of the fascinating guests who joined us on The Do One Better! Podcast during 2020, including:
• Fran Perrin - Chair of 360Giving
• Sir David King - Former UK Government's permanent Special Representative for Climate Change
• Per Heggenes - CEO of the IKEA Foundation
• John Goodwin - CEO of the LEGO Foundation
• Ben Davies - Executive Director of the Johnson & Johnson Foundation
• Tony Nader - CEO of Transcendental Meditation organisations
• Craig Silverstein & Mary Obelnicki - Co-founders of Echidna Giving and signatories of the Giving Pledge. Craig was Google's first-ever employee
• Tariq Al Gurg - CEO of Dubai Cares
• Sandro Giuliani - Board Trustee of the Roger Federer Foundation
• Brian Gallagher - President & CEO of United Way Worldwide
• Howard Taylor - Executive Director of the Global Partnership to End Violence Against Children
• Anurag Banerjee - Co-Founder of Quilt.AI
• Matt Reed and Tinni Sawhney - CEOs of Aga Khan Foundation in UK and India
• Jeffrey Abramson - Co-founder of the Rona and Jeffrey Abramson Foundation
• Edwin Macharia - Global Managing Partner of Dalberg Advisors
• Mabel van Oranje - Founder of Girls Not Brides
Visit The Do One Better! Podcast website to listen to the full episodes with the above guests and nearly 100 episodes with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Thank you for making The Do One Better! Podcast such a success in 2020. Happy New Year!
A New Year's special episode featuring key takeaways from some of the fascinating guests who joined us on The Do One Better! Podcast during 2020, including:
• Fran Perrin - Chair of 360Giving
• Sir David King - Former UK Government's permanent Special Representative for Climate Change
• Per Heggenes - CEO of the IKEA Foundation
• John Goodwin - CEO of the LEGO Foundation
• Ben Davies - Executive Director of the Johnson & Johnson Foundation
• Tony Nader - CEO of Transcendental Meditation organisations
• Craig Silverstein & Mary Obelnicki - Co-founders of Echidna Giving and signatories of the Giving Pledge. Craig was Google's first-ever employee
• Tariq Al Gurg - CEO of Dubai Cares
• Sandro Giuliani - Board Trustee of the Roger Federer Foundation
• Brian Gallagher - President & CEO of United Way Worldwide
• Howard Taylor - Executive Director of the Global Partnership to End Violence Against Children
• Anurag Banerjee - Co-Founder of Quilt.AI
• Matt Reed and Tinni Sawhney - CEOs of Aga Khan Foundation in UK and India
• Jeffrey Abramson - Co-founder of the Rona and Jeffrey Abramson Foundation
• Edwin Macharia - Global Managing Partner of Dalberg Advisors
• Mabel van Oranje - Founder of Girls Not Brides
Visit The Do One Better! Podcast website to listen to the full episodes with the above guests and nearly 100 episodes with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
Thank you for making The Do One Better! Podcast such a success in 2020. Happy New Year!
The Centre for Strategic Philanthropy was founded by Badr Jafar and is based at Judge Business School at the University of Cambridge. It was launched in June 2020 and is focused on emerging markets, with particular concern for the Middle East, Africa and Southeast Asia. Its geographic focus is something that sets the Centre apart from other academic outfits in the field of philanthropy.
They have three core pillars of activity: (1) they are a research centre, (2) will provide executive education commencing in early 2021, and (3) are a convening platform bringing together diverse voices, especially from the Global South.
Clare provides insight into philanthropy in emerging markets and delves into some of the findings from their recently-published report Philanthropy and COVID-19: Is the North-South Power Balance Finally Shifting?
There is tremendous growth of philanthropy in the Global South and Clare explains how young philanthropists are increasingly moving away from establishing a straight forward foundation and, instead, are starting to consider alternative routes to doing good, such as creating an impact fund or starting a social enterprise.
The Centre wants to help new, up-and-coming philanthropists to deliver more impact at scale, and to do so collaboratively. They convene, attract new voices from diverse countries and encourage collaboration.
Part of the rationale for Badr Jafar’s founding of the Centre for Strategic Philanthropy was the lack of existing research into philanthropy in the Global South. When asked what success for the next 10 years looks like, Clare replies that she’d like to see the Centre fill research gaps as much as possible, develop a better understanding of the landscape and have more robust data. Moreover, there is also a need to determine and showcase what best practice looks like.
Clare’s key takeaway: It’s about insuring that good intentions translate into impact. We really need to look at the evidence around what works and what doesn’t work. She cautions that before rushing in to create a programme or an intervention, one should really try to look at who’s already working in the space in question and aim to collaborate if possible. Yes, bring your passion, but be aware that intentions need to be matched by evidence.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely with others -- thank you!
The Centre for Strategic Philanthropy was founded by Badr Jafar and is based at Judge Business School at the University of Cambridge. It was launched in June 2020 and is focused on emerging markets, with particular concern for the Middle East, Africa and Southeast Asia. Its geographic focus is something that sets the Centre apart from other academic outfits in the field of philanthropy.
They have three core pillars of activity: (1) they are a research centre, (2) will provide executive education commencing in early 2021, and (3) are a convening platform bringing together diverse voices, especially from the Global South.
Clare provides insight into philanthropy in emerging markets and delves into some of the findings from their recently-published report Philanthropy and COVID-19: Is the North-South Power Balance Finally Shifting?
There is tremendous growth of philanthropy in the Global South and Clare explains how young philanthropists are increasingly moving away from establishing a straight forward foundation and, instead, are starting to consider alternative routes to doing good, such as creating an impact fund or starting a social enterprise.
The Centre wants to help new, up-and-coming philanthropists to deliver more impact at scale, and to do so collaboratively. They convene, attract new voices from diverse countries and encourage collaboration.
Part of the rationale for Badr Jafar’s founding of the Centre for Strategic Philanthropy was the lack of existing research into philanthropy in the Global South. When asked what success for the next 10 years looks like, Clare replies that she’d like to see the Centre fill research gaps as much as possible, develop a better understanding of the landscape and have more robust data. Moreover, there is also a need to determine and showcase what best practice looks like.
Clare’s key takeaway: It’s about insuring that good intentions translate into impact. We really need to look at the evidence around what works and what doesn’t work. She cautions that before rushing in to create a programme or an intervention, one should really try to look at who’s already working in the space in question and aim to collaborate if possible. Yes, bring your passion, but be aware that intentions need to be matched by evidence.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely with others -- thank you!
The FrameWorks Institute has been around for 20 years and they currently have a staff of around 25 professionals, comprised largely of PhD-level social scientists. Nat describes the team as a motley crew of disenchanted academics. Interestingly, they really don’t have folks in the team who come from a communications background, which is a bit ironic considering they focus on communications.
Nat describes FrameWorks as a non-profit, communications, social science research think tank. They are mission-driven to use social science research to support the communications capacity of the non-profit sector.
They do this by focusing on three areas:
1) they study, and are interested in, how people think about complicated social and scientific issues — it’s not about what people say or how they answer polling questions but, rather, it’s about how people use common cultural ways of understanding to make meaning of complicated social issues;
2) they look at ‘framing’ and explore how presenting information in different ways influences how people think, feel and are willing to act — this is the science of framing; and
3) they take results from this research and partner with organisations that are active in key sectors and they use these findings to improve these organisations’ communications.
There’s an overarching observation Nat makes clear early on: don’t assume that you are your audience. Nat notes that it is extremely common for people who are communicating about specific issues to make the erroneous assumption that they are their audiences.
Data and evidence don’t necessarily make for effective communications. Nat asks, how many times have we seen presentations that start with data, have another piece of data, then include some charts and graphs about data, and then conclude with yet more data.
We assume that this data layering speaks to our audience the way it does to us. But this is by no means the case. Different people may need different elements in order to be convinced. Always keep in mind that you are not your audience. One needs to draw a distinction between data and various other aspects that activate common, widely-shared values.
We also have a tendency to think of misperception as being analogous to people being wrong, or incorrect or simply unable to understand. This is dangerous. It’s not necessarily that people are wrong but, oftentimes, that people simply have developed different ways of thinking about certain issues or understanding the world around them.
We hear how there’s a need to tweak the message to local cultures. The holy grail would be a single message that simply works all over the world — one size fits all. But in reality, while you may have a point you want to make to everyone in the world, how you make that specific point is going to have to be honed and made particular to given regions and countries, cultures and subcultures. You need to acknowledge the role that culture plays in how people think and process information.
Nat then sheds light on FrameWorks’ fascinating partnership with Harvard University’s Center on the Developing Child and its director, Prof Jack Shonkoff. This collaboration stretches back further than a decade.
We hear how FrameWorks helped the Center to translate complex research on early childhood development into highly effective messaging that helps a mass audience understand its meaning and helps increase awareness, change attitudes and drive forward positive behaviours.
We hear of the development of specific phrases, such as ‘brain architecture’, ‘toxic stress’, and ‘serve and return interaction’, that were created to help research findings from the field of early childhood development reach and impact a broad, international audience.
While these phrases seem fairly straightforward and sensible, Nat notes the work that went into developing these concepts took a great deal of effort and extensive development and testing; followed by extensive pushing and pulling between academics around how best to incorporate them. Nat expands on these key steps, providing rich insight into the nuts and bolts of this process.
Nat’s key takeaway: firstly, it’s important to realise that you are not your audience. As a mantra, if you can repeat that, you’ll fall into fewer traps and you’ll make better decisions as a communicator. And the second piece revolves around the role of ‘framing’ in the process of change-making. Keep in mind that what you know is important, but there’s the bit about how you say what you know — the significance of framing. Realise that it’s not just about ‘what’ you know, but it’s about ‘how’ you communicate it in order to have impact with your information.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
The FrameWorks Institute has been around for 20 years and they currently have a staff of around 25 professionals, comprised largely of PhD-level social scientists. Nat describes the team as a motley crew of disenchanted academics. Interestingly, they really don’t have folks in the team who come from a communications background, which is a bit ironic considering they focus on communications.
Nat describes FrameWorks as a non-profit, communications, social science research think tank. They are mission-driven to use social science research to support the communications capacity of the non-profit sector.
They do this by focusing on three areas:
1) they study, and are interested in, how people think about complicated social and scientific issues — it’s not about what people say or how they answer polling questions but, rather, it’s about how people use common cultural ways of understanding to make meaning of complicated social issues;
2) they look at ‘framing’ and explore how presenting information in different ways influences how people think, feel and are willing to act — this is the science of framing; and
3) they take results from this research and partner with organisations that are active in key sectors and they use these findings to improve these organisations’ communications.
There’s an overarching observation Nat makes clear early on: don’t assume that you are your audience. Nat notes that it is extremely common for people who are communicating about specific issues to make the erroneous assumption that they are their audiences.
Data and evidence don’t necessarily make for effective communications. Nat asks, how many times have we seen presentations that start with data, have another piece of data, then include some charts and graphs about data, and then conclude with yet more data.
We assume that this data layering speaks to our audience the way it does to us. But this is by no means the case. Different people may need different elements in order to be convinced. Always keep in mind that you are not your audience. One needs to draw a distinction between data and various other aspects that activate common, widely-shared values.
We also have a tendency to think of misperception as being analogous to people being wrong, or incorrect or simply unable to understand. This is dangerous. It’s not necessarily that people are wrong but, oftentimes, that people simply have developed different ways of thinking about certain issues or understanding the world around them.
We hear how there’s a need to tweak the message to local cultures. The holy grail would be a single message that simply works all over the world — one size fits all. But in reality, while you may have a point you want to make to everyone in the world, how you make that specific point is going to have to be honed and made particular to given regions and countries, cultures and subcultures. You need to acknowledge the role that culture plays in how people think and process information.
Nat then sheds light on FrameWorks’ fascinating partnership with Harvard University’s Center on the Developing Child and its director, Prof Jack Shonkoff. This collaboration stretches back further than a decade.
We hear how FrameWorks helped the Center to translate complex research on early childhood development into highly effective messaging that helps a mass audience understand its meaning and helps increase awareness, change attitudes and drive forward positive behaviours.
We hear of the development of specific phrases, such as ‘brain architecture’, ‘toxic stress’, and ‘serve and return interaction’, that were created to help research findings from the field of early childhood development reach and impact a broad, international audience.
While these phrases seem fairly straightforward and sensible, Nat notes the work that went into developing these concepts took a great deal of effort and extensive development and testing; followed by extensive pushing and pulling between academics around how best to incorporate them. Nat expands on these key steps, providing rich insight into the nuts and bolts of this process.
Nat’s key takeaway: firstly, it’s important to realise that you are not your audience. As a mantra, if you can repeat that, you’ll fall into fewer traps and you’ll make better decisions as a communicator. And the second piece revolves around the role of ‘framing’ in the process of change-making. Keep in mind that what you know is important, but there’s the bit about how you say what you know — the significance of framing. Realise that it’s not just about ‘what’ you know, but it’s about ‘how’ you communicate it in order to have impact with your information.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
In 2020, they are celebrating their 70th birthday. World Vision International operates in most countries across the world and is a $3 billion organisation focused on ending violence against children in all its forms and supporting children, particularly in some of the most challenging countries, such as the DRC and Syria.
While World Vision is a Christian organisation, they serve those of all faiths and of no faith at all. They’re structured globally by setting up separate legal entities in the countries where they operate (such as World Vision South Africa) — these entities all agree to work in partnership with all the other World Vision entities around the world. They also work with delivery partners in local settings. Many of World Vision’s in-country team leaders come up from local communities, as opposed to being expats placed there from overseas.
Andrew sheds light on World Vision International’s funding. Their primary funding is derived through their child sponsorship model. This is a model that aims to develop communities — not just the individual child but also the communities where that child lives.
Since they are a $3 billion organisation, they are fortunate in having adequate resources to withstand a shock such as that posed by COVID-19. Part of the reason why their funding streams are robust is the strong link between sponsors and the children and communities where these children live.
We also hear of Andrew’s career trajectory. He started off in the private sector and only later on in life moved into the non-profit world. He was always selling things from an early stage in his childhood and, then, also as a teenager. The idea of marketing was something he was passionate about. Then, at 30, he had a powerful coming to faith moment and felt a calling to become a Christian. His life turned around at that point. At the time he was working for Sky TV as sales and marketing director — he recalls how back then he was the youngest executive on their Management Board.
He stayed in the corporate world for 20 years, spending time at high profile organisations, such as Google and Motorola Mobility. In 2017, he was ordained as an Anglican Vicar in St Paul’s Cathedral. Now, alongside his work at World Vision International, on Sunday mornings Andrew serves at a London church called Holy Trinity Brompton. He loves combining the two.
We hear how transitioning from the corporate world to the non-profit world is not that straight forward. The remuneration is much different and in the non-profit world everything is about excellence at a minimum cost, while in the corporate world it is about excellence at an acceptable cost. In the non-profit world, funding decisions often impact whether a child goes hungry or not. Andrew advises the audience: if you feel pulled towards the non-profit world, then go ahead and give it a try.
One of the major programmes at World Vision is focused on ending violence against children. Andrew notes how lockdown and COVID-19 have meant that children are at home more, and they’re away from the protective environment of school and are often not given access to the adults who might protect them. So, the risk of violence against children is exacerbated.
When asked what success for the next 10 years looks like to him, Andrew answers that he’d love to see an end of extreme poverty in all its forms by 2030. He’s optimistic and explains that despite the backwards steps in economic indicators due to COVID-19, what we’ve also learned from this pandemic is that when people come together and have a common goal that we can achieve lots. He’d also like to see an end of violence against children in all its forms and have World Vision play its part in making that happen.
Andrew’s key takeaway: Think about how your life is having an impact on the world, and ask yourself what you want your legacy to be. Most of us want to have a legacy that makes the world better in some way, so think about how you can do that. Have the belief that you can make a difference.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely with others. Thank you!
In 2020, they are celebrating their 70th birthday. World Vision International operates in most countries across the world and is a $3 billion organisation focused on ending violence against children in all its forms and supporting children, particularly in some of the most challenging countries, such as the DRC and Syria.
While World Vision is a Christian organisation, they serve those of all faiths and of no faith at all. They’re structured globally by setting up separate legal entities in the countries where they operate (such as World Vision South Africa) — these entities all agree to work in partnership with all the other World Vision entities around the world. They also work with delivery partners in local settings. Many of World Vision’s in-country team leaders come up from local communities, as opposed to being expats placed there from overseas.
Andrew sheds light on World Vision International’s funding. Their primary funding is derived through their child sponsorship model. This is a model that aims to develop communities — not just the individual child but also the communities where that child lives.
Since they are a $3 billion organisation, they are fortunate in having adequate resources to withstand a shock such as that posed by COVID-19. Part of the reason why their funding streams are robust is the strong link between sponsors and the children and communities where these children live.
We also hear of Andrew’s career trajectory. He started off in the private sector and only later on in life moved into the non-profit world. He was always selling things from an early stage in his childhood and, then, also as a teenager. The idea of marketing was something he was passionate about. Then, at 30, he had a powerful coming to faith moment and felt a calling to become a Christian. His life turned around at that point. At the time he was working for Sky TV as sales and marketing director — he recalls how back then he was the youngest executive on their Management Board.
He stayed in the corporate world for 20 years, spending time at high profile organisations, such as Google and Motorola Mobility. In 2017, he was ordained as an Anglican Vicar in St Paul’s Cathedral. Now, alongside his work at World Vision International, on Sunday mornings Andrew serves at a London church called Holy Trinity Brompton. He loves combining the two.
We hear how transitioning from the corporate world to the non-profit world is not that straight forward. The remuneration is much different and in the non-profit world everything is about excellence at a minimum cost, while in the corporate world it is about excellence at an acceptable cost. In the non-profit world, funding decisions often impact whether a child goes hungry or not. Andrew advises the audience: if you feel pulled towards the non-profit world, then go ahead and give it a try.
One of the major programmes at World Vision is focused on ending violence against children. Andrew notes how lockdown and COVID-19 have meant that children are at home more, and they’re away from the protective environment of school and are often not given access to the adults who might protect them. So, the risk of violence against children is exacerbated.
When asked what success for the next 10 years looks like to him, Andrew answers that he’d love to see an end of extreme poverty in all its forms by 2030. He’s optimistic and explains that despite the backwards steps in economic indicators due to COVID-19, what we’ve also learned from this pandemic is that when people come together and have a common goal that we can achieve lots. He’d also like to see an end of violence against children in all its forms and have World Vision play its part in making that happen.
Andrew’s key takeaway: Think about how your life is having an impact on the world, and ask yourself what you want your legacy to be. Most of us want to have a legacy that makes the world better in some way, so think about how you can do that. Have the belief that you can make a difference.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely with others. Thank you!
Scouting prepress young people with skills for life. It has been around for 113 years and is active in 190 countries. There are 53 million scouts worldwide and 460,000 in the UK. Moreover, there are 160,000 adult volunteers in the UK and 60,000 young people who are waiting to join the Scouts.
In the UK, the Scouts are a federation of 8,000 Scout charities. The organisation has numerous income streams and areas of operations.
Matt sheds light on the dynamics of how the Scouts operates in the UK and we discuss how different parts of the organisation have been impacted by the coronavirus pandemic. He describes in detail the painful realisation over the late summer, 2020, that this pandemic wasn’t going to be going away quickly and, therefore, they needed a decisive plan.
Consequently, the team has been reduced from approximately 390 staff to around 260, and many property assets, including Baden-Powell House in central London, are being disposed.
This has been painful for the entire organisation and staff morale has clearly been affected. And, yet, there is a realisation of the importance of focusing on the Scouts’ mission and ensuring everything works towards achieving that.
Matt’s key takeaway for other leaders trying to weather the storm: The first thing is to go back to your mission. Ask yourself, is everything you’re doing furthering your mission? And, are you taking those difficult but courageous decisions that you need to take? Because, sometimes, to build the new you have to give up some of the past, and that’s difficult — and it’s emotionally difficult. We often don’t talk enough about the emotional drain on leaders. It’s about a mindset shift that says, OK, we’re going to build something new and therefore we’re going to take these difficult decisions. And then, ask how are you adapting your strategy in order to deliver that — in order to return to a time when you can be more optimistic about the future. You have to go to the depths of those difficult moments to come out on the other side.
Visit The Do One Better! Podcast website at Lidji.org for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely with others — thank you!
Scouting prepress young people with skills for life. It has been around for 113 years and is active in 190 countries. There are 53 million scouts worldwide and 460,000 in the UK. Moreover, there are 160,000 adult volunteers in the UK and 60,000 young people who are waiting to join the Scouts.
In the UK, the Scouts are a federation of 8,000 Scout charities. The organisation has numerous income streams and areas of operations.
Matt sheds light on the dynamics of how the Scouts operates in the UK and we discuss how different parts of the organisation have been impacted by the coronavirus pandemic. He describes in detail the painful realisation over the late summer, 2020, that this pandemic wasn’t going to be going away quickly and, therefore, they needed a decisive plan.
Consequently, the team has been reduced from approximately 390 staff to around 260, and many property assets, including Baden-Powell House in central London, are being disposed.
This has been painful for the entire organisation and staff morale has clearly been affected. And, yet, there is a realisation of the importance of focusing on the Scouts’ mission and ensuring everything works towards achieving that.
Matt’s key takeaway for other leaders trying to weather the storm: The first thing is to go back to your mission. Ask yourself, is everything you’re doing furthering your mission? And, are you taking those difficult but courageous decisions that you need to take? Because, sometimes, to build the new you have to give up some of the past, and that’s difficult — and it’s emotionally difficult. We often don’t talk enough about the emotional drain on leaders. It’s about a mindset shift that says, OK, we’re going to build something new and therefore we’re going to take these difficult decisions. And then, ask how are you adapting your strategy in order to deliver that — in order to return to a time when you can be more optimistic about the future. You have to go to the depths of those difficult moments to come out on the other side.
Visit The Do One Better! Podcast website at Lidji.org for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely with others — thank you!
UWS is an educational NGO, based in the UK, with an international approach and a presence in Cambodia, Myanmar and Nepal.
Through education, UWS transforms the lives of some of the poorest children in the world who would otherwise have no access to education. They work with local communities to build and nurture schools and, then, to transition these schools into the government system.
They have launched 226 schools and learning sites in Cambodia, Myanmar and Nepal. Each school typically serves 150 children.
UWS looks to build schools in places where there is a good fit. They identify regions where there are large populations of out of school children, which are remote, difficult to reach and are marginalised for various reasons.
They identify these communities by liaising with local government and by working closely with teams on the ground. Importantly, UWS engages with local ethnic minorities who have key insight on where needs are greatest.
Each school is different and has its own life journey. It may take a year or two to develop a school. Then, it’s about developing the enrolment and getting students in the habit of turning up — after all, these are often communities where the concept of attending school regularly is new. From there, it’s about maturing, whereby schools are brought up to a certain quality standard.
This whole process takes several years; possibly a cycle of between 5 and 10 years. Once the school in question is working very well, then UWS looks to transition it into the local education authority — thereafter providing very light touch support.
We hear how the actual workforce is key to success, and how the whole endeavour is much more than simply constructing a new school building. Local communities, teachers, education authorities — everyone is vital for success.
One of the hardest things UWS needs to do is figure out where they’re going to invest their finite resources. This means that if they find an education authority that is engaged and provides good political capital, there is an incentive to work with them repeatedly.
When looking to expand geographically, they consider (1) whether the level of need is there — ensuring they only go into places that have a clear need; (2) whether there is the potential for good partnerships, particularly with national and local governments, with good political capital where the government helps with the process; and (3) whether UWS can engage their supporters and donor-base to ensure there’s sufficient funding available.
Tim’s key takeaway: UWS uses this transition concept as an absolute guiding light for their overall strategy because it means they ultimately can deliver their mission and are leaving behind an empowered, well-run, robust project.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others — Thank you!
UWS is an educational NGO, based in the UK, with an international approach and a presence in Cambodia, Myanmar and Nepal.
Through education, UWS transforms the lives of some of the poorest children in the world who would otherwise have no access to education. They work with local communities to build and nurture schools and, then, to transition these schools into the government system.
They have launched 226 schools and learning sites in Cambodia, Myanmar and Nepal. Each school typically serves 150 children.
UWS looks to build schools in places where there is a good fit. They identify regions where there are large populations of out of school children, which are remote, difficult to reach and are marginalised for various reasons.
They identify these communities by liaising with local government and by working closely with teams on the ground. Importantly, UWS engages with local ethnic minorities who have key insight on where needs are greatest.
Each school is different and has its own life journey. It may take a year or two to develop a school. Then, it’s about developing the enrolment and getting students in the habit of turning up — after all, these are often communities where the concept of attending school regularly is new. From there, it’s about maturing, whereby schools are brought up to a certain quality standard.
This whole process takes several years; possibly a cycle of between 5 and 10 years. Once the school in question is working very well, then UWS looks to transition it into the local education authority — thereafter providing very light touch support.
We hear how the actual workforce is key to success, and how the whole endeavour is much more than simply constructing a new school building. Local communities, teachers, education authorities — everyone is vital for success.
One of the hardest things UWS needs to do is figure out where they’re going to invest their finite resources. This means that if they find an education authority that is engaged and provides good political capital, there is an incentive to work with them repeatedly.
When looking to expand geographically, they consider (1) whether the level of need is there — ensuring they only go into places that have a clear need; (2) whether there is the potential for good partnerships, particularly with national and local governments, with good political capital where the government helps with the process; and (3) whether UWS can engage their supporters and donor-base to ensure there’s sufficient funding available.
Tim’s key takeaway: UWS uses this transition concept as an absolute guiding light for their overall strategy because it means they ultimately can deliver their mission and are leaving behind an empowered, well-run, robust project.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others — Thank you!
We discuss Rotary International’s charitable work in local and global settings. They are the largest service club organisation in the world and operate in more than 200 countries. While clubs are independent they all follow core values.
Holger is looking to increase the number of female members who join Rotary International as well as the number of young professionals. Diversity is vital and much progress has been achieved on this front in recent years.
Rotary International supports a wide range of charitable activities. Holger specifically references polio eradication, a successful initiative they started decades ago in the Philippines, which has led them to collaborate with key global partners, such as WHO, UNICEF and the Bill & Melinda Gates Foundation.
Holger also talks about Rotary International’s support of peace initiatives and notes they’re currently partnering with seven universities in the world to run peace projects; where people are conducting masters studies in peace to drive this field forward globally.
Rotary International is both local and global. They support local service projects as well as international projects focused on water, and on maternal and children’s health in Africa and India, for example. Since Rotary clubs are everywhere, they can interact internationally for charitable work unlike many other organisations.
Rotary International is a very flat organisation and has been around for 115 years. There’s just one president — interestingly, Holger’s term is just one year in duration — and there are 17 directors, and then 530 district governors around the world.
Holger’s key takeaway: Rotary is probably different than you thought. It’s a different organisation than it was 100 years ago. It’s not an old man’s organisation that is about going to lunch. Rotary is a vibrant organisation with many different clubs that fit your needs. Rotary clubs are looking to make lasting, positive change in the community, in the world, and within ourselves.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others -- thank you!
We discuss Rotary International’s charitable work in local and global settings. They are the largest service club organisation in the world and operate in more than 200 countries. While clubs are independent they all follow core values.
Holger is looking to increase the number of female members who join Rotary International as well as the number of young professionals. Diversity is vital and much progress has been achieved on this front in recent years.
Rotary International supports a wide range of charitable activities. Holger specifically references polio eradication, a successful initiative they started decades ago in the Philippines, which has led them to collaborate with key global partners, such as WHO, UNICEF and the Bill & Melinda Gates Foundation.
Holger also talks about Rotary International’s support of peace initiatives and notes they’re currently partnering with seven universities in the world to run peace projects; where people are conducting masters studies in peace to drive this field forward globally.
Rotary International is both local and global. They support local service projects as well as international projects focused on water, and on maternal and children’s health in Africa and India, for example. Since Rotary clubs are everywhere, they can interact internationally for charitable work unlike many other organisations.
Rotary International is a very flat organisation and has been around for 115 years. There’s just one president — interestingly, Holger’s term is just one year in duration — and there are 17 directors, and then 530 district governors around the world.
Holger’s key takeaway: Rotary is probably different than you thought. It’s a different organisation than it was 100 years ago. It’s not an old man’s organisation that is about going to lunch. Rotary is a vibrant organisation with many different clubs that fit your needs. Rotary clubs are looking to make lasting, positive change in the community, in the world, and within ourselves.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others -- thank you!
This conversation provides great insight into a public / private partnership with a strong philanthropic underpinning that simultaneously drives forward human development and wildlife conservation at scale — within a challenging context that in recent years has included conflict, local fighting, a commodities crash, a currency devaluation and a massive cyclone.
A focus on forestry, ecotourism and agribusiness has resulted in robust social enterprise activities that incorporate local communities while helping tackle climate change.
There are 200,000 people around Gorongosa National Park and 80% of them are subsistence farmers living on under $2 a day. They are vulnerable to malnutrition, poor education and other challenges.
Creating small businesses, helping with skills and fostering greater access to finance helps establish the ‘enabling’ conditions that transform livelihoods for the long term.
Matt’s key takeaway: Be part of something that creates a world where people and planet thrive together!
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
This conversation provides great insight into a public / private partnership with a strong philanthropic underpinning that simultaneously drives forward human development and wildlife conservation at scale — within a challenging context that in recent years has included conflict, local fighting, a commodities crash, a currency devaluation and a massive cyclone.
A focus on forestry, ecotourism and agribusiness has resulted in robust social enterprise activities that incorporate local communities while helping tackle climate change.
There are 200,000 people around Gorongosa National Park and 80% of them are subsistence farmers living on under $2 a day. They are vulnerable to malnutrition, poor education and other challenges.
Creating small businesses, helping with skills and fostering greater access to finance helps establish the ‘enabling’ conditions that transform livelihoods for the long term.
Matt’s key takeaway: Be part of something that creates a world where people and planet thrive together!
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others — thank you!
A fascinating and thought-provoking conversation for anyone who's looking to understand attitudes and drive behaviour change at scale for the betterment of society.
What drives misogynistic attitudes? How do you know whether your philanthropic intervention is making a difference? Can AI and big data help improve girls' education and expected career outcomes? What about privacy considerations when analysing mass behaviour online? We discuss these questions and many more.
Quilt.AI is a mission-first technology company, seeking to increase empathy in the world. Using the Internet as a source of knowledge, inspiration and communication, Quilt.AI works on issues including climate change, gender equity and health across the world. Their work has focused on a range of thematic areas across the UN Sustainable Development Goals (SDGs).
The firm’s clients include some of the world’s most recognised for-profit and non-profit organisations. They’re headquartered in Singapore with a presence in New York, London, Zurich and New Delhi.
An insightful conversation that's perfectly aligned with today's global development needs and technological advances.
Anurag’s key takeaway: The Internet is still in its infancy. We think of it as something that’s been here forever but it’s still relatively new. The next version of the Internet, the way information is indexed, the way we experience it, these things are all still to come. These are fascinating times.
Editor's Note: This interview was conducted in August 2020. In October 2020, Quilt.AI became a corporate sponsor of The Do One Better! Podcast. The original interview was conducted well before there had been any conversations around sponsorship. Anurag Banerjee was invited as a guest on The Do One Better! Podcast purely on the merits of his work.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others – thank you!
A fascinating and thought-provoking conversation for anyone who's looking to understand attitudes and drive behaviour change at scale for the betterment of society.
What drives misogynistic attitudes? How do you know whether your philanthropic intervention is making a difference? Can AI and big data help improve girls' education and expected career outcomes? What about privacy considerations when analysing mass behaviour online? We discuss these questions and many more.
Quilt.AI is a mission-first technology company, seeking to increase empathy in the world. Using the Internet as a source of knowledge, inspiration and communication, Quilt.AI works on issues including climate change, gender equity and health across the world. Their work has focused on a range of thematic areas across the UN Sustainable Development Goals (SDGs).
The firm’s clients include some of the world’s most recognised for-profit and non-profit organisations. They’re headquartered in Singapore with a presence in New York, London, Zurich and New Delhi.
An insightful conversation that's perfectly aligned with today's global development needs and technological advances.
Anurag’s key takeaway: The Internet is still in its infancy. We think of it as something that’s been here forever but it’s still relatively new. The next version of the Internet, the way information is indexed, the way we experience it, these things are all still to come. These are fascinating times.
Editor's Note: This interview was conducted in August 2020. In October 2020, Quilt.AI became a corporate sponsor of The Do One Better! Podcast. The original interview was conducted well before there had been any conversations around sponsorship. Anurag Banerjee was invited as a guest on The Do One Better! Podcast purely on the merits of his work.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others – thank you!
We hear how Afam’s father, and his dream to improve lives in Nigeria, was the inspiration that led to the creation of the Geanco Foundation – a charity based in Los Angeles. His father is originally from Nigeria and Geanco is very much a family story; they led with a dream and figured everything else from there.
Afam studied at Harvard and Stanford Law, yet his calling to serve guided him to the world of philanthropy and development work, and he co-founded the Geanco Foundation in 2007 right after completing his law degree.
He explains how declining numerous corporate law job offers in order to launch a foundation was not an easy choice – and indeed his mother certainly raised an eyebrow when she learned of this – but the decision simply felt right and Afam has never looked back.
Even though Afam had no experience in fundraising – an essential ingredient for any nascent charity – he was incredibly fortunate to get immediate financial backing from some of his classmates who organised a fundraiser for him early on and, also, from one of his professors who had done very well in the tech sector and had decided to support Afam and his work at Geanco for the first year.
The Harvard and Stanford networks played important roles and Afam advises listeners not to neglect the power and potential of your alumni networks. His base of support today has much to do with the thousands of emails he sent to Harvard alumni and Stanford alumni over the years.
Afam presents a sobering picture of the many challenges faced by the people of Nigeria today, from poor education and health, to gender inequality and the threat from terrorism. The Geanco Foundation tackles many of these challenges in its own way, by developing and driving highly targeted and meaningful interventions.
On healthcare, they organise medical and surgical missions in Nigeria, carrying out hip and knee replacements and various other types of operations. They also help improve outcomes in prenatal care by, among other things, helping to screen hundreds of women each month for anaemia and distributing ‘Mama Kits’ in rural parts of the country, which contain all the essentials one would need to deliver a baby safely in rural settings.
On education, they provide a variety of services and support, which range from delivering tablets to schoolchildren so they can read and study during lockdown, to helping build sports facilities and ensure schools have the right equipment.
Afam talks with great passion of the David Oyelowo Leadership Scholarship for Girls, which the Foundation launched with the invaluable support of David Oyelowo, a world-renowned actor who cares deeply about the work of the Geanco Foundation. David is just one of the many Hollywood celebrities who supports Geanco in a meaningful and substantive way – a partnership in the true sense.
The Scholarship supports girls – many of whom have been left orphaned by terrorism in the country – in a comprehensive and meaningful way by providing support ranging from school tuition, room and board, healthcare and even by having representatives of the Foundation attend parent teacher conferences.
The Scholarship started with just 3 girls in a single school in Abuja, the capital of Nigeria, and today serves 35 girls in 4 schools throughout the country. In the coming years, Afam would like to see this grow further.
He notes that while these numbers may seem modest, the ‘Leadership Scholarships’ are truly comprehensive, meaning it’s not simply a matter of writing a cheque. In the case this Scholarship, they literally help girls across pretty much every meaningful aspect of their lives.
There is no question that celebrity support has been invaluable to the Geanco Foundation. Afam notes that this support took time to secure and nurture, but with transparency, trust and real partnership it is proving extremely fruitful. These celebrity engagements are true partnerships that go well beyond the simple endorsement one might think of.
Interestingly, Oprah Winfrey was the first funder of the David Oyelowo Leadershp Scholarship for Girls, and celebrities such as Benedict Cumberbatch, Chiwetel Ejiofor ,Jimmy Kimmel and Charlize Theron have been invaluable in supporting the Foundation by making introductions, getting involved and being part of the Geanco family.
Afam’s key takeaway for listeners: He points us to his life’s mantra, which is simply to be kind to others and to serve. Our world is becoming angrier, sharper and more divisive. Just find ways to be kind and always ask yourself how can you serve in any given situation.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite app and follow us on LinkedIn. Thank you!
We hear how Afam’s father, and his dream to improve lives in Nigeria, was the inspiration that led to the creation of the Geanco Foundation – a charity based in Los Angeles. His father is originally from Nigeria and Geanco is very much a family story; they led with a dream and figured everything else from there.
Afam studied at Harvard and Stanford Law, yet his calling to serve guided him to the world of philanthropy and development work, and he co-founded the Geanco Foundation in 2007 right after completing his law degree.
He explains how declining numerous corporate law job offers in order to launch a foundation was not an easy choice – and indeed his mother certainly raised an eyebrow when she learned of this – but the decision simply felt right and Afam has never looked back.
Even though Afam had no experience in fundraising – an essential ingredient for any nascent charity – he was incredibly fortunate to get immediate financial backing from some of his classmates who organised a fundraiser for him early on and, also, from one of his professors who had done very well in the tech sector and had decided to support Afam and his work at Geanco for the first year.
The Harvard and Stanford networks played important roles and Afam advises listeners not to neglect the power and potential of your alumni networks. His base of support today has much to do with the thousands of emails he sent to Harvard alumni and Stanford alumni over the years.
Afam presents a sobering picture of the many challenges faced by the people of Nigeria today, from poor education and health, to gender inequality and the threat from terrorism. The Geanco Foundation tackles many of these challenges in its own way, by developing and driving highly targeted and meaningful interventions.
On healthcare, they organise medical and surgical missions in Nigeria, carrying out hip and knee replacements and various other types of operations. They also help improve outcomes in prenatal care by, among other things, helping to screen hundreds of women each month for anaemia and distributing ‘Mama Kits’ in rural parts of the country, which contain all the essentials one would need to deliver a baby safely in rural settings.
On education, they provide a variety of services and support, which range from delivering tablets to schoolchildren so they can read and study during lockdown, to helping build sports facilities and ensure schools have the right equipment.
Afam talks with great passion of the David Oyelowo Leadership Scholarship for Girls, which the Foundation launched with the invaluable support of David Oyelowo, a world-renowned actor who cares deeply about the work of the Geanco Foundation. David is just one of the many Hollywood celebrities who supports Geanco in a meaningful and substantive way – a partnership in the true sense.
The Scholarship supports girls – many of whom have been left orphaned by terrorism in the country – in a comprehensive and meaningful way by providing support ranging from school tuition, room and board, healthcare and even by having representatives of the Foundation attend parent teacher conferences.
The Scholarship started with just 3 girls in a single school in Abuja, the capital of Nigeria, and today serves 35 girls in 4 schools throughout the country. In the coming years, Afam would like to see this grow further.
He notes that while these numbers may seem modest, the ‘Leadership Scholarships’ are truly comprehensive, meaning it’s not simply a matter of writing a cheque. In the case this Scholarship, they literally help girls across pretty much every meaningful aspect of their lives.
There is no question that celebrity support has been invaluable to the Geanco Foundation. Afam notes that this support took time to secure and nurture, but with transparency, trust and real partnership it is proving extremely fruitful. These celebrity engagements are true partnerships that go well beyond the simple endorsement one might think of.
Interestingly, Oprah Winfrey was the first funder of the David Oyelowo Leadershp Scholarship for Girls, and celebrities such as Benedict Cumberbatch, Chiwetel Ejiofor ,Jimmy Kimmel and Charlize Theron have been invaluable in supporting the Foundation by making introductions, getting involved and being part of the Geanco family.
Afam’s key takeaway for listeners: He points us to his life’s mantra, which is simply to be kind to others and to serve. Our world is becoming angrier, sharper and more divisive. Just find ways to be kind and always ask yourself how can you serve in any given situation.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite app and follow us on LinkedIn. Thank you!
Ben Davies provides great insight into the work of the Johnson & Johnson Foundation, their support of frontline healthcare workers, their $250 million investment and their aim to reach 100 million people... and much more.
Highly consequential work, especially in light of the COVID-19 pandemic. This conversation sheds much light on corporate philanthropy and how the private sector plays a role in driving forward the UN Sustainable Development Goals (SDGs).
Visit The Do One Better! Podcast website for full episode notes, guest bios and useful links. Please click the subscribe button on your favourite podcast app and share widely with your family, friends and colleagues -- thank you!
Ben Davies provides great insight into the work of the Johnson & Johnson Foundation, their support of frontline healthcare workers, their $250 million investment and their aim to reach 100 million people... and much more.
Highly consequential work, especially in light of the COVID-19 pandemic. This conversation sheds much light on corporate philanthropy and how the private sector plays a role in driving forward the UN Sustainable Development Goals (SDGs).
Visit The Do One Better! Podcast website for full episode notes, guest bios and useful links. Please click the subscribe button on your favourite podcast app and share widely with your family, friends and colleagues -- thank you!
Danny Harvey has more than 20 years' experience in the humanitarian aid and development sector, working with a number of organisations, including Concern. She has lived and worked in a number of countries including Cambodia, East Timor, Uganda and Indonesia.
Visit The Do One Better! Podcast website for full episode notes, guest bios and useful links. Please click the subscribe button on your favourite podcast app and share widely -- thank you!
Danny Harvey has more than 20 years' experience in the humanitarian aid and development sector, working with a number of organisations, including Concern. She has lived and worked in a number of countries including Cambodia, East Timor, Uganda and Indonesia.
Visit The Do One Better! Podcast website for full episode notes, guest bios and useful links. Please click the subscribe button on your favourite podcast app and share widely -- thank you!
A fascinating discussion on the urgency of the climate crisis, including insight into some highly innovative technologies being pursued to capture carbon dioxide from the atmosphere and to refreeze the polar regions.
Sir David King was the UK Government's permanent Special Representative for Climate Change from September 2013 until March 2017 and was previously the Government’s Chief Scientific Advisor from 2000 to 2007, during which time he raised awareness of the need for governments to act on climate change and was instrumental in creating the Energy Technologies Institute.
He also served as the Founding Director of the Smith School of Enterprise and Environment at Oxford; was Head of the Department of Chemistry at Cambridge University 1993-2000 and Master of Downing College at Cambridge 1995 -2000.
For full episode notes visit The Do One Better! Podcast website. Please subscribe to the show on your favourite podcast app and share widely with others. Thank you!
A fascinating discussion on the urgency of the climate crisis, including insight into some highly innovative technologies being pursued to capture carbon dioxide from the atmosphere and to refreeze the polar regions.
Sir David King was the UK Government's permanent Special Representative for Climate Change from September 2013 until March 2017 and was previously the Government’s Chief Scientific Advisor from 2000 to 2007, during which time he raised awareness of the need for governments to act on climate change and was instrumental in creating the Energy Technologies Institute.
He also served as the Founding Director of the Smith School of Enterprise and Environment at Oxford; was Head of the Department of Chemistry at Cambridge University 1993-2000 and Master of Downing College at Cambridge 1995 -2000.
For full episode notes visit The Do One Better! Podcast website. Please subscribe to the show on your favourite podcast app and share widely with others. Thank you!
Vikas is a repeat guest on The Do One Better! Podcast. He first came on the show in 2019 when he was heading the Varkey Foundation – the organisation behind the one million dollar Global Teacher Prize.
He is an education policy expert and in this episode Vikas talks about the upcoming inaugural World Education Week, taking place 5th to 9th in October, virtually. The event is organised by T4 and Vikas is driving it forward.
Vikas notes how the biggest lever of change we have in education is the teacher, so they’ve decided to have the inaugural World Education Week commence on 5th October, which is World Teacher Day.
A key driver behind all this is the need to accelerate progress in achieving UN Sustainable Development Goal 4 (SDG4), which focuses on education. The exciting thing is that digital platforms, such as Zoom and Microsoft Teams, allow for new voices of folks to share experiences and share perspectives. It enhances debate and discussion.
Vikas explains that teachers trust teachers, and schools trust schools, so when a school leader speaks from their experience as to how they’ve done XYZ, the likelihood of other teachers in similar situations listening and taking note is much greater.
This is why they’re also organising a ‘Global Showcase’ during World Education Week, where they have 100 schools from around the world that are going to demonstrate an area of expertise to others.
There are 5 areas they’re asking schools to consider: (1) the use of technology, (2) employability, entrepreneurship and the development of life skills, (3) deepening family and community engagement, (4) the science of learning and the science of teaching and (5) wellbeing.
The power of World Education Week is in its targeted approach. Vikas prompts listeners to keep in mind that events are a tool in one’s efforts to promote or take part in some sort of advocacy effort. In the case of World Education Week, it’s an important initiative to drive the conversation as to what is possible with regards to accelerating progress in SDG4, as opposed to merely having 100 events around the world on education.
Capturing of knowledge and making the conference freely available to people is important. By amplifying the teacher experience you really do change the discussion. It’s important to make sure teachers are included.
Vikas also underscores the need to increase the social status most societies grant teachers. COVID-19 has in some ways prompted parents to recognise exactly how much work teachers do every single day; something that came into sharp focus as parents had to deliver home schooling during lockdown.
To achieve SDG4 by 2030 (the target year of the UN Sustainable Goals) we need 69 million new teachers to be brought into the profession. Vikas remarks: How can you recruit so many teachers if we keep on treating teachers the way they’ve been treated thus far.
Vikas’ key takeaway: The parting thought is one that fills Vikas with hope and optimism, born out of seeing what happens in schools all around the world. There’s so much excellence in all parts of the world that by convening and bringing teachers and schools together we actually have for the first time, because of the use of digital communications platforms, the ability to influence schools in other parts of the world, and also in ours, to do a better job and to raise the standard of education, and that fills Vikas with a lot of hope.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others – thank you!
Vikas is a repeat guest on The Do One Better! Podcast. He first came on the show in 2019 when he was heading the Varkey Foundation – the organisation behind the one million dollar Global Teacher Prize.
He is an education policy expert and in this episode Vikas talks about the upcoming inaugural World Education Week, taking place 5th to 9th in October, virtually. The event is organised by T4 and Vikas is driving it forward.
Vikas notes how the biggest lever of change we have in education is the teacher, so they’ve decided to have the inaugural World Education Week commence on 5th October, which is World Teacher Day.
A key driver behind all this is the need to accelerate progress in achieving UN Sustainable Development Goal 4 (SDG4), which focuses on education. The exciting thing is that digital platforms, such as Zoom and Microsoft Teams, allow for new voices of folks to share experiences and share perspectives. It enhances debate and discussion.
Vikas explains that teachers trust teachers, and schools trust schools, so when a school leader speaks from their experience as to how they’ve done XYZ, the likelihood of other teachers in similar situations listening and taking note is much greater.
This is why they’re also organising a ‘Global Showcase’ during World Education Week, where they have 100 schools from around the world that are going to demonstrate an area of expertise to others.
There are 5 areas they’re asking schools to consider: (1) the use of technology, (2) employability, entrepreneurship and the development of life skills, (3) deepening family and community engagement, (4) the science of learning and the science of teaching and (5) wellbeing.
The power of World Education Week is in its targeted approach. Vikas prompts listeners to keep in mind that events are a tool in one’s efforts to promote or take part in some sort of advocacy effort. In the case of World Education Week, it’s an important initiative to drive the conversation as to what is possible with regards to accelerating progress in SDG4, as opposed to merely having 100 events around the world on education.
Capturing of knowledge and making the conference freely available to people is important. By amplifying the teacher experience you really do change the discussion. It’s important to make sure teachers are included.
Vikas also underscores the need to increase the social status most societies grant teachers. COVID-19 has in some ways prompted parents to recognise exactly how much work teachers do every single day; something that came into sharp focus as parents had to deliver home schooling during lockdown.
To achieve SDG4 by 2030 (the target year of the UN Sustainable Goals) we need 69 million new teachers to be brought into the profession. Vikas remarks: How can you recruit so many teachers if we keep on treating teachers the way they’ve been treated thus far.
Vikas’ key takeaway: The parting thought is one that fills Vikas with hope and optimism, born out of seeing what happens in schools all around the world. There’s so much excellence in all parts of the world that by convening and bringing teachers and schools together we actually have for the first time, because of the use of digital communications platforms, the ability to influence schools in other parts of the world, and also in ours, to do a better job and to raise the standard of education, and that fills Vikas with a lot of hope.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and share widely with others – thank you!
Sandro notes that the world is experiencing breakthrough scientific discoveries at unprecedented pace. He asks: if we can anticipate these emerging technologies, can we then unlock their potential to improve our world for the benefit of society?
GESDA was started by the Swiss government, who provided approximately 50% of the initial funding; this was matched by philanthropy. The organisation is now an independent foundation.
GESDA aims to bring in key multilateral stakeholders, mixing science and diplomacy, to anticipate what future technologies could look like. Information technology, quantum computing, bio-inspired computing, artificial intelligence, human augmentation, eco-regeneration – what will be the impact of these technologies for the future of humanity and our planet?
GESDA has reached out to the best researchers on these topics and has created an academic forum; essentially, they’re identifying some of the world’s best researchers who are in their labs developing the future right now, today.
Key questions at GESDA: 1) Who are we, what does it mean to be human; 2) How are we going to live together, what technologies can reduce inequality; 3) How can we ensure the wellbeing of humanity and a sustainable planet?
Sandro explains how he will be looking at creating an impact fund focused on enabling the development and testing of these technologies and solutions. He will be developing key alliances with the right partners in philanthropy, the corporate world and beyond.
Sandro’s key takeaway: Ask the question about anticipation and embrace it. What is science able to do in 5 to 10 years and how are we now anticipating solutions. Anticipatory thinking can be quite transformative. He invites everyone to ask what can an anticipatory approach bring to the work one is doing.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and please share widely – Thank you!
Sandro notes that the world is experiencing breakthrough scientific discoveries at unprecedented pace. He asks: if we can anticipate these emerging technologies, can we then unlock their potential to improve our world for the benefit of society?
GESDA was started by the Swiss government, who provided approximately 50% of the initial funding; this was matched by philanthropy. The organisation is now an independent foundation.
GESDA aims to bring in key multilateral stakeholders, mixing science and diplomacy, to anticipate what future technologies could look like. Information technology, quantum computing, bio-inspired computing, artificial intelligence, human augmentation, eco-regeneration – what will be the impact of these technologies for the future of humanity and our planet?
GESDA has reached out to the best researchers on these topics and has created an academic forum; essentially, they’re identifying some of the world’s best researchers who are in their labs developing the future right now, today.
Key questions at GESDA: 1) Who are we, what does it mean to be human; 2) How are we going to live together, what technologies can reduce inequality; 3) How can we ensure the wellbeing of humanity and a sustainable planet?
Sandro explains how he will be looking at creating an impact fund focused on enabling the development and testing of these technologies and solutions. He will be developing key alliances with the right partners in philanthropy, the corporate world and beyond.
Sandro’s key takeaway: Ask the question about anticipation and embrace it. What is science able to do in 5 to 10 years and how are we now anticipating solutions. Anticipatory thinking can be quite transformative. He invites everyone to ask what can an anticipatory approach bring to the work one is doing.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button on your favourite podcast app and please share widely – Thank you!
Vodafone Group is one of the world’s leading telecoms and technology service providers – covering such things as connectivity, convergence and the internet of things. They also have strong expertise in mobile financial services and digital transformation in emerging markets. They mainly operate in Europe and Africa, with mobile operations in 24 countries.
Dorothée explains how the role of the sector in society is crucial. The nature of the products and services they’re involved with means they have the potential to leverage digitisation to enable the speed and scale needed to deliver the UN Sustainable Development Goals (SDGs).
At Vodafone, their drive is about connecting for a better future; it’s about building a digital society that leaves no one behind and protects the planet.
We explore what it takes to embed a sustainability mindset within the organisation. Dorothée notes that it’s very helpful that, at Vodafone, sustainability is a CEO-led agenda and it can be found throughout the whole organisation, including in functions such as Vodafone procurement, Vodafone business, brand and commercial.
Dorotheée’s key takeaway for those working in sustainability within a corporate environment is (1) Purpose: really finding that genuine articulation of why you exist as a company; and if that exercise hasn’t been done yet, try to make that exercise happen at the highest level; and (2) Pace: the window to avoid a climate catastrophe is closing. There’s a drive and energy and a passion to go very fast and go where we need to go. But sometimes this doesn’t work in a big organisation, and sometimes you need to take a step back and bring the organisation along.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely – thank you!
Vodafone Group is one of the world’s leading telecoms and technology service providers – covering such things as connectivity, convergence and the internet of things. They also have strong expertise in mobile financial services and digital transformation in emerging markets. They mainly operate in Europe and Africa, with mobile operations in 24 countries.
Dorothée explains how the role of the sector in society is crucial. The nature of the products and services they’re involved with means they have the potential to leverage digitisation to enable the speed and scale needed to deliver the UN Sustainable Development Goals (SDGs).
At Vodafone, their drive is about connecting for a better future; it’s about building a digital society that leaves no one behind and protects the planet.
We explore what it takes to embed a sustainability mindset within the organisation. Dorothée notes that it’s very helpful that, at Vodafone, sustainability is a CEO-led agenda and it can be found throughout the whole organisation, including in functions such as Vodafone procurement, Vodafone business, brand and commercial.
Dorotheée’s key takeaway for those working in sustainability within a corporate environment is (1) Purpose: really finding that genuine articulation of why you exist as a company; and if that exercise hasn’t been done yet, try to make that exercise happen at the highest level; and (2) Pace: the window to avoid a climate catastrophe is closing. There’s a drive and energy and a passion to go very fast and go where we need to go. But sometimes this doesn’t work in a big organisation, and sometimes you need to take a step back and bring the organisation along.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe on your favourite podcast app and share widely – thank you!
IKEA was founded in Sweden, in 1943, by Ingvar Kamprad, whose vision was to improve everyday life for the many. The IKEA Foundation is independent from the retail business with a sole focus on creating brighter lives on a liveable planet through philanthropy and grant-making
They work to create more family wealth; to enable families to afford a better life. When families have a sustainable income they will invest it in their children’s health and education. They also focus on protecting the planet and reducing greenhouse gas emissions because if nothing is done urgently there won’t be a planet for the children they’d like to help.
They support work around five themes: 1) Employment and entrepreneurship; 2) Regenerative Agriculture; 3) Climate Action; 4) Renewable Energy; and 5) Special Initiatives and Emergency Response.
Per delves into the huge challenges posed by COVID-19 and notes that for many of the people they help, the medical side of COVID-19 hasn’t been as much of an issue as have been the economic challenges presented by this pandemic; challenges in being unable to work and feed their families. Despite the challenges, this pandemic presents opportunities to accelerate development, to think outside the box and to take risks.
The IKEA Foundation has 130 partners and 185 active programmes around the world. Per explains how challenging it has been for the Foundation to engage with these 130 partners as the pandemic struck and many of them required additional funding and flexibility to survive.
Per also sheds light on the work being done by the Foundation to help refugees and invest resources towards building lives for refugees and helping them become self-reliant.
Working closely with IKEA business – they look at how refugees can get a start by having a 6-month internship with IKEA and then be able to apply for job at IKEA. This has the power to change a person’s starting point in their new environment.
Per gives insight into his personal career trajectory, coming originally from the private sector. He explains how he faced a steep learning curve coming into philanthropy from the private sector and faced scepticism from those who view business as something bad.
Encouragingly though, this sentiment has evolved a lot over the past decade and now NGOs and philanthropies see business and the private sector as an important player in trying to drive forward the big global agendas such as climate change.
Per’s key takeaway: We have very limited time left to preserve the planet and ensure the world lives within the planetary borders and does whatever it can to reduce greenhouse gases, because without that almost everything else becomes secondary.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please subscribe and share widely with others – thank you!
IKEA was founded in Sweden, in 1943, by Ingvar Kamprad, whose vision was to improve everyday life for the many. The IKEA Foundation is independent from the retail business with a sole focus on creating brighter lives on a liveable planet through philanthropy and grant-making
They work to create more family wealth; to enable families to afford a better life. When families have a sustainable income they will invest it in their children’s health and education. They also focus on protecting the planet and reducing greenhouse gas emissions because if nothing is done urgently there won’t be a planet for the children they’d like to help.
They support work around five themes: 1) Employment and entrepreneurship; 2) Regenerative Agriculture; 3) Climate Action; 4) Renewable Energy; and 5) Special Initiatives and Emergency Response.
Per delves into the huge challenges posed by COVID-19 and notes that for many of the people they help, the medical side of COVID-19 hasn’t been as much of an issue as have been the economic challenges presented by this pandemic; challenges in being unable to work and feed their families. Despite the challenges, this pandemic presents opportunities to accelerate development, to think outside the box and to take risks.
The IKEA Foundation has 130 partners and 185 active programmes around the world. Per explains how challenging it has been for the Foundation to engage with these 130 partners as the pandemic struck and many of them required additional funding and flexibility to survive.
Per also sheds light on the work being done by the Foundation to help refugees and invest resources towards building lives for refugees and helping them become self-reliant.
Working closely with IKEA business – they look at how refugees can get a start by having a 6-month internship with IKEA and then be able to apply for job at IKEA. This has the power to change a person’s starting point in their new environment.
Per gives insight into his personal career trajectory, coming originally from the private sector. He explains how he faced a steep learning curve coming into philanthropy from the private sector and faced scepticism from those who view business as something bad.
Encouragingly though, this sentiment has evolved a lot over the past decade and now NGOs and philanthropies see business and the private sector as an important player in trying to drive forward the big global agendas such as climate change.
Per’s key takeaway: We have very limited time left to preserve the planet and ensure the world lives within the planetary borders and does whatever it can to reduce greenhouse gases, because without that almost everything else becomes secondary.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please subscribe and share widely with others – thank you!
Cynthia will be hosting the 'National Prenatal-to-3 Research to Policy Summit' on 15th September 2020. A virtual event open to everyone which will feature Prof Jack Shonkoff of Harvard’s Center on the Developing Child, Gov DeWine of Ohio, Gov Lujan Grisham of New Mexico and various other experts and policymakers.
The Summit is presented by the Prenatal-to-3 Policy Impact Center at The University of Texas at Austin LBJ School of Public Affairs.
During the podcast, we hear how early childhood is a period of incredible importance. It is the time when brain development is happening most rapidly. Cynthia notes how children who are exposed to early adversity have higher rates of lung disease, heart disease, cancer and they engage in more risky behaviour – the earlier years really do shape the development of our brains and our body’s systems. In the USA, children who are exposed to extreme adversity early in life have a life expectancy that is 20 years shorter than children who are exposed to very limited adversity.
We also hear Cynthia’s insight on the most effective policies that states can implement now and how different states in the USA compare to each other.
Cynthia’s key takeaway: She wants folks to understand just how important these first three years are, and to understand that we can actually do something to make it so that kids get off to the healthy start they deserve. Policies do represent the choices and the priorities that we have, and if we prioritise the fact that children deserve this healthy start then we know some of the answers for how to make that happen.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others -- thank you.
Cynthia will be hosting the 'National Prenatal-to-3 Research to Policy Summit' on 15th September 2020. A virtual event open to everyone which will feature Prof Jack Shonkoff of Harvard’s Center on the Developing Child, Gov DeWine of Ohio, Gov Lujan Grisham of New Mexico and various other experts and policymakers.
The Summit is presented by the Prenatal-to-3 Policy Impact Center at The University of Texas at Austin LBJ School of Public Affairs.
During the podcast, we hear how early childhood is a period of incredible importance. It is the time when brain development is happening most rapidly. Cynthia notes how children who are exposed to early adversity have higher rates of lung disease, heart disease, cancer and they engage in more risky behaviour – the earlier years really do shape the development of our brains and our body’s systems. In the USA, children who are exposed to extreme adversity early in life have a life expectancy that is 20 years shorter than children who are exposed to very limited adversity.
We also hear Cynthia’s insight on the most effective policies that states can implement now and how different states in the USA compare to each other.
Cynthia’s key takeaway: She wants folks to understand just how important these first three years are, and to understand that we can actually do something to make it so that kids get off to the healthy start they deserve. Policies do represent the choices and the priorities that we have, and if we prioritise the fact that children deserve this healthy start then we know some of the answers for how to make that happen.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others -- thank you.
Jeffrey is a Washington DC-based philanthropist who’s been practising Transcendental Meditation (TM) for more than 40 years and he’s a Co-Founder of the Rona and Jeffrey Abramson Foundation.
He started thinking about improving the world when he was just 8 years old. He knew he wanted to end suffering and he wanted the solution to be one thing that could be given to people everywhere to change their circumstances, so they were the ones who lifted themselves up, and it needed to make them self-sufficient; not dependent on others.
Many years later, when Jeffrey was 20 years old, he learned TM and experienced the benefits from meditating. He realised that maybe TM was the one gift that could deeply effect and empower everyone.
A key goal of his philanthropy is to expand the research into TM and give people around the world access to their potential; to unleash their drive so they can impact their own lives and their own communities.
Jeffrey sheds light on his experience working with Maharishi Mahesh Yogi, who launched TM in the 1950s, which he describes as a defining moment in his life; an experience he thinks about often.
Among his various philanthropic activities, Jeffrey is the Chairman of the Board at Maharishi International University (MIU) – he’s been on the Board for 20 years. He’s very proud of this and he notes how MIU develops the whole person and includes TM as part of the curriculum.
A few years back, Jeffrey’s Foundation agreed to a multi-year pledge to the David Lynch Foundation – a foundation committed to ensuring that every child anywhere in the world who wants to learn to meditate is able to do so. Jeffrey sheds light on a specific community project in Washington DC called The Ark that brings TM to marginalised segments of the local community.
Jeffrey also explains how he aligns business with philanthropy and how TM is integral to his company’s success and operations.
Jeffrey’s key takeaway: He notes that solutions exist for the global issues we’ve discussed. They just need to be implemented by people who care. Change is possible and it always starts with one person. And, Jeffrey has found that for real systemic change to happen it must begin first within each of us. It’s important to reflect on where real sustainable passion comes from. It comes from the fullness of an ever-flowing free heart and soul. Every act counts. There’s always a domino effect to the people you touch with simple generosity and kindness. Do something that drives you, that fills your heart. It doesn’t need to be complicated. Plant a tree; meditate; donate; volunteer. It’s simple. Help put proven solutions to work; make a difference and trust in your goodness.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Click the subscribe button and share with others -- thank you!
Jeffrey is a Washington DC-based philanthropist who’s been practising Transcendental Meditation (TM) for more than 40 years and he’s a Co-Founder of the Rona and Jeffrey Abramson Foundation.
He started thinking about improving the world when he was just 8 years old. He knew he wanted to end suffering and he wanted the solution to be one thing that could be given to people everywhere to change their circumstances, so they were the ones who lifted themselves up, and it needed to make them self-sufficient; not dependent on others.
Many years later, when Jeffrey was 20 years old, he learned TM and experienced the benefits from meditating. He realised that maybe TM was the one gift that could deeply effect and empower everyone.
A key goal of his philanthropy is to expand the research into TM and give people around the world access to their potential; to unleash their drive so they can impact their own lives and their own communities.
Jeffrey sheds light on his experience working with Maharishi Mahesh Yogi, who launched TM in the 1950s, which he describes as a defining moment in his life; an experience he thinks about often.
Among his various philanthropic activities, Jeffrey is the Chairman of the Board at Maharishi International University (MIU) – he’s been on the Board for 20 years. He’s very proud of this and he notes how MIU develops the whole person and includes TM as part of the curriculum.
A few years back, Jeffrey’s Foundation agreed to a multi-year pledge to the David Lynch Foundation – a foundation committed to ensuring that every child anywhere in the world who wants to learn to meditate is able to do so. Jeffrey sheds light on a specific community project in Washington DC called The Ark that brings TM to marginalised segments of the local community.
Jeffrey also explains how he aligns business with philanthropy and how TM is integral to his company’s success and operations.
Jeffrey’s key takeaway: He notes that solutions exist for the global issues we’ve discussed. They just need to be implemented by people who care. Change is possible and it always starts with one person. And, Jeffrey has found that for real systemic change to happen it must begin first within each of us. It’s important to reflect on where real sustainable passion comes from. It comes from the fullness of an ever-flowing free heart and soul. Every act counts. There’s always a domino effect to the people you touch with simple generosity and kindness. Do something that drives you, that fills your heart. It doesn’t need to be complicated. Plant a tree; meditate; donate; volunteer. It’s simple. Help put proven solutions to work; make a difference and trust in your goodness.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Click the subscribe button and share with others -- thank you!
Practical Action is an innovative international development organisation; their Patron is Prince Charles, HRH The Prince of Wales, and they partner with diverse organisations including the Bill & Melinda Gates Foundation, the IKEA Foundation and DFID – the UK’s Department for International Development.
The organisation is comprised of various entities, which include a charity running projects internationally, a publishing company and a consulting company as well – together they work hard to find ingenious solutions, capture and share learnings, and to bring about big change.
Practical Action works in about 12 countries at any one time. In total they have 600 staff and partner with many organisations. Their operating budget for charitable actives is about £30m annually.
They’re a very practical organisation and focus on farming that works; energy that transforms people’s lives; helping to build resilience; and making urban centres safer places for people to live in – particularly looking at water sanitation.
The thrust of the conversation with Paul revolved around Practical Action’s work in Bangladesh (where they have a team of approximately 100 staff) as it pertains to water sanitation. Paul is a water and sanitation engineer – so he gets very excited about this topic. He’s not shy to say that in the case of their water sanitation project work in Bangladesh, essentially, “we’re talking about poo”.
They’ve been working with marginalised, urban communities in slum areas in towns and cities around Bangladesh and helping them to improve their living conditions. Again, in his candid manner, Paul notes that a particular problem is “the problem of shit”. Many people have access to a latrine, which people use as their toilet – but the challenge they found was that emptying the latrines was a huge problem.
Across the whole of Bangladesh, something along the lines of 80,000 tonnes of human waste is produced every day, and over 90% of it remains untreated. What happens often is that emptying these latrines becomes the task of informal waste workers, literally emptying pits by hand and disposing of the sludge in open watercourses. We’re talking about something that fills the equivalent of 30 Olympic swimming pools every day.
This poses a terrible health threat to people living in these areas. The total population of Bangladesh is around 160 million people; of which perhaps 40% are living under the poverty level. Safe sanitation is a matter for the whole population – not just those living in slums.
Practical Action focused on developing a market system for sludge, working across the board with diverse stakeholders, including micro finance outfits, government representatives and foundations.
They tried to answer the question of: How do you get these pits emptied in a safe and reliable way?
Practical Action’s solution turned this activity into a business, in a sustainable way – in partnership with a broad range of actors, developing a workforce and turning sludge into fertiliser.
They worked with municipalities to license operators; they developed an app so city dwellers could order this service and leave feedback for a job well done. In turn, service providers got decent pay - and so the market works.
Their work started approximately 10 years ago, when they were working with WaterAid. They could see that while latrine coverage in the country was going up, the problem of sludge was not actually being addressed. So, they started piloting urban-based sewage treatment systems and things have progressed very well since then.
Paul also sheds light on his career trajectory. He’s an engineer by background and at the start of his career was working in the construction industry in the UK. In his 20s he took a posting with VSO (Voluntary Service Overseas) to work in Sudan and he found this experience highly stimulating and full of purpose. He learned much and shifted from a traditional career path, from what he classifies as a construction engineer, in order to become a development engineer.
Paul’s key takeaway: It’s all about the team. If you have a motivated team that is ready and willing to work together for a common purpose, then you’re powerful!
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the subscribe button and share widely -- thank you!
Practical Action is an innovative international development organisation; their Patron is Prince Charles, HRH The Prince of Wales, and they partner with diverse organisations including the Bill & Melinda Gates Foundation, the IKEA Foundation and DFID – the UK’s Department for International Development.
The organisation is comprised of various entities, which include a charity running projects internationally, a publishing company and a consulting company as well – together they work hard to find ingenious solutions, capture and share learnings, and to bring about big change.
Practical Action works in about 12 countries at any one time. In total they have 600 staff and partner with many organisations. Their operating budget for charitable actives is about £30m annually.
They’re a very practical organisation and focus on farming that works; energy that transforms people’s lives; helping to build resilience; and making urban centres safer places for people to live in – particularly looking at water sanitation.
The thrust of the conversation with Paul revolved around Practical Action’s work in Bangladesh (where they have a team of approximately 100 staff) as it pertains to water sanitation. Paul is a water and sanitation engineer – so he gets very excited about this topic. He’s not shy to say that in the case of their water sanitation project work in Bangladesh, essentially, “we’re talking about poo”.
They’ve been working with marginalised, urban communities in slum areas in towns and cities around Bangladesh and helping them to improve their living conditions. Again, in his candid manner, Paul notes that a particular problem is “the problem of shit”. Many people have access to a latrine, which people use as their toilet – but the challenge they found was that emptying the latrines was a huge problem.
Across the whole of Bangladesh, something along the lines of 80,000 tonnes of human waste is produced every day, and over 90% of it remains untreated. What happens often is that emptying these latrines becomes the task of informal waste workers, literally emptying pits by hand and disposing of the sludge in open watercourses. We’re talking about something that fills the equivalent of 30 Olympic swimming pools every day.
This poses a terrible health threat to people living in these areas. The total population of Bangladesh is around 160 million people; of which perhaps 40% are living under the poverty level. Safe sanitation is a matter for the whole population – not just those living in slums.
Practical Action focused on developing a market system for sludge, working across the board with diverse stakeholders, including micro finance outfits, government representatives and foundations.
They tried to answer the question of: How do you get these pits emptied in a safe and reliable way?
Practical Action’s solution turned this activity into a business, in a sustainable way – in partnership with a broad range of actors, developing a workforce and turning sludge into fertiliser.
They worked with municipalities to license operators; they developed an app so city dwellers could order this service and leave feedback for a job well done. In turn, service providers got decent pay - and so the market works.
Their work started approximately 10 years ago, when they were working with WaterAid. They could see that while latrine coverage in the country was going up, the problem of sludge was not actually being addressed. So, they started piloting urban-based sewage treatment systems and things have progressed very well since then.
Paul also sheds light on his career trajectory. He’s an engineer by background and at the start of his career was working in the construction industry in the UK. In his 20s he took a posting with VSO (Voluntary Service Overseas) to work in Sudan and he found this experience highly stimulating and full of purpose. He learned much and shifted from a traditional career path, from what he classifies as a construction engineer, in order to become a development engineer.
Paul’s key takeaway: It’s all about the team. If you have a motivated team that is ready and willing to work together for a common purpose, then you’re powerful!
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the subscribe button and share widely -- thank you!
United Way is the world’s largest privately funded non-profit organisation. It is 133 years old, has 3 million volunteers, 8 million donors and operates across 40 countries – including the UK where they’ve had a presence since 2014. Last year it raised around $5 billion.
United Way Worldwide is a social franchise; it owns the brand and sets rules on financial reporting, governance, ethics and inclusivity across 1,800 communities globally. It also manages relations with the United Nations (UN), the World Economic Forum (WEF), corporates and governments.
Brian sheds light on his background. He formally joined United Way as a trainee back in 1981 and has thoroughly enjoyed the journey. A word of wisdom he likes to share with folks who are just starting out on their careers is simply ‘be prepared to say yes’ – we’re so wired to say no. So, just say yes.
Last year United Way generated around $5 billion in income, which is a remarkable sum. Brian notes the breakdown of this income is roughly split as follows: 15% from corporations (such as IBM, UPS, FedEx, Samsung and IKEA); 35%-40% from the employees of the 65,000 companies they work with (employees who tend to give via payroll); and the other 50% comes from individuals.
United Way has approximately 8 million donors. There are 600 donors who have given $1m+; 40 donors who have given $10m+; and approximately 25,000 donors who are regularly giving $10,000 annually. The average donor gives $300 per year. Brian notes that United Way is most effective when it reflects and looks like its community. And, in order for a community to succeed, everyone in that community needs to succeed.
When asked about what success looks like for the next 10 years, Brian responds that, for him, inequality is the biggest issue in the world today. In 10 years from today the world is going to have to be more equitable, more just and cleaner environmentally. This change will either happen through enlightened political, corporate, and non-profit leadership; or it’s going to happen through social unrest. He is optimistic about how things will shape up for the next 10 years, although he notes he’s less optimistic about the next 18 months.
On the issue of COVID-19 around the world: Brian observes that it’s the countries with strong public health systems (countries who look after the health of all their citizens) that are doing much better than places like the US. Likewise for countries where there’s a strong social contract, a commitment to the common good and where people care about each other – these are the countries that are coping better. For him, the pandemic is wildly instructive in terms of what success looks like in the next 10 years; there needs to be a focus on the common good.
There is a great deal of digital transformation and innovation taking place at United Way. Brian sheds much light on how the organisation has evolved; he provides insight into their traditional business model and how they’re now embracing digital technology to increase efficiency and transparency in their philanthropy.
United Way helps to take the resources in a community and to match these with people in need. The business model at United Way was to pool your money; United Way will then assess who are the best non-profits out there, and then they’ll give them that money and ensure they’re doing a good job, and then they’ll tell the donors about it.
However, Brian notes that digital technology is now eliminating the middleman in transactions. So, you don’t necessarily need to go through institutions any longer, you can do it individually. So, what United Way has been working towards is how to build this community exchange without individuals having to come to them as a vertical institution.
What United Way has done is build individual donor and volunteer digital profiles. They’re working with Salesforce – building first in workplaces and then beyond – on the ability to build your own profile (what do you care about philanthropically in terms of where you want to give; how you want to volunteer; what you want to advocate) and they’ve taken all of their work in education, income, health, migration etc and they’ve digitised it all. They have also taken all of their impact content and turned it into digital.
They’re putting their donors and volunteers together with this content on one platform so they can interact with each other without necessarily going through United Way.
Brian notes that if United Way is to go from 8 million donors to, say, 18 million donors, they’re going to have to give up some control as an institution and instead create an environment and a technology ecosystem that allows the donor and the volunteer to get directly to the service provider or even the person who needs help – so that United Way facilitates that process instead of managing it. Fundamentally, it’s about how can United Way help individuals connect directly to what they want to achieve philanthropically.
This digital platform they’ve created with Salesforce is called Philanthropy Cloud; it is now live in around 350 companies in the US and there are around 70,000 people using it.
As the users use Philanthropy Cloud, the tech gets smarter. The Salesforce AI (artificial intelligence) is in the tool itself. Brian has Philanthropy Cloud installed on his phone; it tracks things for him, it makes recommendations for him to read about certain philanthropic topics, it provides stories and information that are relevant to him.
The way Brian describes it is: why can’t the philanthropy on his phone be just like his Spotify account? Why can’t it watch him use the service and then make suggestions to him – so that’s what Philanthropy Cloud is about. That’s what it does.
Brian’s key takeaway for listeners: We need to connect with each other. We’re better together than we are apart; this applies to philanthropy. Let’s be generous; let’s share with each other. If we do this there’s nothing that will stop philanthropy generally, and therefore society. Brian is increasingly learning that there are so many things he doesn’t know. Appreciating this has allowed him to be freer, to think abut United Way’s work differently; to think about who they might partner with that they wouldn’t have partnered with before. It’s that old adage: if you hold the bird too tightly in your hand you kill it, and if you open up your hand it flies away; so you have to hold on to these things gently. United Way now finds its thinking to be much more open. For those of us in philanthropy – no matter what segment of philanthropy – you have to be open, you have to be willing to learn, you have to be a bit vulnerable and you have to trust more than we trust right now. We have to be open and generous and, if we are, good things will happen!
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
United Way is the world’s largest privately funded non-profit organisation. It is 133 years old, has 3 million volunteers, 8 million donors and operates across 40 countries – including the UK where they’ve had a presence since 2014. Last year it raised around $5 billion.
United Way Worldwide is a social franchise; it owns the brand and sets rules on financial reporting, governance, ethics and inclusivity across 1,800 communities globally. It also manages relations with the United Nations (UN), the World Economic Forum (WEF), corporates and governments.
Brian sheds light on his background. He formally joined United Way as a trainee back in 1981 and has thoroughly enjoyed the journey. A word of wisdom he likes to share with folks who are just starting out on their careers is simply ‘be prepared to say yes’ – we’re so wired to say no. So, just say yes.
Last year United Way generated around $5 billion in income, which is a remarkable sum. Brian notes the breakdown of this income is roughly split as follows: 15% from corporations (such as IBM, UPS, FedEx, Samsung and IKEA); 35%-40% from the employees of the 65,000 companies they work with (employees who tend to give via payroll); and the other 50% comes from individuals.
United Way has approximately 8 million donors. There are 600 donors who have given $1m+; 40 donors who have given $10m+; and approximately 25,000 donors who are regularly giving $10,000 annually. The average donor gives $300 per year. Brian notes that United Way is most effective when it reflects and looks like its community. And, in order for a community to succeed, everyone in that community needs to succeed.
When asked about what success looks like for the next 10 years, Brian responds that, for him, inequality is the biggest issue in the world today. In 10 years from today the world is going to have to be more equitable, more just and cleaner environmentally. This change will either happen through enlightened political, corporate, and non-profit leadership; or it’s going to happen through social unrest. He is optimistic about how things will shape up for the next 10 years, although he notes he’s less optimistic about the next 18 months.
On the issue of COVID-19 around the world: Brian observes that it’s the countries with strong public health systems (countries who look after the health of all their citizens) that are doing much better than places like the US. Likewise for countries where there’s a strong social contract, a commitment to the common good and where people care about each other – these are the countries that are coping better. For him, the pandemic is wildly instructive in terms of what success looks like in the next 10 years; there needs to be a focus on the common good.
There is a great deal of digital transformation and innovation taking place at United Way. Brian sheds much light on how the organisation has evolved; he provides insight into their traditional business model and how they’re now embracing digital technology to increase efficiency and transparency in their philanthropy.
United Way helps to take the resources in a community and to match these with people in need. The business model at United Way was to pool your money; United Way will then assess who are the best non-profits out there, and then they’ll give them that money and ensure they’re doing a good job, and then they’ll tell the donors about it.
However, Brian notes that digital technology is now eliminating the middleman in transactions. So, you don’t necessarily need to go through institutions any longer, you can do it individually. So, what United Way has been working towards is how to build this community exchange without individuals having to come to them as a vertical institution.
What United Way has done is build individual donor and volunteer digital profiles. They’re working with Salesforce – building first in workplaces and then beyond – on the ability to build your own profile (what do you care about philanthropically in terms of where you want to give; how you want to volunteer; what you want to advocate) and they’ve taken all of their work in education, income, health, migration etc and they’ve digitised it all. They have also taken all of their impact content and turned it into digital.
They’re putting their donors and volunteers together with this content on one platform so they can interact with each other without necessarily going through United Way.
Brian notes that if United Way is to go from 8 million donors to, say, 18 million donors, they’re going to have to give up some control as an institution and instead create an environment and a technology ecosystem that allows the donor and the volunteer to get directly to the service provider or even the person who needs help – so that United Way facilitates that process instead of managing it. Fundamentally, it’s about how can United Way help individuals connect directly to what they want to achieve philanthropically.
This digital platform they’ve created with Salesforce is called Philanthropy Cloud; it is now live in around 350 companies in the US and there are around 70,000 people using it.
As the users use Philanthropy Cloud, the tech gets smarter. The Salesforce AI (artificial intelligence) is in the tool itself. Brian has Philanthropy Cloud installed on his phone; it tracks things for him, it makes recommendations for him to read about certain philanthropic topics, it provides stories and information that are relevant to him.
The way Brian describes it is: why can’t the philanthropy on his phone be just like his Spotify account? Why can’t it watch him use the service and then make suggestions to him – so that’s what Philanthropy Cloud is about. That’s what it does.
Brian’s key takeaway for listeners: We need to connect with each other. We’re better together than we are apart; this applies to philanthropy. Let’s be generous; let’s share with each other. If we do this there’s nothing that will stop philanthropy generally, and therefore society. Brian is increasingly learning that there are so many things he doesn’t know. Appreciating this has allowed him to be freer, to think abut United Way’s work differently; to think about who they might partner with that they wouldn’t have partnered with before. It’s that old adage: if you hold the bird too tightly in your hand you kill it, and if you open up your hand it flies away; so you have to hold on to these things gently. United Way now finds its thinking to be much more open. For those of us in philanthropy – no matter what segment of philanthropy – you have to be open, you have to be willing to learn, you have to be a bit vulnerable and you have to trust more than we trust right now. We have to be open and generous and, if we are, good things will happen!
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the subscribe button on your favourite podcast app and share widely with others. Thank you!
Humanity & Inclusion exists to support people with disabilities and vulnerable people who are affected by poverty, conflict, disaster and exclusion to achieve their rights and live in dignity.
They were founded in 1982, initially supporting victims of landmines who were fleeing to Thailand from Cambodia.
Today, Humanity & Inclusion is active in 60 countries. It is a federated network with members around the world. They work in partnership with diverse stakeholders – including UNICEF, the WHO and the UK Government – and their work is a combination of advocacy and operations.
Ninety per cent of their staff are local to the countries they work in, so they’re closely embedded at the community level, which then also makes it much easier to identify good local delivery partners.
Aleema notes the importance of their work by highlighting that 1 in 7 people in the world live with a disability, and their problems are exacerbated in settings of crisis and poverty. Those with disabilities are at increased risk.
Women with disabilities are twice as likely to be a victim of sexual and domestic violence than non-disabled women. In humanitarian crises people with disability are at an even more increased risk.
Aleema sheds light on her personal trajectory. She has travelled extensively and worked in many countries, including Haiti, South Sudan, Sri Lanka and Bangladesh. This global experience drives much of her passion today, even though as CEO of Humanity & Inclusion in the UK she is no longer in the frontlines as much.
Aleema grew up in a philanthropic family but never thought of development work as a career. She trained as a physiotherapist and at some point started to feel something was missing in her career. Then, while working in Bangladesh, something clicked and she realised she wanted to work in development work and make a real difference leveraging her clinical training to train key stakeholders in the frontlines.
Aleema’s key takeaway: Remember that people with disabilities are the world’s largest minority and all of us have a role to play. Everyone from philanthropists to campaigners, to companies, to foundations and governments – we all have a role to play. Look around you and see what you’re supporting; where are you giving your gifts? Are you giving in a way that ensures that the most marginalised people are impacted? We all have a role to play to leave no one behind and to achieve the goals of Agenda 2030.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the subscribe button and share widely with others - thank you!
Humanity & Inclusion exists to support people with disabilities and vulnerable people who are affected by poverty, conflict, disaster and exclusion to achieve their rights and live in dignity.
They were founded in 1982, initially supporting victims of landmines who were fleeing to Thailand from Cambodia.
Today, Humanity & Inclusion is active in 60 countries. It is a federated network with members around the world. They work in partnership with diverse stakeholders – including UNICEF, the WHO and the UK Government – and their work is a combination of advocacy and operations.
Ninety per cent of their staff are local to the countries they work in, so they’re closely embedded at the community level, which then also makes it much easier to identify good local delivery partners.
Aleema notes the importance of their work by highlighting that 1 in 7 people in the world live with a disability, and their problems are exacerbated in settings of crisis and poverty. Those with disabilities are at increased risk.
Women with disabilities are twice as likely to be a victim of sexual and domestic violence than non-disabled women. In humanitarian crises people with disability are at an even more increased risk.
Aleema sheds light on her personal trajectory. She has travelled extensively and worked in many countries, including Haiti, South Sudan, Sri Lanka and Bangladesh. This global experience drives much of her passion today, even though as CEO of Humanity & Inclusion in the UK she is no longer in the frontlines as much.
Aleema grew up in a philanthropic family but never thought of development work as a career. She trained as a physiotherapist and at some point started to feel something was missing in her career. Then, while working in Bangladesh, something clicked and she realised she wanted to work in development work and make a real difference leveraging her clinical training to train key stakeholders in the frontlines.
Aleema’s key takeaway: Remember that people with disabilities are the world’s largest minority and all of us have a role to play. Everyone from philanthropists to campaigners, to companies, to foundations and governments – we all have a role to play. Look around you and see what you’re supporting; where are you giving your gifts? Are you giving in a way that ensures that the most marginalised people are impacted? We all have a role to play to leave no one behind and to achieve the goals of Agenda 2030.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the subscribe button and share widely with others - thank you!
Plan International is a global charity operating in more than 50 countries. It was established in 1937 and strives to ensure the rights of children and equality for girls. Several decades ago, it established the ‘sponsor a child’ model, which successfully supports the local communities where these children live.
We hear how Plan International engages with a truly broad and global range of partners, from small, local NGOs, to the likes of the LEGO Foundation, Unilever and AstraZeneca.
Rose grew up in a farm in Northern Ireland – one of five children – and didn’t even know what international development was back then. She grew up in a country that was in conflict, and that had an impact on her.
Northern Ireland at that time was quite inward looking and Rose could never envision as a child that she’d end up travelling the world and running international development endeavours. She started off in the private sector but once she ventured into the international development world she never looked back.
Rose admits she’s had good luck during her career. Rose never had a great career plan but she broadly knew the direction she wanted to take and knew she wanted to do something she was passionate about and believed in. She captured the opportunities as they materialised and now finds it truly humbling being in such a leadership role.
Being in London is certainly a departure from her previous postings in the global south, and she very much misses life in the frontlines. As a CEO in London, you can get a bit removed from what’s happening in the field, which is why visiting their programmes overseas is so very important – and, now with COVID-19, this means watching the videos that come back from the frontlines.
We hear how working in international development requires one to be an optimist. However, despite feeling optimistic, Rose is indeed concerned.
The impact of COVID-19 on girls is massive: education, child marriage, infant mortality, gender-based violence – the coronavirus pandemic has wide-ranging, negative implications.
Rose notes there are estimates that by 2030, there will be 13 million more girls who find themselves in early forced marriage because of this pandemic. There is the real risk that COVID-19 will roll back the progress that has been made thus far on gender equality and girls rights. Therefore, it is important for governments around the world to recognise the vulnerably of girls in crisis.
Rose’s key takeaways: (1) This [pandemic] is a global crisis; while the UK has been terribly impacted, we need to realise we won’t solve this crisis until it’s solved all around the world. We need to focus on our interconnectedness and embrace a global outlook. (2) It is vital to raise awareness of the impact this crisis has on girls. The girls of today are the women of tomorrow. We need to be aware and support the voice of girls, and listen to what they have to say; we need to recognise that in a crisis it is girls who carry a greater burden than boys.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe and share widely. Thank you!
Plan International is a global charity operating in more than 50 countries. It was established in 1937 and strives to ensure the rights of children and equality for girls. Several decades ago, it established the ‘sponsor a child’ model, which successfully supports the local communities where these children live.
We hear how Plan International engages with a truly broad and global range of partners, from small, local NGOs, to the likes of the LEGO Foundation, Unilever and AstraZeneca.
Rose grew up in a farm in Northern Ireland – one of five children – and didn’t even know what international development was back then. She grew up in a country that was in conflict, and that had an impact on her.
Northern Ireland at that time was quite inward looking and Rose could never envision as a child that she’d end up travelling the world and running international development endeavours. She started off in the private sector but once she ventured into the international development world she never looked back.
Rose admits she’s had good luck during her career. Rose never had a great career plan but she broadly knew the direction she wanted to take and knew she wanted to do something she was passionate about and believed in. She captured the opportunities as they materialised and now finds it truly humbling being in such a leadership role.
Being in London is certainly a departure from her previous postings in the global south, and she very much misses life in the frontlines. As a CEO in London, you can get a bit removed from what’s happening in the field, which is why visiting their programmes overseas is so very important – and, now with COVID-19, this means watching the videos that come back from the frontlines.
We hear how working in international development requires one to be an optimist. However, despite feeling optimistic, Rose is indeed concerned.
The impact of COVID-19 on girls is massive: education, child marriage, infant mortality, gender-based violence – the coronavirus pandemic has wide-ranging, negative implications.
Rose notes there are estimates that by 2030, there will be 13 million more girls who find themselves in early forced marriage because of this pandemic. There is the real risk that COVID-19 will roll back the progress that has been made thus far on gender equality and girls rights. Therefore, it is important for governments around the world to recognise the vulnerably of girls in crisis.
Rose’s key takeaways: (1) This [pandemic] is a global crisis; while the UK has been terribly impacted, we need to realise we won’t solve this crisis until it’s solved all around the world. We need to focus on our interconnectedness and embrace a global outlook. (2) It is vital to raise awareness of the impact this crisis has on girls. The girls of today are the women of tomorrow. We need to be aware and support the voice of girls, and listen to what they have to say; we need to recognise that in a crisis it is girls who carry a greater burden than boys.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please subscribe and share widely. Thank you!
The Foundation focuses on global, social and environmental concerns, particularly in helping the most disadvantaged. In 2019, the Oak Foundation made 377 grants, to 342 organisations in 37 countries, totalling around $300m.
The Foundation backs a wide range of initiatives focused on the environment, housing and homelessness, international human rights, issues affecting women, learning differences, preventing child sexual abuse; and special interest areas such as health, humanitarian relief, education and the arts. They also have four national programmes in Brazil, Denmark, India and Zimbabwe.
Doug sheds light on the Foundation’s main programme areas and provides insight on their transformative work on the environment and climate justice – aiming to strengthen the ecosystem of climate funding.
We hear of the Climate Leadership Initiative hosted by Climate Works, for instance, where the focus is on helping individual philanthropists identify where they can enter the climate space. For many donors it can be very challenging to ascertain exactly where and how they can get involved in this space – it can be daunting since it’s a very technical and scientific field.
The next campaign they’re very excited about is around food. Creating a big tent to bring a wide range of voices and stakeholders together, from those concerned with food production and land use to local sourcing and plant-based solutions. There’s a lot of engagement but there hasn’t been a lot of movement on the food side of things. By helping to fund this platform they want to bring people to the conversation, letting them know there are others interested in this space and letting them know there are many examples showing how people can get involved.
Doug talks about how they go about their grant-making and the work they do with different platforms, collaboratives, intermediaries and grantees. They place much effort to ensure their processes are streamlined and not bogged down by red tape.
Doug joined Oak Foundation in January 2019. In his role as President, he is thrilled to knit together his professional experiences advocating for human rights, humanitarian relief, social development and environmental protection.
Dough was a career diplomat; he held various roles including that of US Ambassador to Mozambique. He holds a master’s degree in public policy from Princeton University and a bachelor’s degree in government from the University of Notre Dame. He has lived in Canada, Ecuador, France, Germany, Haiti, Mozambique, Morocco, Portugal, Switzerland and the United States.
Doug provides two key takeaways: (1) [for those in the foundation and philanthropy space] he hopes we all continue to explore our aspirations to be good grant-makers and that we, to the extent possible, trust grantee organisations and are as unburdensome as possible. (2) Doug also notes that we are in desperate need globally of kindness and empathy, so we should take care of each other. Be kind to your family, your colleagues, your staff and, yes, even your boss.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others. Thank you!
The Foundation focuses on global, social and environmental concerns, particularly in helping the most disadvantaged. In 2019, the Oak Foundation made 377 grants, to 342 organisations in 37 countries, totalling around $300m.
The Foundation backs a wide range of initiatives focused on the environment, housing and homelessness, international human rights, issues affecting women, learning differences, preventing child sexual abuse; and special interest areas such as health, humanitarian relief, education and the arts. They also have four national programmes in Brazil, Denmark, India and Zimbabwe.
Doug sheds light on the Foundation’s main programme areas and provides insight on their transformative work on the environment and climate justice – aiming to strengthen the ecosystem of climate funding.
We hear of the Climate Leadership Initiative hosted by Climate Works, for instance, where the focus is on helping individual philanthropists identify where they can enter the climate space. For many donors it can be very challenging to ascertain exactly where and how they can get involved in this space – it can be daunting since it’s a very technical and scientific field.
The next campaign they’re very excited about is around food. Creating a big tent to bring a wide range of voices and stakeholders together, from those concerned with food production and land use to local sourcing and plant-based solutions. There’s a lot of engagement but there hasn’t been a lot of movement on the food side of things. By helping to fund this platform they want to bring people to the conversation, letting them know there are others interested in this space and letting them know there are many examples showing how people can get involved.
Doug talks about how they go about their grant-making and the work they do with different platforms, collaboratives, intermediaries and grantees. They place much effort to ensure their processes are streamlined and not bogged down by red tape.
Doug joined Oak Foundation in January 2019. In his role as President, he is thrilled to knit together his professional experiences advocating for human rights, humanitarian relief, social development and environmental protection.
Dough was a career diplomat; he held various roles including that of US Ambassador to Mozambique. He holds a master’s degree in public policy from Princeton University and a bachelor’s degree in government from the University of Notre Dame. He has lived in Canada, Ecuador, France, Germany, Haiti, Mozambique, Morocco, Portugal, Switzerland and the United States.
Doug provides two key takeaways: (1) [for those in the foundation and philanthropy space] he hopes we all continue to explore our aspirations to be good grant-makers and that we, to the extent possible, trust grantee organisations and are as unburdensome as possible. (2) Doug also notes that we are in desperate need globally of kindness and empathy, so we should take care of each other. Be kind to your family, your colleagues, your staff and, yes, even your boss.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely with others. Thank you!
An insightful conversation on serendipity, success and leveraging opportunities to improve the world. We explore how to breakdown the barriers to serendipity, spotting opportunities, connecting the dots, and turning serendipitous encounters into opportunities for success.
Christian Busch is an expert in entrepreneurship, social innovation, and purpose-driven business. He teaches at New York University (NYU) and at the London School of Economics (LSE), and directs the NYU Global Economy Program.
The conversation provides real-life examples and behavioural tweaks that are both thought-provoking and entertaining. A must-listen for anyone who’s open to framing the world in a slightly different light and appreciating that one can be proactive when it comes to luck.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely. Thank you!
An insightful conversation on serendipity, success and leveraging opportunities to improve the world. We explore how to breakdown the barriers to serendipity, spotting opportunities, connecting the dots, and turning serendipitous encounters into opportunities for success.
Christian Busch is an expert in entrepreneurship, social innovation, and purpose-driven business. He teaches at New York University (NYU) and at the London School of Economics (LSE), and directs the NYU Global Economy Program.
The conversation provides real-life examples and behavioural tweaks that are both thought-provoking and entertaining. A must-listen for anyone who’s open to framing the world in a slightly different light and appreciating that one can be proactive when it comes to luck.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the subscribe button and share widely. Thank you!
The Foundation was founded in 2003 and focuses on school readiness; they invest approximately 10m Swiss Francs (roughly US $10m at the time of writing) annually supporting children to transition into school.
UN Sustainable Development Goal (SDG) 4.2 is a key reference for their work, aspiring to ensure that by 2030: all girls and boys have access to quality early childhood development, care and pre-primary education so that they are ready for primary education.
Geographically, the Foundation works across six countries in Africa – Botswana, Malawi, Namibia, South Africa, Zambia and Zimbabwe – and also in Switzerland. Roger’s mother is South African and his father is Swiss.
When asked what it’s like to work with Roger, Sandro replies that it’s pretty cool. Roger is running the Foundation strategically and is very hands on. For Sandro, it’s not just about working with someone who’s very high profile, it’s also a matter of working with a philanthropist who truly wants to transform children’s lives for the better. It’s a lot of fun and a privilege; it is incredibly rewarding.
We hear how the Foundation has a strong executive team and is very lean. There are only around three team members based in Switzerland and another three based in South Africa. Their CEO is Janine Händel, who has been with the Foundation from the outset.
The Foundation’s approach is community based; they work with teachers through their partner organisations (the Foundation is not an implementing organisation); they work with local partners directly in the local communities they serve and have reached more than one and a half million children.
Sandro notes the Foundation is working on an innovative project right now called the ‘Early Learning Kiosk’, which is a tablet-based app that is used by pre-primary educators to train themselves; and it also helps teachers assess a child’s development. It is easy to scale since it is a tablet-based solution. They are currently testing the Early Learning Kiosk with 5,000 teachers; and we hear how it was developed with universities and local partners. Even though the Early Learning Kiosk is currently being tested, it is already available for download for anyone who wishes to sample it. Once testing is completed, the Foundation aims to scale it and deploy it across Africa. The Early Learning Kiosk is available for download on both Apple and Android tablets.
Sandro adds that the Foundation is in an enviable position, whereby they can combine rigorous testing and innovation with a strong brand name and a personality that can engage effectively with policymakers. First they focus on excellence and then they use the power of Roger to promote their work.
During these challenging times with COVID-19, the Foundation aims to ensure that teachers learn, maintain and increase their competence while in remote areas. There is a focus on teacher workforce and quality; and they need to use technology to strengthen the role of the teacher; not to replace the teacher.
Sandro remarks that this is an exciting platform for scale; to reach millions of kids through various partners who are active throughout Africa. The development of the Early Learning Kiosk at the beginning was in collaboration with Hansjörg Wyss, one of the biggest Swiss philanthropists.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the 'subscribe' button and share widely with others. Thank you!
The Foundation was founded in 2003 and focuses on school readiness; they invest approximately 10m Swiss Francs (roughly US $10m at the time of writing) annually supporting children to transition into school.
UN Sustainable Development Goal (SDG) 4.2 is a key reference for their work, aspiring to ensure that by 2030: all girls and boys have access to quality early childhood development, care and pre-primary education so that they are ready for primary education.
Geographically, the Foundation works across six countries in Africa – Botswana, Malawi, Namibia, South Africa, Zambia and Zimbabwe – and also in Switzerland. Roger’s mother is South African and his father is Swiss.
When asked what it’s like to work with Roger, Sandro replies that it’s pretty cool. Roger is running the Foundation strategically and is very hands on. For Sandro, it’s not just about working with someone who’s very high profile, it’s also a matter of working with a philanthropist who truly wants to transform children’s lives for the better. It’s a lot of fun and a privilege; it is incredibly rewarding.
We hear how the Foundation has a strong executive team and is very lean. There are only around three team members based in Switzerland and another three based in South Africa. Their CEO is Janine Händel, who has been with the Foundation from the outset.
The Foundation’s approach is community based; they work with teachers through their partner organisations (the Foundation is not an implementing organisation); they work with local partners directly in the local communities they serve and have reached more than one and a half million children.
Sandro notes the Foundation is working on an innovative project right now called the ‘Early Learning Kiosk’, which is a tablet-based app that is used by pre-primary educators to train themselves; and it also helps teachers assess a child’s development. It is easy to scale since it is a tablet-based solution. They are currently testing the Early Learning Kiosk with 5,000 teachers; and we hear how it was developed with universities and local partners. Even though the Early Learning Kiosk is currently being tested, it is already available for download for anyone who wishes to sample it. Once testing is completed, the Foundation aims to scale it and deploy it across Africa. The Early Learning Kiosk is available for download on both Apple and Android tablets.
Sandro adds that the Foundation is in an enviable position, whereby they can combine rigorous testing and innovation with a strong brand name and a personality that can engage effectively with policymakers. First they focus on excellence and then they use the power of Roger to promote their work.
During these challenging times with COVID-19, the Foundation aims to ensure that teachers learn, maintain and increase their competence while in remote areas. There is a focus on teacher workforce and quality; and they need to use technology to strengthen the role of the teacher; not to replace the teacher.
Sandro remarks that this is an exciting platform for scale; to reach millions of kids through various partners who are active throughout Africa. The development of the Early Learning Kiosk at the beginning was in collaboration with Hansjörg Wyss, one of the biggest Swiss philanthropists.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful links. Please click the 'subscribe' button and share widely with others. Thank you!
Peter Jones is one of the UK's best known entrepreneurs and in 2005 he founded the Peter Jones Foundation to improve the socio economic outcomes for young people by helping them develop enterprise skills. They aim to ensure at least 60% of the young people they work with come from disadvantaged backgrounds.
This wide-ranging conversation introduces listeners to the Foundation's various initiatives, including their Tycoon Programme, which aims to back children's and young people's business ideas by lending money to them that is risk free and encourages them to develop and execute innovative business plans.
The Foundation currently works with approximately 700 schools and has supported 12,000 young people to set up and run their businesses.
Bill Muirhead delves into the question of what, precisely, are enterprise skills and underscores the importance of learning through doing. There is room for the UK's school system to embrace enterprise skills more robustly and, indeed, Bill notes how these skills are vital to increasing self-esteem and confidence.
In addition to working with schools, the Foundation has also developed a strong alumni programme that supports those young people who have engaged in its programmes over the years.
Bill's key takeaway for listeners: He asks you to talk to the educators and young people in your lives; we all have the opportunity to ask the question: what did you do today that was enterprising? What's your school doing to encourage enterprise? If the answer is a blank stare, then look up the Peter Jones Foundation; explore its Tycoon Programme. Have enterprise education on your radar. You may not have thought of it before but it's really important in the world that we're facing up to.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the 'subscribe' button on your podcast app and share widely with others. Thank you!
Peter Jones is one of the UK's best known entrepreneurs and in 2005 he founded the Peter Jones Foundation to improve the socio economic outcomes for young people by helping them develop enterprise skills. They aim to ensure at least 60% of the young people they work with come from disadvantaged backgrounds.
This wide-ranging conversation introduces listeners to the Foundation's various initiatives, including their Tycoon Programme, which aims to back children's and young people's business ideas by lending money to them that is risk free and encourages them to develop and execute innovative business plans.
The Foundation currently works with approximately 700 schools and has supported 12,000 young people to set up and run their businesses.
Bill Muirhead delves into the question of what, precisely, are enterprise skills and underscores the importance of learning through doing. There is room for the UK's school system to embrace enterprise skills more robustly and, indeed, Bill notes how these skills are vital to increasing self-esteem and confidence.
In addition to working with schools, the Foundation has also developed a strong alumni programme that supports those young people who have engaged in its programmes over the years.
Bill's key takeaway for listeners: He asks you to talk to the educators and young people in your lives; we all have the opportunity to ask the question: what did you do today that was enterprising? What's your school doing to encourage enterprise? If the answer is a blank stare, then look up the Peter Jones Foundation; explore its Tycoon Programme. Have enterprise education on your radar. You may not have thought of it before but it's really important in the world that we're facing up to.
Visit The Do One Better! Podcast website for guest bios, episode notes and useful resources. Please click the 'subscribe' button on your podcast app and share widely with others. Thank you!
World University Service of Canada (WUSC) is a Canada-based organisation dedicated to expanding education, economic and empowerment leadership opportunities for youth in Canada and around the world, with a particular focus on refugees, displaced youth and young women.
WUSC has its origins in the 1920s and today has a team of approximately 15 staff in Canada and a strong presence in the frontlines of the developing world. They’re actively supporting refugees from eastern Africa – Uganda, northern Kenya, Malawi – and the Middle East – Syria and Iraqi refugees based in Jordan and Lebanon. They’ve done some work in Myanmar and are exploring needs in Latin America.
We also hear how their current operations are being negatively impacted by the global COVID-19 pandemic. For instance, they were due to assist 140 refugees to come to Canada for the start of the 2020/2021 academic year but that’s on hold for now due to the spread of the novel coronavirus.
Chris provides useful insight into the difference between the opportunities available in many developed countries, such as Canada, and countries of first asylum – the countries where refugees first go – which are usually in the global south and often struggle to provide higher education opportunities for their own populations, even without any refugees in the equation.
The pathway to higher education for refugees is full of challenges. Funding is a hurdle; scholarships are often restricted to specific countries of origin, religion, age; the equivalency of academic qualifications is not always straight forward to assess; university admissions processes can be cumbersome for many reasons; and even in the final country of destination incoming refugees may experience xenophobia, racism and many cultural challenges. WUSC tries to assist refugees to overcome all of these challenges.
WUSC is fortunate to engage with like-minded organisations, such as the Shapiro Foundation. Chris notes how Ed Shapiro is a philanthropist who is interested in expanding opportunities for refugees. He has engaged with a number of charities, both in terms of helping expand the work going on in Canada and, also, in exploring how Canada can share its expertise to help the work being undertaken elsewhere.
WUSC has been working very closely with the UNHCR (the UN Refugee Agency) around expanding education pathways for refugees globally. They’re part of a global effort to share and develop capacities in other countries to do this kind of work. Chris sheds light on a report WUSC prepared in conjunction with UNHCR and UNESCO ("Doubling Our Impact: third country higher education pathways for refugees" – Feb 2020) which is useful reading for anyone interested in making an impact in this space.
The key takeaway Chris shares with listeners: Think about the challenges that you’re trying to address, at the scale commensurate with the challenge itself. This has been a key piece for WUSC as they think of the growth of their own programming.
Please click the subscribe button on your podcast app and visit The Do One Better! Podcast website for guest bios, episode notes and useful links.
World University Service of Canada (WUSC) is a Canada-based organisation dedicated to expanding education, economic and empowerment leadership opportunities for youth in Canada and around the world, with a particular focus on refugees, displaced youth and young women.
WUSC has its origins in the 1920s and today has a team of approximately 15 staff in Canada and a strong presence in the frontlines of the developing world. They’re actively supporting refugees from eastern Africa – Uganda, northern Kenya, Malawi – and the Middle East – Syria and Iraqi refugees based in Jordan and Lebanon. They’ve done some work in Myanmar and are exploring needs in Latin America.
We also hear how their current operations are being negatively impacted by the global COVID-19 pandemic. For instance, they were due to assist 140 refugees to come to Canada for the start of the 2020/2021 academic year but that’s on hold for now due to the spread of the novel coronavirus.
Chris provides useful insight into the difference between the opportunities available in many developed countries, such as Canada, and countries of first asylum – the countries where refugees first go – which are usually in the global south and often struggle to provide higher education opportunities for their own populations, even without any refugees in the equation.
The pathway to higher education for refugees is full of challenges. Funding is a hurdle; scholarships are often restricted to specific countries of origin, religion, age; the equivalency of academic qualifications is not always straight forward to assess; university admissions processes can be cumbersome for many reasons; and even in the final country of destination incoming refugees may experience xenophobia, racism and many cultural challenges. WUSC tries to assist refugees to overcome all of these challenges.
WUSC is fortunate to engage with like-minded organisations, such as the Shapiro Foundation. Chris notes how Ed Shapiro is a philanthropist who is interested in expanding opportunities for refugees. He has engaged with a number of charities, both in terms of helping expand the work going on in Canada and, also, in exploring how Canada can share its expertise to help the work being undertaken elsewhere.
WUSC has been working very closely with the UNHCR (the UN Refugee Agency) around expanding education pathways for refugees globally. They’re part of a global effort to share and develop capacities in other countries to do this kind of work. Chris sheds light on a report WUSC prepared in conjunction with UNHCR and UNESCO ("Doubling Our Impact: third country higher education pathways for refugees" – Feb 2020) which is useful reading for anyone interested in making an impact in this space.
The key takeaway Chris shares with listeners: Think about the challenges that you’re trying to address, at the scale commensurate with the challenge itself. This has been a key piece for WUSC as they think of the growth of their own programming.
Please click the subscribe button on your podcast app and visit The Do One Better! Podcast website for guest bios, episode notes and useful links.
Spring Impact is a registered charity in the UK and a 501(c)(3) in the USA. They help other charities and innovative organisations of various sizes and degrees of experience to scale up, replicate and increase their impact.
Dan sheds light on his professional trajectory and highlights how he learned a great deal by observing the likes of McDonald’s and Oxfam.
Unlike many commercial advisory firms, Spring Impact is happy to share their intellectual property (IP) so that others can learn from their processes and strategies. They publish a ‘Social Replication Toolkit’ that is publicly available and transfers insight to anyone who’s interested in learning more.
Interestingly, Spring Impact often works with organisations that are already well on their scalability journey – not just nascent ventures. For instance, Dan noted Spring Impact works with several Skoll Awardees.
Spring Impact is also deploying much attention to drive forward the field of early childhood development (ECD). They have helped many clients in this space and are now looking at how they might be able to create toolkits and processes that would be of use to any ECD organisations looking to increase their reach.
Dan explains how they work with charity Boards and CEOs and, also, he notes that oftentimes the funding for their work actually comes from third party Foundations that have identified a specific charity in need of gaining scale and, consequently, they approach Spring Impact and fund their work in support of the charity in question.
Dan’s key takeaway: Keeping in mind the current COVID-19 backdrop, he notes that, yes, do think about emergency response and risk but, also, go ahead and hold your head up to the possibilities to really expand and create more impact. Once we’re in recovery mode post-pandemic, you should really think systematically and strategically about scale.
Visit The Do One Better! Podcast website for guest bios, episode notes and additional resources on a wide range of topics focused on philanthropy, sustainability and social entrepreneurship. Please subscribe to the show and share widely with others -- thank you!
Spring Impact is a registered charity in the UK and a 501(c)(3) in the USA. They help other charities and innovative organisations of various sizes and degrees of experience to scale up, replicate and increase their impact.
Dan sheds light on his professional trajectory and highlights how he learned a great deal by observing the likes of McDonald’s and Oxfam.
Unlike many commercial advisory firms, Spring Impact is happy to share their intellectual property (IP) so that others can learn from their processes and strategies. They publish a ‘Social Replication Toolkit’ that is publicly available and transfers insight to anyone who’s interested in learning more.
Interestingly, Spring Impact often works with organisations that are already well on their scalability journey – not just nascent ventures. For instance, Dan noted Spring Impact works with several Skoll Awardees.
Spring Impact is also deploying much attention to drive forward the field of early childhood development (ECD). They have helped many clients in this space and are now looking at how they might be able to create toolkits and processes that would be of use to any ECD organisations looking to increase their reach.
Dan explains how they work with charity Boards and CEOs and, also, he notes that oftentimes the funding for their work actually comes from third party Foundations that have identified a specific charity in need of gaining scale and, consequently, they approach Spring Impact and fund their work in support of the charity in question.
Dan’s key takeaway: Keeping in mind the current COVID-19 backdrop, he notes that, yes, do think about emergency response and risk but, also, go ahead and hold your head up to the possibilities to really expand and create more impact. Once we’re in recovery mode post-pandemic, you should really think systematically and strategically about scale.
Visit The Do One Better! Podcast website for guest bios, episode notes and additional resources on a wide range of topics focused on philanthropy, sustainability and social entrepreneurship. Please subscribe to the show and share widely with others -- thank you!
ACEVO is a network of more than 1,400 CEOs and aspiring chief executives based in the UK. They represent members from organisations across all sizes. They are a charity themselves and aim to ensure the leaders they serve are able to make the most impact possible. They support leaders and, in turn, these leaders inspire their own organisations. ACEVO helps CEOs be the best they can be.
Vicky sheds light on how ACEVO’s members are responding to COVID-19 – a crisis that is stretching many charities to the limit. She notes there are serious concerns and, indeed, demand for charities’ services has gone through the roof. At the same time, many fundraising and income streams have been negatively impacted. Yet, there is much hope and much consideration in the sector for how we can build back better.
ACEVO has actually weathered this pandemic quite well. They have had to shift all their events on to digital platforms but that has led to good engagement. Whereas before they were convening their members through 50 different in-person events annually, now they’re doing approximately four weekly events using digital platforms. Engagement with their members has increased, as have their membership renewal rates. Members see the value of being part of this community of CEOs and aspiring leaders at this time of crisis.
On 17th June 2020, ACEVO have a report on racism coming out called ‘Home Truths’. They have been working on this report for more than a year in conjunction with a partner organisation called ‘Voice for Change England’.
The report looks at racism within the charity sector. Its insight is derived through various sources and methods: by talking to people from Black, Asian, and minority ethnic (BAME) backgrounds who work in the charity sector; surveying more than 500 people; conducting in-depth interviews with people from diverse backgrounds; and holding roundtable conversations.
Vicky notes that the experiences BAME individuals have while working in the UK charity sector are often not good. This report aims to understand exactly what BAME individuals are experiencing in this sector and how best to address the problems highlighted. The report is called ‘Home Truths’ because it delivers some fairly robust truth to, particularly, white leaders in the sector about how the sector is falling short in areas of equity and inclusion.
Vicky notes the problem is not just an absence of BAME people in the charity sector but, also, that those who are in this sector are often not having a positive experience. She also notes that, historically, organisations serving BAME communities are underserved in the funding arena.
During the podcast she also sheds light on ACEVO’s work and coalitions with other organisations who represent this sector, such as the Association of Charitable Foundations (ACF). Interestingly, she notes there is room to explore international coalitions.
Vicky’s key takeaway: As leaders we need to imagine better to create a better world, so let’s not be limited in our imagination for what things could be, let’s think big and then work collectively to move towards achieving some of those bigger, bolder visions.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share – thank you!
ACEVO is a network of more than 1,400 CEOs and aspiring chief executives based in the UK. They represent members from organisations across all sizes. They are a charity themselves and aim to ensure the leaders they serve are able to make the most impact possible. They support leaders and, in turn, these leaders inspire their own organisations. ACEVO helps CEOs be the best they can be.
Vicky sheds light on how ACEVO’s members are responding to COVID-19 – a crisis that is stretching many charities to the limit. She notes there are serious concerns and, indeed, demand for charities’ services has gone through the roof. At the same time, many fundraising and income streams have been negatively impacted. Yet, there is much hope and much consideration in the sector for how we can build back better.
ACEVO has actually weathered this pandemic quite well. They have had to shift all their events on to digital platforms but that has led to good engagement. Whereas before they were convening their members through 50 different in-person events annually, now they’re doing approximately four weekly events using digital platforms. Engagement with their members has increased, as have their membership renewal rates. Members see the value of being part of this community of CEOs and aspiring leaders at this time of crisis.
On 17th June 2020, ACEVO have a report on racism coming out called ‘Home Truths’. They have been working on this report for more than a year in conjunction with a partner organisation called ‘Voice for Change England’.
The report looks at racism within the charity sector. Its insight is derived through various sources and methods: by talking to people from Black, Asian, and minority ethnic (BAME) backgrounds who work in the charity sector; surveying more than 500 people; conducting in-depth interviews with people from diverse backgrounds; and holding roundtable conversations.
Vicky notes that the experiences BAME individuals have while working in the UK charity sector are often not good. This report aims to understand exactly what BAME individuals are experiencing in this sector and how best to address the problems highlighted. The report is called ‘Home Truths’ because it delivers some fairly robust truth to, particularly, white leaders in the sector about how the sector is falling short in areas of equity and inclusion.
Vicky notes the problem is not just an absence of BAME people in the charity sector but, also, that those who are in this sector are often not having a positive experience. She also notes that, historically, organisations serving BAME communities are underserved in the funding arena.
During the podcast she also sheds light on ACEVO’s work and coalitions with other organisations who represent this sector, such as the Association of Charitable Foundations (ACF). Interestingly, she notes there is room to explore international coalitions.
Vicky’s key takeaway: As leaders we need to imagine better to create a better world, so let’s not be limited in our imagination for what things could be, let’s think big and then work collectively to move towards achieving some of those bigger, bolder visions.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share – thank you!
Debbie sheds light on how Sage – a business solutions company and accounting software developer – launched the Sage Foundation five years ago. She was instrumental in launching the foundation which, today, entices more than 13,000 Sage colleagues to volunteer their time (last year, they volunteered an aggregate of 31,000 days), works with 300 charities at any given time, and supports local communities through grants, resources and innovative initiatives.
Debbie notes that philanthropy and volunteering are a great way to create happiness and her passion is unmistakable. We hear how the Sage Foundation focuses on young people, women and military veterans and engages around work-readiness, education and entrepreneurialism.
Each Sage colleague is granted 5 days per year to volunteer for a charitable cause close to their heart. This can take many forms and today, with the pandemic and COVID-19 impacting the world, they’re doing a great deal of remote volunteering – such as online mentoring, helping children to read or even working with wildlife charities by reviewing live cams and assessing animals’ migration routes.
Moreover, at the Sage Foundation they’re helping charities better manage their finances in the face of the novel coronavirus pandemic – for instance, by helping charities be more effective with their cash-flow and by facilitating knowledge-sharing between organisations.
They’ve also launched the FutureMakers initiative, which is aimed at teaching young people aged between 11 and 18 about artificial intelligence (AI) and considering the likely impact AI could have on their future careers. In addition to volunteering and grants, the Sage Foundation also helps with resource by discounting their cloud-based software and supporting charities in their local markets.
Debbie shares her experience of what it was like to launch the Sage Foundation from scratch, how she advocated for this philanthropic initiative to sit at the very top of the Sage corporate structure and also gives insight into the work required to introduce the notion of a foundation and volunteering to the firm’s 13,000-strong workforce and, ultimately, ensuring everyone is strongly engaged with philanthropy.
Debbie’s key takeaway for listeners: “Action speaks louder than words. Get on and do it!”
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share with others – thank you!
Debbie sheds light on how Sage – a business solutions company and accounting software developer – launched the Sage Foundation five years ago. She was instrumental in launching the foundation which, today, entices more than 13,000 Sage colleagues to volunteer their time (last year, they volunteered an aggregate of 31,000 days), works with 300 charities at any given time, and supports local communities through grants, resources and innovative initiatives.
Debbie notes that philanthropy and volunteering are a great way to create happiness and her passion is unmistakable. We hear how the Sage Foundation focuses on young people, women and military veterans and engages around work-readiness, education and entrepreneurialism.
Each Sage colleague is granted 5 days per year to volunteer for a charitable cause close to their heart. This can take many forms and today, with the pandemic and COVID-19 impacting the world, they’re doing a great deal of remote volunteering – such as online mentoring, helping children to read or even working with wildlife charities by reviewing live cams and assessing animals’ migration routes.
Moreover, at the Sage Foundation they’re helping charities better manage their finances in the face of the novel coronavirus pandemic – for instance, by helping charities be more effective with their cash-flow and by facilitating knowledge-sharing between organisations.
They’ve also launched the FutureMakers initiative, which is aimed at teaching young people aged between 11 and 18 about artificial intelligence (AI) and considering the likely impact AI could have on their future careers. In addition to volunteering and grants, the Sage Foundation also helps with resource by discounting their cloud-based software and supporting charities in their local markets.
Debbie shares her experience of what it was like to launch the Sage Foundation from scratch, how she advocated for this philanthropic initiative to sit at the very top of the Sage corporate structure and also gives insight into the work required to introduce the notion of a foundation and volunteering to the firm’s 13,000-strong workforce and, ultimately, ensuring everyone is strongly engaged with philanthropy.
Debbie’s key takeaway for listeners: “Action speaks louder than words. Get on and do it!”
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share with others – thank you!
Carol became Chief Executive of Coram in April 2007 and was awarded a CBE in 2013 for her contribution to services for children and families.
Carol sheds light on the charitable work of Coram in supporting the rights, welfare and education of children throughout its 280 year history. She speaks of its Founder, Thomas Coram, describing his life and passion to help children.
The conversation explores a wide range of topics, from Carol’s professional trajectory and Coram’s impact to COVID-19 and pressures on funding.
The key takeaway Carol would like listeners to keep in mind: quoting Thomas Coram, carol notes that everyone ought in duty to do any good they can, and she prompts us to ask how each of us is serving. She concludes by quoting Anne Frank: How wonderful it is that nobody need wait a single moment before they start to improve the world.
Carol became Chief Executive of Coram in April 2007 and was awarded a CBE in 2013 for her contribution to services for children and families.
Carol sheds light on the charitable work of Coram in supporting the rights, welfare and education of children throughout its 280 year history. She speaks of its Founder, Thomas Coram, describing his life and passion to help children.
The conversation explores a wide range of topics, from Carol’s professional trajectory and Coram’s impact to COVID-19 and pressures on funding.
The key takeaway Carol would like listeners to keep in mind: quoting Thomas Coram, carol notes that everyone ought in duty to do any good they can, and she prompts us to ask how each of us is serving. She concludes by quoting Anne Frank: How wonderful it is that nobody need wait a single moment before they start to improve the world.
Sanj starts off by providing an overview of ShelterBox’s origins; from a small outfit conceived 20 years ago in Cornwall, UK, to a global NGO providing disaster relief on the ground and via remote technical assistance.
It has only been a few days since super cyclone Amphan made landfall in Bangladesh and eastern India, and the latest estimates are that 10 million people have been impacted and 500,000 have lost their homes; this is on top of already being in an incredibly precarious situation as they grapple with COVID-19 in extremely densely populated areas where coronavirus is present.
It’s worth noting that a Rohingya refugee camp in Bangladesh has 40,000 people per square kilometre, whereas Wuhan, China, where the novel coronavirus (SARS-CoV-2) started has 6,000 people per square kilometre.
Sanj remarks that when the cyclone hits people are losing their homes and then moving into even more crowded settings for shelter, which then adds to the risk of coronavirus transmission. Therefore, ShelterBox needs to act quickly to provide family shelter; they’ve also got to provide hygiene materials to help people keep their hands clean.
This is a disaster on top of a disaster. This super cyclone is a natural disaster which is an acute emergency; you also have the coronavirus which is becoming a chronic emergency; and you also have the much wider development disparity with people living in extreme poverty. When you live in extreme poverty, you have less resilience and little ability to support your family. You don’t have a government that can provide you with a furloughing scheme and pay your wages, or that can bail out businesses, or provide healthcare.
Sanj recalls a conversation he had with someone in Monrovia, Liberia, in reference to the earlier Ebola outbreak. The man noted that Ebola doesn’t scare him since he’s already exposed to many risks that are alien to most Westerners. For him, dengue fever can kill him, malaria can kill him; he can’t afford healthcare, if he doesn’t work he’ll die. And so, for much of the world there is a lack of safety nets – the extreme poverty faced by millions is already life-threatening, on top of the acute and chronic emergencies.
Interestingly for a global disaster relief NGO, ShelterBox’s headquarters is in Cornwall, UK. They have approximately 110 staff in Cornwall and 20 staff in London. Sanj describes ShelterBox as both a community and an organisation. It relies to a great degree on volunteer support, from Rotary Club members to individual ambassadors.
ShelterBox has created response teams that go out into the frontlines when needed – made up both of professional humanitarians as well as volunteers. They have over 200 volunteers who are response team members in addition to their professional staff.
They run training programmes for volunteers that include a wide array of information, from how to run distribution to doing needs assessments. Training makes a big difference. They assess people for their qualities, for their appetite for learning and for their raw skills; but not necessarily their previous experience. They look for the potential in people.
ShelterBox works closely with the public and has a strong following of supporters. They’re working on developing more of an international base and now also have opened an office with a team full time in the Philippines and are looking at other countries, too. They take pride in partnering with local organisations on the ground – sometimes in very difficult circumstances in Syria, in Cameroon, in Somalia – and sticking with them, investing in their capacity and ultimately handing over responses to them.
Innovation is important. They have a ‘Horizons Team’ whose job is to spot new products for distribution and getting on top of the tech wave – thinking about what the world is going to look like in 10 or 20 years, what’s climate change going to do, what’s the scenario for that disaster they haven’t predicted. They’re also looking at new ways of working, such as remote technical assistance, which they’re currently doing in Paraguay with local partners.
Sanj sheds light on his professional trajectory. He was a Captain in the British Army and did two tours in Iraq, then joined the IRC (the International Rescue Committee) where he worked for close to a decade. He joined the Army in a pre-9/11 world. It was exciting and it was different, and he enjoyed the comradery, but through two tours in Iraq he did become disenchanted with what militaries do and can achieve versus what are the real human needs. So, he left with some good memories and some useful lessons. He then did a master’s degree and then went to the IRC – an organisation that taught him much about what it means to be a humanitarian and that’s where he got his grounding.
Today, Sanj notes that collaboration is improving between international NGOs and even with the UN, but there’s still a long way to go. Questions need to be asked around why do we have various NGOs doing the same type of work in the same country; why not have a single NGO doing each type of work and start to consolidate? There’s a long way to go but Sanj is very encouraged by the direction of travel.
Sanj posits a pragmatic idea to improve how the global community tackles some of the more intractable development problems. He doesn’t believe we can look to a deadlocked UN Security Council to resolve some of the conflicts and global issues we face – to get the Paris Climate Accords up and going for instance. Rather, he feels we need to look at more regionally led solutions and alliances. For instance, he points to ECOWAS (the Economic Community of West African States) one such example that can help where global frameworks struggle. Likewise, he refers to conflict resolution in places such as the Sudan and South Sudan, where east African states have been very involved. So, he believes that investment and support by Western countries in those types of mechanisms is a very pragmatic way to solve problems region by region.
Sanj’s key takeaway for listeners: As a senior (or aspiring) leader there is a fine balance to strike between having sufficient humility and having too much deference to what people think. It is important to keep the humility while having a lodestar that guides where we need to go without being afraid to bring people along for that journey. Try to take time to get feedback from those around you to help you strike that right balance – this will serve you well.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share -- thank you!
Sanj starts off by providing an overview of ShelterBox’s origins; from a small outfit conceived 20 years ago in Cornwall, UK, to a global NGO providing disaster relief on the ground and via remote technical assistance.
It has only been a few days since super cyclone Amphan made landfall in Bangladesh and eastern India, and the latest estimates are that 10 million people have been impacted and 500,000 have lost their homes; this is on top of already being in an incredibly precarious situation as they grapple with COVID-19 in extremely densely populated areas where coronavirus is present.
It’s worth noting that a Rohingya refugee camp in Bangladesh has 40,000 people per square kilometre, whereas Wuhan, China, where the novel coronavirus (SARS-CoV-2) started has 6,000 people per square kilometre.
Sanj remarks that when the cyclone hits people are losing their homes and then moving into even more crowded settings for shelter, which then adds to the risk of coronavirus transmission. Therefore, ShelterBox needs to act quickly to provide family shelter; they’ve also got to provide hygiene materials to help people keep their hands clean.
This is a disaster on top of a disaster. This super cyclone is a natural disaster which is an acute emergency; you also have the coronavirus which is becoming a chronic emergency; and you also have the much wider development disparity with people living in extreme poverty. When you live in extreme poverty, you have less resilience and little ability to support your family. You don’t have a government that can provide you with a furloughing scheme and pay your wages, or that can bail out businesses, or provide healthcare.
Sanj recalls a conversation he had with someone in Monrovia, Liberia, in reference to the earlier Ebola outbreak. The man noted that Ebola doesn’t scare him since he’s already exposed to many risks that are alien to most Westerners. For him, dengue fever can kill him, malaria can kill him; he can’t afford healthcare, if he doesn’t work he’ll die. And so, for much of the world there is a lack of safety nets – the extreme poverty faced by millions is already life-threatening, on top of the acute and chronic emergencies.
Interestingly for a global disaster relief NGO, ShelterBox’s headquarters is in Cornwall, UK. They have approximately 110 staff in Cornwall and 20 staff in London. Sanj describes ShelterBox as both a community and an organisation. It relies to a great degree on volunteer support, from Rotary Club members to individual ambassadors.
ShelterBox has created response teams that go out into the frontlines when needed – made up both of professional humanitarians as well as volunteers. They have over 200 volunteers who are response team members in addition to their professional staff.
They run training programmes for volunteers that include a wide array of information, from how to run distribution to doing needs assessments. Training makes a big difference. They assess people for their qualities, for their appetite for learning and for their raw skills; but not necessarily their previous experience. They look for the potential in people.
ShelterBox works closely with the public and has a strong following of supporters. They’re working on developing more of an international base and now also have opened an office with a team full time in the Philippines and are looking at other countries, too. They take pride in partnering with local organisations on the ground – sometimes in very difficult circumstances in Syria, in Cameroon, in Somalia – and sticking with them, investing in their capacity and ultimately handing over responses to them.
Innovation is important. They have a ‘Horizons Team’ whose job is to spot new products for distribution and getting on top of the tech wave – thinking about what the world is going to look like in 10 or 20 years, what’s climate change going to do, what’s the scenario for that disaster they haven’t predicted. They’re also looking at new ways of working, such as remote technical assistance, which they’re currently doing in Paraguay with local partners.
Sanj sheds light on his professional trajectory. He was a Captain in the British Army and did two tours in Iraq, then joined the IRC (the International Rescue Committee) where he worked for close to a decade. He joined the Army in a pre-9/11 world. It was exciting and it was different, and he enjoyed the comradery, but through two tours in Iraq he did become disenchanted with what militaries do and can achieve versus what are the real human needs. So, he left with some good memories and some useful lessons. He then did a master’s degree and then went to the IRC – an organisation that taught him much about what it means to be a humanitarian and that’s where he got his grounding.
Today, Sanj notes that collaboration is improving between international NGOs and even with the UN, but there’s still a long way to go. Questions need to be asked around why do we have various NGOs doing the same type of work in the same country; why not have a single NGO doing each type of work and start to consolidate? There’s a long way to go but Sanj is very encouraged by the direction of travel.
Sanj posits a pragmatic idea to improve how the global community tackles some of the more intractable development problems. He doesn’t believe we can look to a deadlocked UN Security Council to resolve some of the conflicts and global issues we face – to get the Paris Climate Accords up and going for instance. Rather, he feels we need to look at more regionally led solutions and alliances. For instance, he points to ECOWAS (the Economic Community of West African States) one such example that can help where global frameworks struggle. Likewise, he refers to conflict resolution in places such as the Sudan and South Sudan, where east African states have been very involved. So, he believes that investment and support by Western countries in those types of mechanisms is a very pragmatic way to solve problems region by region.
Sanj’s key takeaway for listeners: As a senior (or aspiring) leader there is a fine balance to strike between having sufficient humility and having too much deference to what people think. It is important to keep the humility while having a lodestar that guides where we need to go without being afraid to bring people along for that journey. Try to take time to get feedback from those around you to help you strike that right balance – this will serve you well.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share -- thank you!
This episode follows from an earlier episode of The Do One Better! Podcast featuring Matt Reed, which aired in October 2019. It is worth listening to that episode in conjunction with this one.
This conversation sheds light on the Aga Khan Foundation and the Aga Khan Development Network at a global level and provides tangible insight to their work in India.
Matt Reed is CEO of the Aga Khan Foundation in the UK (and was formerly CEO in India between 2013 and 2016) and Tinni Sawhney is the current CEO of the Aga Khan Foundation in India. Together, they provide a multifaceted account of how they’re helping the most marginalised communities and individuals.
The Aga Khan Foundation is one of 10 development agencies that together form the Aga Khan Development Network, founded by His Highness the Aga Khan. They work across all 17 UN Sustainable Development Goals (SDGs) and aim to:
They’re active in approximately 20 countries across central and south Asia, east and west Africa, and the Middle East. They focus on the poorest of the poor, in some of the most remote regions of the countries where they’re active.
Across the Network, they employ between 80,000 and 90,000 people – excluding the communities and volunteers they work with – and the Foundation itself works with approximately 40,000 civil society organisations annually. Annual operations across all 10 agencies is roughly $5.5bn.
Tinni Sawhney sheds light on the work of the Aga Khan Foundation in India. Their interventions span many sectors, including girls’ rights, women’s economic empowerment, gender equality, early childhood development and agriculture. Prioritising the needs of women is central to all their work.
On the issue of society’s attitudes in India towards women being active in the labour market; girls staying in school for as many years as boys do etc: Tinni notes that oftentimes, women’s work is unseen and unheard. At the Aga Khan Foundation, they want to make sure women realise just how important women's work is both to the communities in which they reside and also in their own households. It is also important to help men realise that the work of women is so fundamental to the economic development of their work and, therefore, they need to allow women to step out of their home.
Tinni talks with passion about an intervention that helps schoolgirls and young women have a voice. She sheds light into one programme that had identified that many girls were dropping out of school to stay at home and manage the house. But these girls definitely had aspirations.
So, they launched learning centres that provided a welcoming environment and enabled participants to gain some qualifications and vocational life skills - also making them aware of their rights and entitlements.
This life skills education led girls to realise they could have a different life. In the eyes of their immediate household these were now women who were contributing to the running of the household economy, so that increased their status within the household and, importantly, within the community there was also a greater acceptance of women working.
Many girls who complete this vocational training end up becoming role models to other girls in their communities. And, ultimately, that’s how change across the whole of society happens.
The Aga Khan Foundation is very much a facilitator and their interventions are sustainable, whereby they continue to yield benefit to local communities even after the Foundation is no longer directly involved, and whereby many of the benefits and ideas that result from their interventions actually originate within the local communities themselves.
Tinni goes on to shed light on her own professional trajectory and how she ended up becoming the CEO of the Aga Khan Foundation in India. She notes that while growing up she didn’t feel she was going to be active in the development field. But that changed when she joined the Institute of Rural Management in Gujarat . As part of her training she had to live two months in a village that had no running water and the only house that had a toilet was the house where Tinni was sent to live by her institute. That’s when she realised that if we are really going to make a change then perhaps this is the setting where one starts. She was very enthused by Mahatma Gandhi’s sayings that India resides in its villages. That’s where Tinni found her calling.
Tinni’s key takeaway for listeners: Sometimes we find the greatest stories of courage and empowerment among those we would think of as poor. She has found some of the greatest stories of empowerment among the women she works with. She feels the potential to overcome great odds is present in everyone. With a little bit of support, people can take this potential so much further – one cannot even imagine. With a little support that potential can really become an agent of change. This is very inspiring!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely with others – thank you!
This episode follows from an earlier episode of The Do One Better! Podcast featuring Matt Reed, which aired in October 2019. It is worth listening to that episode in conjunction with this one.
This conversation sheds light on the Aga Khan Foundation and the Aga Khan Development Network at a global level and provides tangible insight to their work in India.
Matt Reed is CEO of the Aga Khan Foundation in the UK (and was formerly CEO in India between 2013 and 2016) and Tinni Sawhney is the current CEO of the Aga Khan Foundation in India. Together, they provide a multifaceted account of how they’re helping the most marginalised communities and individuals.
The Aga Khan Foundation is one of 10 development agencies that together form the Aga Khan Development Network, founded by His Highness the Aga Khan. They work across all 17 UN Sustainable Development Goals (SDGs) and aim to:
They’re active in approximately 20 countries across central and south Asia, east and west Africa, and the Middle East. They focus on the poorest of the poor, in some of the most remote regions of the countries where they’re active.
Across the Network, they employ between 80,000 and 90,000 people – excluding the communities and volunteers they work with – and the Foundation itself works with approximately 40,000 civil society organisations annually. Annual operations across all 10 agencies is roughly $5.5bn.
Tinni Sawhney sheds light on the work of the Aga Khan Foundation in India. Their interventions span many sectors, including girls’ rights, women’s economic empowerment, gender equality, early childhood development and agriculture. Prioritising the needs of women is central to all their work.
On the issue of society’s attitudes in India towards women being active in the labour market; girls staying in school for as many years as boys do etc: Tinni notes that oftentimes, women’s work is unseen and unheard. At the Aga Khan Foundation, they want to make sure women realise just how important women's work is both to the communities in which they reside and also in their own households. It is also important to help men realise that the work of women is so fundamental to the economic development of their work and, therefore, they need to allow women to step out of their home.
Tinni talks with passion about an intervention that helps schoolgirls and young women have a voice. She sheds light into one programme that had identified that many girls were dropping out of school to stay at home and manage the house. But these girls definitely had aspirations.
So, they launched learning centres that provided a welcoming environment and enabled participants to gain some qualifications and vocational life skills - also making them aware of their rights and entitlements.
This life skills education led girls to realise they could have a different life. In the eyes of their immediate household these were now women who were contributing to the running of the household economy, so that increased their status within the household and, importantly, within the community there was also a greater acceptance of women working.
Many girls who complete this vocational training end up becoming role models to other girls in their communities. And, ultimately, that’s how change across the whole of society happens.
The Aga Khan Foundation is very much a facilitator and their interventions are sustainable, whereby they continue to yield benefit to local communities even after the Foundation is no longer directly involved, and whereby many of the benefits and ideas that result from their interventions actually originate within the local communities themselves.
Tinni goes on to shed light on her own professional trajectory and how she ended up becoming the CEO of the Aga Khan Foundation in India. She notes that while growing up she didn’t feel she was going to be active in the development field. But that changed when she joined the Institute of Rural Management in Gujarat . As part of her training she had to live two months in a village that had no running water and the only house that had a toilet was the house where Tinni was sent to live by her institute. That’s when she realised that if we are really going to make a change then perhaps this is the setting where one starts. She was very enthused by Mahatma Gandhi’s sayings that India resides in its villages. That’s where Tinni found her calling.
Tinni’s key takeaway for listeners: Sometimes we find the greatest stories of courage and empowerment among those we would think of as poor. She has found some of the greatest stories of empowerment among the women she works with. She feels the potential to overcome great odds is present in everyone. With a little bit of support, people can take this potential so much further – one cannot even imagine. With a little support that potential can really become an agent of change. This is very inspiring!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely with others – thank you!
Home for Good is the charity Krish founded 5 years ago, which came out of his own family’s experience of fostering and adopting.
We hear how in the UK there’s a shortage of foster carers and adoptive parents; in the USA there are over 110,000 children who are in the care system waiting to be adopted and are ready for families. Globally, there’s a whole issue on how we care for children.
In the UK, the government is the corporate parent of every child that’s in the care system. There has been a huge upturn in the number of kids who are in care in England with 75,000 kids in care at present. The government is struggling to find carers.
Krish works very closely with the UK Department for Education and, also, he is increasingly working with the UK Home Office, since there is a pressing need for unaccompanied asylum seeking children who have fled war and terror in places like Syria, Afghanistan and Eritrea.
Krish notes that asking someone to become an adoptive parent or foster carer is a really big ask. It goes well beyond asking someone to give money. Rather, we’re asking people to open their homes and welcome into their families strangers’ children who have had all sorts of on-going trauma; to love these kids as their own flesh and blood, not just for a hobby or a weekend but for the rest of their lives – that’s a huge ask. It’s a hugely philanthropic way of living.
During the conversation, Krish also shares his fascinating personal story and sheds light into his mixed race background, his mother’s experience growing up as a child in an orphanage and his own six children – three of whom are his birth children.
Krish’s dad was born in Malaysia, and his dad’s dad was born in Sri Lanka. His mother was born in India, and her dad was Irish. Krish notes how in the 1940s and 1950s it was quite unusual for a mixed race marriage to take place and, because mixed race children were not socially acceptable, his grandfather’s three daughters ended up in three different orphanages all over India. This was the case even though their mother was around and able to care for them.
As a consequence of discovering his own personal family history, Krish is now also quite focused on the issue of de-institutionalisation.
Most children in orphanages around the world have living parents. However, he notes that because of social stigma or well-intentioned philanthropy that hasn’t necessarily been thought out we are unnecessarily institutionalising children. This was Krish’s mom’s story – she didn’t need to be in an orphanage as a child yet she grew up in one unnecessarily.
Krish goes on to explain how, today, he now has three birth kids and three permanent other members of their family through fostering and adoption. It is through these experiences that Krish and his wife know both how challenging fostering and adopting are and, also, just how very rewarding they are as well.
Krish’ passion comes across loud and clear and he explains how the goal of finding a home for every child that needs one has been the operating vision of Home for Good since the very outset.
To underscore how consequential this issue is to society, he presents some sobering statistics: for instance, kids who age out of the foster system in the UK make up 1% of the population but they make up 25% of the homeless population and make up between 40% and 50% of our prison population.
Krish's takeaway for philanthropists: Passion and heart are not enough to do effective philanthropy. As philanthropists we have go to be absolutely informed and clear that our interventions are actually doing good.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely -- thank you!
Home for Good is the charity Krish founded 5 years ago, which came out of his own family’s experience of fostering and adopting.
We hear how in the UK there’s a shortage of foster carers and adoptive parents; in the USA there are over 110,000 children who are in the care system waiting to be adopted and are ready for families. Globally, there’s a whole issue on how we care for children.
In the UK, the government is the corporate parent of every child that’s in the care system. There has been a huge upturn in the number of kids who are in care in England with 75,000 kids in care at present. The government is struggling to find carers.
Krish works very closely with the UK Department for Education and, also, he is increasingly working with the UK Home Office, since there is a pressing need for unaccompanied asylum seeking children who have fled war and terror in places like Syria, Afghanistan and Eritrea.
Krish notes that asking someone to become an adoptive parent or foster carer is a really big ask. It goes well beyond asking someone to give money. Rather, we’re asking people to open their homes and welcome into their families strangers’ children who have had all sorts of on-going trauma; to love these kids as their own flesh and blood, not just for a hobby or a weekend but for the rest of their lives – that’s a huge ask. It’s a hugely philanthropic way of living.
During the conversation, Krish also shares his fascinating personal story and sheds light into his mixed race background, his mother’s experience growing up as a child in an orphanage and his own six children – three of whom are his birth children.
Krish’s dad was born in Malaysia, and his dad’s dad was born in Sri Lanka. His mother was born in India, and her dad was Irish. Krish notes how in the 1940s and 1950s it was quite unusual for a mixed race marriage to take place and, because mixed race children were not socially acceptable, his grandfather’s three daughters ended up in three different orphanages all over India. This was the case even though their mother was around and able to care for them.
As a consequence of discovering his own personal family history, Krish is now also quite focused on the issue of de-institutionalisation.
Most children in orphanages around the world have living parents. However, he notes that because of social stigma or well-intentioned philanthropy that hasn’t necessarily been thought out we are unnecessarily institutionalising children. This was Krish’s mom’s story – she didn’t need to be in an orphanage as a child yet she grew up in one unnecessarily.
Krish goes on to explain how, today, he now has three birth kids and three permanent other members of their family through fostering and adoption. It is through these experiences that Krish and his wife know both how challenging fostering and adopting are and, also, just how very rewarding they are as well.
Krish’ passion comes across loud and clear and he explains how the goal of finding a home for every child that needs one has been the operating vision of Home for Good since the very outset.
To underscore how consequential this issue is to society, he presents some sobering statistics: for instance, kids who age out of the foster system in the UK make up 1% of the population but they make up 25% of the homeless population and make up between 40% and 50% of our prison population.
Krish's takeaway for philanthropists: Passion and heart are not enough to do effective philanthropy. As philanthropists we have go to be absolutely informed and clear that our interventions are actually doing good.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely -- thank you!
We hear how five venture capitalists met in London approximately 15 years ago and explored how philanthropy could embrace more of an entrepreneurial spirit, and how venture capital assets could blend with philanthropy assets. Those were the origins of the EVPA.
There are many ways of defining venture philanthropy, and Steven likes to think about it along three dimensions: 1) yes, giving is good but it’s even better if you can measure your results and you know what you’re after; 2) as in venture capitalism, you need to go beyond the funding by exploring the value that one can provide by opening one’s networks, by providing capacity-building etc; and 3) being creative enough to provide tailored financing that is flexible and fits best with a given situation.
We hear how the EVPA is active in over 30 countries and has more than 300 members. They are an ecosystem builder and provide diverse services, from peer group convening to research and working closely with all stakeholders.
The EVPA also has a strong relationship with the European Commission and connects closely with academic institutions and policymakers. The typical profile of an EVPA member is mainly a European, cross-national organisation. Foundations and social investment funds are two of their main membership constituents, along with organisations such as NGOs and social enterprises that are more on the demand side of the equation.
While traditionally their members were organisations, more recently they have also started including high-net-worth individuals (HNWIs) and philanthropists in their membership – individuals who can bring key resources and expertise to the mix.
Steven notes that COVID-19 is presenting serious challenges and he views this pandemic in three phases:
1) The survival phase – ensuring, for instance, that liquidity challenges don’t lead social enterprises to failure.
2) The revival phase – say the next 6 to 18 months – how best to stabilise and get things back on line.
3) The building resilience phase – being much better prepared for whatever future crisis might be looming in the horizon.
Foundations are struggling right now as they consider how to address the challenges presented by the novel coronavirus; they’re being prompted to ask some highly consequential questions, such as:
1) Should I redesign my programme, perhaps by moving away from a traditional focus on, say, the arts to a new focus on health or tackling COVID-19 in refugee camps?
2) Should I shorten my investment horizon from a multi-year approach to a more short-term focus, right now, to support organisations with immediate funding to address their liquidity challenges? and
3) How should I react if my foundation’s endowment has taken a serious hit?
Steven notes that the EVPA is suggesting to their members that they become a bit more relaxed about the rigorous reporting requirements they’re traditionally asking of grantees and to be more flexible with the management of grants; they should ideally open up a little bit about where and when to use the money; become a bit more relaxed because it’s urgently needed now.
When asked about how the EVPA member organisations and industry stakeholders all share information with each other, Steven mentioned that they have just gone live with Unitus Europe – a European philanthropy and social investing impact hub – a joint initiative the EVPA was very involved in launching. They’re joining forces to ensure that the whole sector can have visibility on the different actions and initiatives that are being taken and, in the process, connecting supply and demand.
Steven also sheds light on the challenges being faced by social investment funds at this time and the partnerships that the EVPA has developed with various universities that are focused on applied research, such as ESADE in Barcelona, ERASMUS in Rotterdam, Catolica in Lisbon and HEC in Paris.
Steven talks about his background in the private sector and how he ended up running the EVPA. He always had a conviction that there should be a sweet spot where you can both do business and you can also do good at the same time.
When considering what success looks like in the next 10 years; a time horizon that aligns well with the UN Sustainable Development Goals (SDGs), Steven notes that using regulated accounts to measure the success of a business is something we’ve started doing approximately 150 years ago. Before that there really weren’t any regulated accounts. Yet, today, the financials are the key metric everyone looks to. A similar thing happened with risk – looking at risk and return is something that is relatively new. Therefore, what Steven sees now is a third element coming into the picture, which is 'impact'. Societal additionality – there are loads of debates on how to measure impact yet, in 10 years’ time, he’d like to see a state of affairs where impact is a tangible and integral part of this risk-return-impact dimension.
Steven’s key takeaway for listeners: these unprecedented times in light of COVID-19 mean there are big dangers and big opportunities out there. He sees that in times of crisis, we tend to take measures that are not temporary but are often here to stay. Right now he’s following a current discussion on privacy and whether we should deploy smartphone apps to track what we’re doing, who we’re connecting with etc [within a COVID-19 context]. From an immediate perspective, for sure, there is a benefit of implementing such a system. However, we need to be mindful of how best to implement things that have a short-term value while also keeping in mind that once implemented it may not be so easy to remove them when required. We should be very aware that the actions we take now in this time of crisis will probably be around for a much longer time. Democracy is at stake – we should not take light-hearted decisions and we must keep our long-term values front and centre when taking action now.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely -- thank you!
We hear how five venture capitalists met in London approximately 15 years ago and explored how philanthropy could embrace more of an entrepreneurial spirit, and how venture capital assets could blend with philanthropy assets. Those were the origins of the EVPA.
There are many ways of defining venture philanthropy, and Steven likes to think about it along three dimensions: 1) yes, giving is good but it’s even better if you can measure your results and you know what you’re after; 2) as in venture capitalism, you need to go beyond the funding by exploring the value that one can provide by opening one’s networks, by providing capacity-building etc; and 3) being creative enough to provide tailored financing that is flexible and fits best with a given situation.
We hear how the EVPA is active in over 30 countries and has more than 300 members. They are an ecosystem builder and provide diverse services, from peer group convening to research and working closely with all stakeholders.
The EVPA also has a strong relationship with the European Commission and connects closely with academic institutions and policymakers. The typical profile of an EVPA member is mainly a European, cross-national organisation. Foundations and social investment funds are two of their main membership constituents, along with organisations such as NGOs and social enterprises that are more on the demand side of the equation.
While traditionally their members were organisations, more recently they have also started including high-net-worth individuals (HNWIs) and philanthropists in their membership – individuals who can bring key resources and expertise to the mix.
Steven notes that COVID-19 is presenting serious challenges and he views this pandemic in three phases:
1) The survival phase – ensuring, for instance, that liquidity challenges don’t lead social enterprises to failure.
2) The revival phase – say the next 6 to 18 months – how best to stabilise and get things back on line.
3) The building resilience phase – being much better prepared for whatever future crisis might be looming in the horizon.
Foundations are struggling right now as they consider how to address the challenges presented by the novel coronavirus; they’re being prompted to ask some highly consequential questions, such as:
1) Should I redesign my programme, perhaps by moving away from a traditional focus on, say, the arts to a new focus on health or tackling COVID-19 in refugee camps?
2) Should I shorten my investment horizon from a multi-year approach to a more short-term focus, right now, to support organisations with immediate funding to address their liquidity challenges? and
3) How should I react if my foundation’s endowment has taken a serious hit?
Steven notes that the EVPA is suggesting to their members that they become a bit more relaxed about the rigorous reporting requirements they’re traditionally asking of grantees and to be more flexible with the management of grants; they should ideally open up a little bit about where and when to use the money; become a bit more relaxed because it’s urgently needed now.
When asked about how the EVPA member organisations and industry stakeholders all share information with each other, Steven mentioned that they have just gone live with Unitus Europe – a European philanthropy and social investing impact hub – a joint initiative the EVPA was very involved in launching. They’re joining forces to ensure that the whole sector can have visibility on the different actions and initiatives that are being taken and, in the process, connecting supply and demand.
Steven also sheds light on the challenges being faced by social investment funds at this time and the partnerships that the EVPA has developed with various universities that are focused on applied research, such as ESADE in Barcelona, ERASMUS in Rotterdam, Catolica in Lisbon and HEC in Paris.
Steven talks about his background in the private sector and how he ended up running the EVPA. He always had a conviction that there should be a sweet spot where you can both do business and you can also do good at the same time.
When considering what success looks like in the next 10 years; a time horizon that aligns well with the UN Sustainable Development Goals (SDGs), Steven notes that using regulated accounts to measure the success of a business is something we’ve started doing approximately 150 years ago. Before that there really weren’t any regulated accounts. Yet, today, the financials are the key metric everyone looks to. A similar thing happened with risk – looking at risk and return is something that is relatively new. Therefore, what Steven sees now is a third element coming into the picture, which is 'impact'. Societal additionality – there are loads of debates on how to measure impact yet, in 10 years’ time, he’d like to see a state of affairs where impact is a tangible and integral part of this risk-return-impact dimension.
Steven’s key takeaway for listeners: these unprecedented times in light of COVID-19 mean there are big dangers and big opportunities out there. He sees that in times of crisis, we tend to take measures that are not temporary but are often here to stay. Right now he’s following a current discussion on privacy and whether we should deploy smartphone apps to track what we’re doing, who we’re connecting with etc [within a COVID-19 context]. From an immediate perspective, for sure, there is a benefit of implementing such a system. However, we need to be mindful of how best to implement things that have a short-term value while also keeping in mind that once implemented it may not be so easy to remove them when required. We should be very aware that the actions we take now in this time of crisis will probably be around for a much longer time. Democracy is at stake – we should not take light-hearted decisions and we must keep our long-term values front and centre when taking action now.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely -- thank you!
The organisation was founded in 2016 by the Secretary General of the United Nations; its Board includes the head of UNICEF and the head of the World Health Organisation (WHO). It is a public-private collaboration that includes UN agencies, governments, industry and others. They have more than 400 members.
Collectively, they want to raise awareness, catalyse leadership commitments, mobilise resources, promote evidence-based solutions and support those who are working on the front line to tackle all forms of violence, abuse and neglect of children.
Early on in the podcast, we delve into the large amount of useful information they’re curating, which is available on their website, to help ensure children are protected during this period of uncertainty with the COVID-19 backdrop.
The Global Partnership to End Violence Against Children acts as a focal point of evidence-based information that is of relevance across many sectors, such as health, education and social services. We are reminded that many sectors are involved in protecting children from violence.
Howard remarks that the risks children face right now are not new risks but they are exacerbated risks, due in great part to the high stress of COVID-19 in domestic environments -- confinement, isolation, job loss etc. We hear how children are spending much more time online, and this increases risk.
Collectively, the Global Partnership to End Violence Against Children is trying to ensure child protection is embedded in government responses to COVID-19 across the globe. This is a key priority. It is also imperative that child protection services continue to be seen as essential services and get resourced appropriately during this pandemic.
Howard notes they must ensure that they get the right evidence-based advice to parents, caregivers and to children themselves. And, he underscores the importance of providing ‘evidence-based’ information since there is a lot of questionable information sloshing around out there. He notes it is a privilege to be working so closely with UNICEF, the WHO, the US Centers for Disease Control and many others – drawing on a wealth of experience and expertise.
One of the challenges right now is packaging this evidence-based information in the appropriate way to ensure it’s reaching the right audiences, with the right messages, in a timely fashion, to equip parents, caregivers and in some cases the children themselves to stay safe.
Countries are at different stages in dealing with the impact of COVID-19 and are embracing different responses. Irrespective of each country’s particular circumstances, Howard wants to ensure governments are taking child protection seriously. It is important to note this issue doesn’t go away once a coronavirus vaccine is made available. The violence, neglect and abuse experienced by children today will have very long-lasting effects on individual children and national economies.
There are approximately 1.5bn children who were previously in school and now are out of school due to COVID-19. Much of what these children are doing today is online; and they’re not connecting in person with teachers, friends or social workers – the network of people children normally have around them who can serve a protective function.
It’s important that parents and caregivers know what children are doing online. Moreover, we hear how there is also a role for technology companies and telecoms companies to play as well. There are certain things they can do in terms of making their platforms, their social media and their learning spaces as safe as possible; and, they can also help push out child safety messages and help detect, disrupt and stop any harmful activity that’s going on.
The episode also touches on the increased vulnerability of certain at-risk segments, such as children who are refugees, migrants, displaced children and children living in conflict environments; often without parental care, living on the streets or in urban slums. On top of everything, there’s also a gender dimension to keep in mind since girls are at higher risk than boys.
Howard speaks about his organisation’s strategic considerations in light of COVID-19 – his organisation employs approximately 25 staff who are mainly based in the USA and Geneva, Switzerland. Many of them have worked in social impact and international development, yet none of them have ever worked through a global pandemic of this nature. The challenge now is that this pandemic doesn’t only impact their beneficiaries but, indeed, it has a direct impact on the team as individuals and the organisation as a whole.
Despite the wealth of experience the team has in dealing with conflicts and various other crises over many years and many places, the COVID-19 pandemic feels qualitatively different. Everyone in Howard’s team is remote working and they’ve done much by way of scenario thinking and contingency planning as they try to figure out what this pandemic could look like as time moves on.
It’s not just about how to end violence during COVID-19 but also nobody knows exactly how lockdowns will unwind or how COVID-19 will eventually unfold, or when a vaccine will come in, so it’s also about thinking of the next 18 months and beyond, and what is going to be needed, what is going to be possible and how do they go about that with and through their partners.
Howard also introduces listeners to their ‘Fund’, which has made significant investments in the last few years – particularly to address child online safety and also for children in humanitarian areas of conflict. In light of COVID-19, they’re now reaching out to their grantees to find out what they need on the ground, what the implications are for the work they’re doing, and what it means for them not just workwise but also organisationally. It is a fund that has mainly been funded by governments and foundations but that is open to everyone who wishes to support the work they’re doing.
We then also hear of INSPIRE – a set of evidence-based strategies for countries and communities working to eliminate violence against children, which was created by various UN agencies, the US Centers for Disease Control and others. Howard noted that it’s probably the best example of a comprehensive set of strategies which, if adopted, followed, resourced and implemented give you a good shot at ending violence against children.
When asked what success looks like for the next 10 years: Howard would like to see target 16.2 of the UN Sustainable Development Goals (SDGs) achieved by 2030 – the target focuses on eliminating violence against children. He views it as his job, and that of his team and partners, to hold governments to account and, indeed, also to support governments with the evidence and resources.
Howard’s key takeaway: Firstly, we can and must do more to protect children during COVID-19. Secondly, to have optimism that coming out of COVID-19 the world isn’t going to be the same as it was before, and so asking what is it going to look like to build back differently. Whether that’s around the level of consciousness and awareness of the issue; whether that’s around action that’s taken to address the issue of violence, abuse and neglect of children. Do more now, and in doing so be more aware and, then, let’s build back differently as we come out of this crisis to whatever the next new normal is going to look like for children all over the world.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely -- thank you!
The organisation was founded in 2016 by the Secretary General of the United Nations; its Board includes the head of UNICEF and the head of the World Health Organisation (WHO). It is a public-private collaboration that includes UN agencies, governments, industry and others. They have more than 400 members.
Collectively, they want to raise awareness, catalyse leadership commitments, mobilise resources, promote evidence-based solutions and support those who are working on the front line to tackle all forms of violence, abuse and neglect of children.
Early on in the podcast, we delve into the large amount of useful information they’re curating, which is available on their website, to help ensure children are protected during this period of uncertainty with the COVID-19 backdrop.
The Global Partnership to End Violence Against Children acts as a focal point of evidence-based information that is of relevance across many sectors, such as health, education and social services. We are reminded that many sectors are involved in protecting children from violence.
Howard remarks that the risks children face right now are not new risks but they are exacerbated risks, due in great part to the high stress of COVID-19 in domestic environments -- confinement, isolation, job loss etc. We hear how children are spending much more time online, and this increases risk.
Collectively, the Global Partnership to End Violence Against Children is trying to ensure child protection is embedded in government responses to COVID-19 across the globe. This is a key priority. It is also imperative that child protection services continue to be seen as essential services and get resourced appropriately during this pandemic.
Howard notes they must ensure that they get the right evidence-based advice to parents, caregivers and to children themselves. And, he underscores the importance of providing ‘evidence-based’ information since there is a lot of questionable information sloshing around out there. He notes it is a privilege to be working so closely with UNICEF, the WHO, the US Centers for Disease Control and many others – drawing on a wealth of experience and expertise.
One of the challenges right now is packaging this evidence-based information in the appropriate way to ensure it’s reaching the right audiences, with the right messages, in a timely fashion, to equip parents, caregivers and in some cases the children themselves to stay safe.
Countries are at different stages in dealing with the impact of COVID-19 and are embracing different responses. Irrespective of each country’s particular circumstances, Howard wants to ensure governments are taking child protection seriously. It is important to note this issue doesn’t go away once a coronavirus vaccine is made available. The violence, neglect and abuse experienced by children today will have very long-lasting effects on individual children and national economies.
There are approximately 1.5bn children who were previously in school and now are out of school due to COVID-19. Much of what these children are doing today is online; and they’re not connecting in person with teachers, friends or social workers – the network of people children normally have around them who can serve a protective function.
It’s important that parents and caregivers know what children are doing online. Moreover, we hear how there is also a role for technology companies and telecoms companies to play as well. There are certain things they can do in terms of making their platforms, their social media and their learning spaces as safe as possible; and, they can also help push out child safety messages and help detect, disrupt and stop any harmful activity that’s going on.
The episode also touches on the increased vulnerability of certain at-risk segments, such as children who are refugees, migrants, displaced children and children living in conflict environments; often without parental care, living on the streets or in urban slums. On top of everything, there’s also a gender dimension to keep in mind since girls are at higher risk than boys.
Howard speaks about his organisation’s strategic considerations in light of COVID-19 – his organisation employs approximately 25 staff who are mainly based in the USA and Geneva, Switzerland. Many of them have worked in social impact and international development, yet none of them have ever worked through a global pandemic of this nature. The challenge now is that this pandemic doesn’t only impact their beneficiaries but, indeed, it has a direct impact on the team as individuals and the organisation as a whole.
Despite the wealth of experience the team has in dealing with conflicts and various other crises over many years and many places, the COVID-19 pandemic feels qualitatively different. Everyone in Howard’s team is remote working and they’ve done much by way of scenario thinking and contingency planning as they try to figure out what this pandemic could look like as time moves on.
It’s not just about how to end violence during COVID-19 but also nobody knows exactly how lockdowns will unwind or how COVID-19 will eventually unfold, or when a vaccine will come in, so it’s also about thinking of the next 18 months and beyond, and what is going to be needed, what is going to be possible and how do they go about that with and through their partners.
Howard also introduces listeners to their ‘Fund’, which has made significant investments in the last few years – particularly to address child online safety and also for children in humanitarian areas of conflict. In light of COVID-19, they’re now reaching out to their grantees to find out what they need on the ground, what the implications are for the work they’re doing, and what it means for them not just workwise but also organisationally. It is a fund that has mainly been funded by governments and foundations but that is open to everyone who wishes to support the work they’re doing.
We then also hear of INSPIRE – a set of evidence-based strategies for countries and communities working to eliminate violence against children, which was created by various UN agencies, the US Centers for Disease Control and others. Howard noted that it’s probably the best example of a comprehensive set of strategies which, if adopted, followed, resourced and implemented give you a good shot at ending violence against children.
When asked what success looks like for the next 10 years: Howard would like to see target 16.2 of the UN Sustainable Development Goals (SDGs) achieved by 2030 – the target focuses on eliminating violence against children. He views it as his job, and that of his team and partners, to hold governments to account and, indeed, also to support governments with the evidence and resources.
Howard’s key takeaway: Firstly, we can and must do more to protect children during COVID-19. Secondly, to have optimism that coming out of COVID-19 the world isn’t going to be the same as it was before, and so asking what is it going to look like to build back differently. Whether that’s around the level of consciousness and awareness of the issue; whether that’s around action that’s taken to address the issue of violence, abuse and neglect of children. Do more now, and in doing so be more aware and, then, let’s build back differently as we come out of this crisis to whatever the next new normal is going to look like for children all over the world.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely -- thank you!
Dalberg is a strategic advisory firm serving a wide range of clients, from foundations and NGOs to private firms and governments. The firm was founded in 2001 and aims to create a world where all people everywhere are able to reach their full potential. In this episode we discuss how they're tackling COVID-19 implications and advising their clients accordingly.
Development and impact is key for Dalberg and, today, they are a group of companies with 30 offices globally and interests in a wide range of activities, including: human-centered design, data analytics, on-the-ground research, transaction advisory, media and advocacy, and increasingly implementation capacity.
Edwin started his career at McKinsey & Co in New York in 2001. He notes how 9/11 was actually his second day at work and it was a defining moment in his life that helped shape his outlook and appreciation of impact and the importance of things besides traditional shareholder value maximisation.
Dalberg works closely with national governments, the UN ecosystem and multilateral agencies. They’ve become the largest top-tier advisory firm in Africa; larger even than those that don’t focus on mission and impact to the same extent. They appreciate that many markets in the global south are the most forgotten and the least able to access professional support, and they’re keen to ‘localise’ their approach, meaning that in any given country where they operate, between 60% to 80% of staff are from that country themselves.
Thematically, they cover everything across the UN Sustainable Development Goals (SDGs) since, as Edwin notes, everything is tightly interconnected. You can’t fix malnutrition in children, for instance, by focusing on health alone. The drivers may well be agricultural issues, or trade issues, or education issues – everything is interconnected.
COVID-19 has been a major shock to every single client they serve; private, governmental, philanthropies; it has impacted everyone across the board. When advising clients on how best to brace themselves for the arrival of COVID-19, there are three core things they’re focused on:
Firstly: Understand thoroughly what the situation is today, and respond appropriately. If you’re a private venture, consider your supply chain, your workforce and your distribution networks, for instance. If you’re a government, what does this do to your fiscal space and your ability to raise taxes. If you’re a philanthropist, which places do you invest in, and are you taking a portfolio view. Even in this immediate context, what are the things you can do today that can have a long-term impact for your own organisation and business. Edwin emphasises that in the middle of a crisis nobody has perfect information, so you need to have a system to constantly assess what’s going on so you can respond accordingly. Also, recognise that the decisions you made yesterday may not be the correct ones for today, since you may now have new or better information that you didn’t have before.
Secondly: Start understanding what are the mid-term impacts that COVID-19 will likely have on your firm, government or philanthropy, and make decisions that provide for the best possible floor for your organisation so you don’t crash through it and therefore are unable to recover when this crisis concludes.
Thirdly: Proactively start to plan for what the post-pandemic world could look like. Because the decisions you make today could lock you in a negative space if you don’t think long-term enough on what recovery begins to look like – you may be tempted to get rid of capabilities or assets or partnerships that you might need to reacquire further down the line.
It is important to recognise that the first thing you’ll feel is panic; the world is falling on your head and you don’t know what to do. It’s important to acknowledge this but, also, you need to park that to one side and then move to a more deliberate approach to understand the expected impact on your organisation and then start to plan appropriately for what the response looks like.
Even at Delberg themselves, they started tracking COVID-19 in early January 2020 and once they realised that this virus wasn’t going to be contained in China, they very quickly started having business continuity conversations and ensuring the most important matters got attention from the very most senior leadership in the firm. We don’t know what the crisis will look like but we know that we can prepare today as best as possible so we can aim to respond appropriately.
Towards the end of February they stopped all international travel at Dalberg, which was very difficult to do, especially keeping in mind their on-the-ground research and human-centered design work. This was difficult but it was the right decision to protect their staff, the communities where they’re based and simply to be good citizens of the world and reduce the risk of transmitting this virus as they’re travelling through airports.
Edwin is based in Nairobi, Kenya, and he explains how there, too, they experienced initial panic followed by anxiety. This is a challenge for government leaders because on the one hand you want to protect the health of your citizens and on the other you want to protect their livelihoods – many people don’t have savings and are manual workers. It’s a very challenging reality. In some communities social distancing is simply impossible, with high-density communities, no running water, no possibility for remote working. A taxi driver or a labourer in a construction site simply cannot telecommute and, yet, these are the most vulnerable segments.
In response, Dalberg is incubating coalitions that can tackle these challenges in effective and scalable ways. ‘Safe Hands’ is one such initiative. It’s a coalition of Dalberg and new tech companies in Kenya, and manufacturers and distributers aimed at providing the hand sanitisers and face masks so desperately needed, and ensuring as much as possible of these get to informal communities. It’s large scale manufacturing at the lowest possible cost. Almost everyone in the coalition has said they’re putting aside the profit motive to ensure they’re protecting these more vulnerable communities.
Another initiative focuses on unconditional cash transfers to those who are most vulnerable. These cash transfers help people so they can continue to operate and exist as individuals. Cash has a strong economic multiplier because it ensures the local shopkeeper is still able to sell products and, therefore, the supply chain is maintained.
They’ve started these two coalitions in Kenya, but their aim is to use these as examples for others to build similar coalitions in countries across the globe. They want to share the model, the lessons they’ve learned and ensure they share this insight with others.
Edwin notes that some philanthropists in the global south have stepped up to the challenge; Aliko Dangote being one such example. The bit Edwin underscores from a global north philanthropy perspective is that everyone is being called to support the same cause. Everyone is being approached to help with COVID-19, irrespective of whether they live in San Francisco or Zimbabwe or Senegal. This is a departure from what has traditionally been the case, where philanthropists in the developed world would be approached for very different things in their local community versus the needs they might address in the developing world.
Also, because of distance and the inability to travel at present, it’s important for philanthropists to listen to insights from the frontlines. What’s happening in response to COVID-19 in California, for instance, may be interesting but not necessarily directly transferable to what’s happening in Tanzania. So, if you’re already working with partners in the front lines, be much more attentive to the things they say they need, versus looking at your local partner simply as a ‘delivery partner’.
Edwin also brings into the conversation the need to pay attention to what’s happening in the global east. The people who are furthest along in dealing with COVID-19 largely sit in the global east – China, Singapore, Hong Kong. They’re weeks if not months ahead.
Unfortunately, though, from a technical perspective, the link between the global east is weakest with the global south. So, a lot of this knowledge tends to be intermediated by a Western institution. The China context in a development perspective is much closer to an African context than New York or Italy, for instance. Edwin recommends that as philanthropists today are thinking about where they can provide support today for global south partners; rather than the traditional question of how do I go through a global north institution, which then works with a global south institution, ask yourself 'can I actually find a way to tie the connection between global east and global south'? Because this transmission of knowledge is what needs to happen in a much more accelerated way in today’s world.
Key takeaway: He wonders, how can we expand individuals’ moral universe. How can we expand empathy and people’s understanding of just how connected we all are. Therefore, looking out for each other is in our own selfish best interests. Hopefully, when we look back on this crisis, we can say 'did we build back better' because all our interventions had a person at the centre of what we were trying to achieve. And that person was not those who we currently consider to be in our moral universe but it’s actually much more global and much more expansive. Because this is the only way we will find long-term solutions to this challenge. To Edwin, COVID-19 is the first of challenges humanity is going to face. Climate change is just waiting around the corner. We can use this crisis to build back better; an ability to respond will require us to all start from a position of greater and deeper empathy, particularly for leaders across the world, and then hopefully create the systems and institutions to make that possible.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Dalberg is a strategic advisory firm serving a wide range of clients, from foundations and NGOs to private firms and governments. The firm was founded in 2001 and aims to create a world where all people everywhere are able to reach their full potential. In this episode we discuss how they're tackling COVID-19 implications and advising their clients accordingly.
Development and impact is key for Dalberg and, today, they are a group of companies with 30 offices globally and interests in a wide range of activities, including: human-centered design, data analytics, on-the-ground research, transaction advisory, media and advocacy, and increasingly implementation capacity.
Edwin started his career at McKinsey & Co in New York in 2001. He notes how 9/11 was actually his second day at work and it was a defining moment in his life that helped shape his outlook and appreciation of impact and the importance of things besides traditional shareholder value maximisation.
Dalberg works closely with national governments, the UN ecosystem and multilateral agencies. They’ve become the largest top-tier advisory firm in Africa; larger even than those that don’t focus on mission and impact to the same extent. They appreciate that many markets in the global south are the most forgotten and the least able to access professional support, and they’re keen to ‘localise’ their approach, meaning that in any given country where they operate, between 60% to 80% of staff are from that country themselves.
Thematically, they cover everything across the UN Sustainable Development Goals (SDGs) since, as Edwin notes, everything is tightly interconnected. You can’t fix malnutrition in children, for instance, by focusing on health alone. The drivers may well be agricultural issues, or trade issues, or education issues – everything is interconnected.
COVID-19 has been a major shock to every single client they serve; private, governmental, philanthropies; it has impacted everyone across the board. When advising clients on how best to brace themselves for the arrival of COVID-19, there are three core things they’re focused on:
Firstly: Understand thoroughly what the situation is today, and respond appropriately. If you’re a private venture, consider your supply chain, your workforce and your distribution networks, for instance. If you’re a government, what does this do to your fiscal space and your ability to raise taxes. If you’re a philanthropist, which places do you invest in, and are you taking a portfolio view. Even in this immediate context, what are the things you can do today that can have a long-term impact for your own organisation and business. Edwin emphasises that in the middle of a crisis nobody has perfect information, so you need to have a system to constantly assess what’s going on so you can respond accordingly. Also, recognise that the decisions you made yesterday may not be the correct ones for today, since you may now have new or better information that you didn’t have before.
Secondly: Start understanding what are the mid-term impacts that COVID-19 will likely have on your firm, government or philanthropy, and make decisions that provide for the best possible floor for your organisation so you don’t crash through it and therefore are unable to recover when this crisis concludes.
Thirdly: Proactively start to plan for what the post-pandemic world could look like. Because the decisions you make today could lock you in a negative space if you don’t think long-term enough on what recovery begins to look like – you may be tempted to get rid of capabilities or assets or partnerships that you might need to reacquire further down the line.
It is important to recognise that the first thing you’ll feel is panic; the world is falling on your head and you don’t know what to do. It’s important to acknowledge this but, also, you need to park that to one side and then move to a more deliberate approach to understand the expected impact on your organisation and then start to plan appropriately for what the response looks like.
Even at Delberg themselves, they started tracking COVID-19 in early January 2020 and once they realised that this virus wasn’t going to be contained in China, they very quickly started having business continuity conversations and ensuring the most important matters got attention from the very most senior leadership in the firm. We don’t know what the crisis will look like but we know that we can prepare today as best as possible so we can aim to respond appropriately.
Towards the end of February they stopped all international travel at Dalberg, which was very difficult to do, especially keeping in mind their on-the-ground research and human-centered design work. This was difficult but it was the right decision to protect their staff, the communities where they’re based and simply to be good citizens of the world and reduce the risk of transmitting this virus as they’re travelling through airports.
Edwin is based in Nairobi, Kenya, and he explains how there, too, they experienced initial panic followed by anxiety. This is a challenge for government leaders because on the one hand you want to protect the health of your citizens and on the other you want to protect their livelihoods – many people don’t have savings and are manual workers. It’s a very challenging reality. In some communities social distancing is simply impossible, with high-density communities, no running water, no possibility for remote working. A taxi driver or a labourer in a construction site simply cannot telecommute and, yet, these are the most vulnerable segments.
In response, Dalberg is incubating coalitions that can tackle these challenges in effective and scalable ways. ‘Safe Hands’ is one such initiative. It’s a coalition of Dalberg and new tech companies in Kenya, and manufacturers and distributers aimed at providing the hand sanitisers and face masks so desperately needed, and ensuring as much as possible of these get to informal communities. It’s large scale manufacturing at the lowest possible cost. Almost everyone in the coalition has said they’re putting aside the profit motive to ensure they’re protecting these more vulnerable communities.
Another initiative focuses on unconditional cash transfers to those who are most vulnerable. These cash transfers help people so they can continue to operate and exist as individuals. Cash has a strong economic multiplier because it ensures the local shopkeeper is still able to sell products and, therefore, the supply chain is maintained.
They’ve started these two coalitions in Kenya, but their aim is to use these as examples for others to build similar coalitions in countries across the globe. They want to share the model, the lessons they’ve learned and ensure they share this insight with others.
Edwin notes that some philanthropists in the global south have stepped up to the challenge; Aliko Dangote being one such example. The bit Edwin underscores from a global north philanthropy perspective is that everyone is being called to support the same cause. Everyone is being approached to help with COVID-19, irrespective of whether they live in San Francisco or Zimbabwe or Senegal. This is a departure from what has traditionally been the case, where philanthropists in the developed world would be approached for very different things in their local community versus the needs they might address in the developing world.
Also, because of distance and the inability to travel at present, it’s important for philanthropists to listen to insights from the frontlines. What’s happening in response to COVID-19 in California, for instance, may be interesting but not necessarily directly transferable to what’s happening in Tanzania. So, if you’re already working with partners in the front lines, be much more attentive to the things they say they need, versus looking at your local partner simply as a ‘delivery partner’.
Edwin also brings into the conversation the need to pay attention to what’s happening in the global east. The people who are furthest along in dealing with COVID-19 largely sit in the global east – China, Singapore, Hong Kong. They’re weeks if not months ahead.
Unfortunately, though, from a technical perspective, the link between the global east is weakest with the global south. So, a lot of this knowledge tends to be intermediated by a Western institution. The China context in a development perspective is much closer to an African context than New York or Italy, for instance. Edwin recommends that as philanthropists today are thinking about where they can provide support today for global south partners; rather than the traditional question of how do I go through a global north institution, which then works with a global south institution, ask yourself 'can I actually find a way to tie the connection between global east and global south'? Because this transmission of knowledge is what needs to happen in a much more accelerated way in today’s world.
Key takeaway: He wonders, how can we expand individuals’ moral universe. How can we expand empathy and people’s understanding of just how connected we all are. Therefore, looking out for each other is in our own selfish best interests. Hopefully, when we look back on this crisis, we can say 'did we build back better' because all our interventions had a person at the centre of what we were trying to achieve. And that person was not those who we currently consider to be in our moral universe but it’s actually much more global and much more expansive. Because this is the only way we will find long-term solutions to this challenge. To Edwin, COVID-19 is the first of challenges humanity is going to face. Climate change is just waiting around the corner. We can use this crisis to build back better; an ability to respond will require us to all start from a position of greater and deeper empathy, particularly for leaders across the world, and then hopefully create the systems and institutions to make that possible.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
COVID-19 in crisis settings and the power of play. CEO of Right To Play, Kevin Frey, joins Alberto Lidji to discuss how they’re preparing for the pandemic in 52 refugee camps across 22 countries.
This episode looks at Right To Play’s work and how it impacts lives in diverse ways – we frame the whole conversation within the coronavirus context and the challenges for their workforce and beneficiaries alike.
Right To Play is an international organisation that was founded in 2000 by Johann Olav Koss – a former Norwegian Olympian. They’re working in 22 countries – mainly in Africa, Middle East and Asia – and reach over 22 million children every year. They work in 52 different refugee camps and have extensive experience in crisis settings.
Kevin and Right To Play Internatiponal are based in Toronto, Canada, and the organisation has offices in many countries, from New York and London, to Amsterdam, Norway, Sweden and Germany. They use all forms of play, from gamified learning to music, sports, arts and more.
We hear of the organisation’s trajectory, from 2000 until today. Over the years, they have secured impressive government and foundation partners. They work closely with the LEGO Foundation and the IKEA Foundation, and have collaborated with the governments of Canada, UK, Switzerland and Germany, to name a few. They have also entered into a high-profile partnership with Liverpool Football Club and have Right To Play’s logo featured on Liverpool's kit for Champions League games.
When asked about COVID-19 and his concerns of how this pandemic will impact their work, Kevin notes that they have concerns about preparing their staff in the Global South for what’s coming and protecting their beneficiaries – the millions of children who they reach every year.
The dynamics on the ground in many of the countries and settings where they work present real challenges. Densely populated areas, refugee camps, poor water sanitation, poor access to healthcare etc – the list is lengthy.
This will impact local communities in many different ways and at Right To Play they’re not only doing pre-emptive work on hand washing and social distancing but are also paying much attention to providing psycho-social support for the trauma that will ensue post-pandemic. Mental health and wellbeing are key considerations beyond the direct viral impact of the novel coronavirus and COVID-19.
Interestingly, Right To Play learned much from when they were doing charitable work in Liberia back in 2014 during the Ebola outbreak. They hope that in countries that have coped with Ebola, there will be experience, expertise and insight that will help them better prepare for the imminent challenges of this crisis.
We hear how ‘play’ is a means to an end. Through play, they manage to improve children's lives across many areas, including quality education, gender equality, peaceful communities, health and wellbeing, and child protection – it’s a holistic set of objectives and play is merely a means to achieve this.
Kevin notes that Right To Play’s name can be misleading since they don’t actually exist to defend children’s right to play – rather, play is just the mechanism that they use to drive these really important changes in kids’ lives. It’s a powerful force in children’s lives.
Play can convene children so they come out to whatever programmes you’re running and to teach them active experiential gamified learning – there is very strong research that shows this is how kids learn best.
Impact is at the core of their activities and they’re incorporating RCTs (randomised control trials) wherever possible into their programme design.
We hear how building local capacity is key to Right To Play’s model. RTP employees don’t work directly with children. Instead, they always train local partners to run those programmes on the front lines. They train and engage with diverse stakeholders, from community organisations and teachers to prison guards in children’s correctional facilities.
Historically, Right To Play were keen to enter whatever countries they had funding for. Today, however, RTP tries to go deep into the countries where they have an existing presence. That being said, they have recently announced with Prime Minister Justin Trudeau of Canada a joint partnership bringing Right To Play to Senegal. This is an exciting addition to the work Right To Play is already doing in Mali, Jordan, Thailand, Mozambique, Burundi, Pakistan, Ghana and several other countries.
When asked about what success looks like in the next 10 years, Kevin remarks that: It’s not about achieving some headline number. Rather, they want to continue to serve more and more children in the run up 2030 -- the target year for the UN Sustainable Development Goals (SDGs). They want to get to more kids to protect, to educate and to empower them. They’d like to engage with other international organisations that may already be working at large scale across 50 or 100 countries; they’d like to explore how such global organisations can become delivery and distribution partners for the evidence-based work Right To Play is offering. Scale and reaching more kids really matters.
Kevin’s key takeaway: Speaking within a COVID-19 context, Kevin notes that leaders can get hit by these crises that you never see coming and you can be stunned and left wondering what do I do next. But he notes that it is precisely when the world is changing super rapidly like this that actually new opportunities are emerging – opportunities to serve new populations, or born out of necessity, to invent new and disruptive ways to innovate and to deliver impact. New opportunities to get into relationships with people that up until now you hadn’t been talking to. There are huge opportunities to leapfrog on strategy, on delivery methodologies, on organisational structure. Ask yourself, how can I make this crisis a force for really progressive and positive change for our organisation.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe to this podcast and share widely -- thank you!
COVID-19 in crisis settings and the power of play. CEO of Right To Play, Kevin Frey, joins Alberto Lidji to discuss how they’re preparing for the pandemic in 52 refugee camps across 22 countries.
This episode looks at Right To Play’s work and how it impacts lives in diverse ways – we frame the whole conversation within the coronavirus context and the challenges for their workforce and beneficiaries alike.
Right To Play is an international organisation that was founded in 2000 by Johann Olav Koss – a former Norwegian Olympian. They’re working in 22 countries – mainly in Africa, Middle East and Asia – and reach over 22 million children every year. They work in 52 different refugee camps and have extensive experience in crisis settings.
Kevin and Right To Play Internatiponal are based in Toronto, Canada, and the organisation has offices in many countries, from New York and London, to Amsterdam, Norway, Sweden and Germany. They use all forms of play, from gamified learning to music, sports, arts and more.
We hear of the organisation’s trajectory, from 2000 until today. Over the years, they have secured impressive government and foundation partners. They work closely with the LEGO Foundation and the IKEA Foundation, and have collaborated with the governments of Canada, UK, Switzerland and Germany, to name a few. They have also entered into a high-profile partnership with Liverpool Football Club and have Right To Play’s logo featured on Liverpool's kit for Champions League games.
When asked about COVID-19 and his concerns of how this pandemic will impact their work, Kevin notes that they have concerns about preparing their staff in the Global South for what’s coming and protecting their beneficiaries – the millions of children who they reach every year.
The dynamics on the ground in many of the countries and settings where they work present real challenges. Densely populated areas, refugee camps, poor water sanitation, poor access to healthcare etc – the list is lengthy.
This will impact local communities in many different ways and at Right To Play they’re not only doing pre-emptive work on hand washing and social distancing but are also paying much attention to providing psycho-social support for the trauma that will ensue post-pandemic. Mental health and wellbeing are key considerations beyond the direct viral impact of the novel coronavirus and COVID-19.
Interestingly, Right To Play learned much from when they were doing charitable work in Liberia back in 2014 during the Ebola outbreak. They hope that in countries that have coped with Ebola, there will be experience, expertise and insight that will help them better prepare for the imminent challenges of this crisis.
We hear how ‘play’ is a means to an end. Through play, they manage to improve children's lives across many areas, including quality education, gender equality, peaceful communities, health and wellbeing, and child protection – it’s a holistic set of objectives and play is merely a means to achieve this.
Kevin notes that Right To Play’s name can be misleading since they don’t actually exist to defend children’s right to play – rather, play is just the mechanism that they use to drive these really important changes in kids’ lives. It’s a powerful force in children’s lives.
Play can convene children so they come out to whatever programmes you’re running and to teach them active experiential gamified learning – there is very strong research that shows this is how kids learn best.
Impact is at the core of their activities and they’re incorporating RCTs (randomised control trials) wherever possible into their programme design.
We hear how building local capacity is key to Right To Play’s model. RTP employees don’t work directly with children. Instead, they always train local partners to run those programmes on the front lines. They train and engage with diverse stakeholders, from community organisations and teachers to prison guards in children’s correctional facilities.
Historically, Right To Play were keen to enter whatever countries they had funding for. Today, however, RTP tries to go deep into the countries where they have an existing presence. That being said, they have recently announced with Prime Minister Justin Trudeau of Canada a joint partnership bringing Right To Play to Senegal. This is an exciting addition to the work Right To Play is already doing in Mali, Jordan, Thailand, Mozambique, Burundi, Pakistan, Ghana and several other countries.
When asked about what success looks like in the next 10 years, Kevin remarks that: It’s not about achieving some headline number. Rather, they want to continue to serve more and more children in the run up 2030 -- the target year for the UN Sustainable Development Goals (SDGs). They want to get to more kids to protect, to educate and to empower them. They’d like to engage with other international organisations that may already be working at large scale across 50 or 100 countries; they’d like to explore how such global organisations can become delivery and distribution partners for the evidence-based work Right To Play is offering. Scale and reaching more kids really matters.
Kevin’s key takeaway: Speaking within a COVID-19 context, Kevin notes that leaders can get hit by these crises that you never see coming and you can be stunned and left wondering what do I do next. But he notes that it is precisely when the world is changing super rapidly like this that actually new opportunities are emerging – opportunities to serve new populations, or born out of necessity, to invent new and disruptive ways to innovate and to deliver impact. New opportunities to get into relationships with people that up until now you hadn’t been talking to. There are huge opportunities to leapfrog on strategy, on delivery methodologies, on organisational structure. Ask yourself, how can I make this crisis a force for really progressive and positive change for our organisation.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe to this podcast and share widely -- thank you!
Canopy is focused on protecting the world’s forests, species, climate and helping advance community rights. They do this by harnessing the power of the marketplace.
Nicole launched Canopy 20 years ago with a small budget of $1,800. Today, they work with 750 large corporate customers, including H&M, Zara and Kimberly-Clark by helping them to develop and implement environmental policies.
They aim to change behaviours at a societal level. They approach this by working with the top 1,000 to 2,000 senior decision-makers who work within clothing companies, e-retailers and publishers.
The sheer size and purchasing power of the companies these individuals work for means they have incredible economic and political influence to incentivise forestry companies and governments to change business-as-usual practice.
Nicole notes that Canopy is probably best known for ‘greening’ the Harry Potter series, which we hear was a lot of fun to do.
Back in the early 2000s, they were working with Raincoast Books – the Canadian publisher of Harry Potter and the Order of the Phoenix, the 5th instalment of the series. They worked to get the book published on environmental paper – free from ancient and endangered forest fibre. Nicole underscores that both JK Rowling and her agent were very supportive of the initiative.
Then, fast-forward to the 7th book in the Harry Potter series where the book was printed on environmental paper in 24 countries and became the greenest book in publishing history.
The sheer volume of this endeavour provided proof to the industry that you really could publish high volume work on environmentally friendly paper.
Canopy’s work also tackles fast fashion, and the environmental and social footprint of the whole fashion industry. We hear how fashion is a major driver of deforestation and forest degradation. There are 200 million trees today disappearing into fashion annually; into viscose, into rayon, and modal fabrics. And this number is slated to double within the next decade.
Canopy have been proactive in engaging with industry leaders and they started reaching out to brands and designers, icons within the fashion industry: Stella McCartney, H&M, Eileen Fisher, Levis – working with them to develop environmental policies that commit to eliminating the use of viscose and rayon fabrics originating from ancient and endangered forests and, also, to prioritise and help drive next-generation solutions.
They publicly launched ‘Canopy Style’ six years ago and now have 213 brands on board that represent $260 billion in annual revenues. This has enabled them to get similar commitments from most of the world’s viscose producers and, consequently, enabled them to start transforming the industry. Canopy drives change through collective action and convening; they help corporate clients through key services such as developing policies, tools and systems.
Interestingly, Canopy does not enter into financial relationships with any of the brands they work with. They feel this helps protect the integrity of their work – they’re keen on long-term, transformational relationships. Nicole feels that when a cheque is slid across the table, the whole relationship can become more transactional. Therefore, Canopy relies on a more traditional philanthropy model whereby most of their income comes from Foundations (60%) and major donors (30%).
Nicole’s key takeaway: We’re at a critical junction as humanity. Our time is calling us to be more audacious and to take risks. We can’t just keep doing the same things and feel frustrated that we’re not shifting the dial fast enough. We have to be bolder and we need to be willing to be uncomfortable.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely with others if you enjoy this podcast – thank you!
Canopy is focused on protecting the world’s forests, species, climate and helping advance community rights. They do this by harnessing the power of the marketplace.
Nicole launched Canopy 20 years ago with a small budget of $1,800. Today, they work with 750 large corporate customers, including H&M, Zara and Kimberly-Clark by helping them to develop and implement environmental policies.
They aim to change behaviours at a societal level. They approach this by working with the top 1,000 to 2,000 senior decision-makers who work within clothing companies, e-retailers and publishers.
The sheer size and purchasing power of the companies these individuals work for means they have incredible economic and political influence to incentivise forestry companies and governments to change business-as-usual practice.
Nicole notes that Canopy is probably best known for ‘greening’ the Harry Potter series, which we hear was a lot of fun to do.
Back in the early 2000s, they were working with Raincoast Books – the Canadian publisher of Harry Potter and the Order of the Phoenix, the 5th instalment of the series. They worked to get the book published on environmental paper – free from ancient and endangered forest fibre. Nicole underscores that both JK Rowling and her agent were very supportive of the initiative.
Then, fast-forward to the 7th book in the Harry Potter series where the book was printed on environmental paper in 24 countries and became the greenest book in publishing history.
The sheer volume of this endeavour provided proof to the industry that you really could publish high volume work on environmentally friendly paper.
Canopy’s work also tackles fast fashion, and the environmental and social footprint of the whole fashion industry. We hear how fashion is a major driver of deforestation and forest degradation. There are 200 million trees today disappearing into fashion annually; into viscose, into rayon, and modal fabrics. And this number is slated to double within the next decade.
Canopy have been proactive in engaging with industry leaders and they started reaching out to brands and designers, icons within the fashion industry: Stella McCartney, H&M, Eileen Fisher, Levis – working with them to develop environmental policies that commit to eliminating the use of viscose and rayon fabrics originating from ancient and endangered forests and, also, to prioritise and help drive next-generation solutions.
They publicly launched ‘Canopy Style’ six years ago and now have 213 brands on board that represent $260 billion in annual revenues. This has enabled them to get similar commitments from most of the world’s viscose producers and, consequently, enabled them to start transforming the industry. Canopy drives change through collective action and convening; they help corporate clients through key services such as developing policies, tools and systems.
Interestingly, Canopy does not enter into financial relationships with any of the brands they work with. They feel this helps protect the integrity of their work – they’re keen on long-term, transformational relationships. Nicole feels that when a cheque is slid across the table, the whole relationship can become more transactional. Therefore, Canopy relies on a more traditional philanthropy model whereby most of their income comes from Foundations (60%) and major donors (30%).
Nicole’s key takeaway: We’re at a critical junction as humanity. Our time is calling us to be more audacious and to take risks. We can’t just keep doing the same things and feel frustrated that we’re not shifting the dial fast enough. We have to be bolder and we need to be willing to be uncomfortable.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely with others if you enjoy this podcast – thank you!
COVID-19 threatens to decimate the developing world. CEO of ActionAid UK, Girish Menon, joins Alberto Lidji to discuss strategic preparations as the novel coronavirus spreads into the Global South.
Girish notes: "We have no idea how it's going to unfold, we have no idea when it's going to end, we have no idea of how the new normal will be defined."
ActionAid is an international charity and human rights organisation that works with women and girls living in poverty and aims to end violence, foster women's economic empowerment and protect girls' and women's rights. They work in approximately 40 countries in the Global South, in Asia, Africa and Latin America and have a keen interest in helping girls and women in humanitarian crises.
The conversation with Girish focuses exclusively on the devastating impact this global pandemic could have in the developing world and is framed in light of "The Global Impact of COVID-19 and Strategies for Mitigation and Suppression" report from the Imperial College COVID-19 Response Team published on 26 March 2020.
While populations in low-income countries tend to be younger, they also tend to experience poorer health, live in larger households where the elderly would struggle to self-isolate and often live in highly concentrated environments -- including refugee camps and urban areas. Moreover, a lack of clean water, poor sanitation and health infrastructures that lack capacity and sophistication all point to a highly disturbing scenario whereby mortality rates and economic impact could devastate societies.
We discuss ActionAid's strategic thinking and manoeuvring in the face of COVID-19, and the challenges faced by NGOs, and their chief executives, in terms of decreased funding, strained operations and governments that are struggling to cope.
We also consider how women and girls could be disproportionately impacted by this global pandemic since in low-income countries two thirds of informal sector workers are women -- compounded by the potential for increased domestic violence that we have seen before in moments of crisis.
ActionAid's largest fundraising market is the UK, which constitutes 1/3 of the funds they raise globally. Therefore, any reduction in UK income could have a highly detrimental impact on ActionAid's work. We discuss ActionAid's Southern Africa Food Crisis Appeal, which they launched two months earlier -- 45 million people are facing one of the worst food crises, impacting the poor and most vulnerable the most. While attention now focuses on the coronavirus, a key point worth underscoring is that these themes are deeply intertwined.
During this time of acute crisis, Girish notes how he's been in daily contact with his peers in other organisations. ActionAid maintains close co-ordination and communications with other leading organisations through its membership of 'Bond' -- the UK network for organisations working in international development -- and the DEC (Disasters Emergency Committee). Girish mentions how they have already started considering deploying a global fundraising appeal as the pandemic hits the Global South.
Girish's key takeaway for NGO leaders and CEOs: Stay mission-focused and be true to your culture. Don't be distracted from your mission. Focus on what you can control and manage because the world is unpredictable.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe to this podcast and share widely -- thank you for your support.
COVID-19 threatens to decimate the developing world. CEO of ActionAid UK, Girish Menon, joins Alberto Lidji to discuss strategic preparations as the novel coronavirus spreads into the Global South.
Girish notes: "We have no idea how it's going to unfold, we have no idea when it's going to end, we have no idea of how the new normal will be defined."
ActionAid is an international charity and human rights organisation that works with women and girls living in poverty and aims to end violence, foster women's economic empowerment and protect girls' and women's rights. They work in approximately 40 countries in the Global South, in Asia, Africa and Latin America and have a keen interest in helping girls and women in humanitarian crises.
The conversation with Girish focuses exclusively on the devastating impact this global pandemic could have in the developing world and is framed in light of "The Global Impact of COVID-19 and Strategies for Mitigation and Suppression" report from the Imperial College COVID-19 Response Team published on 26 March 2020.
While populations in low-income countries tend to be younger, they also tend to experience poorer health, live in larger households where the elderly would struggle to self-isolate and often live in highly concentrated environments -- including refugee camps and urban areas. Moreover, a lack of clean water, poor sanitation and health infrastructures that lack capacity and sophistication all point to a highly disturbing scenario whereby mortality rates and economic impact could devastate societies.
We discuss ActionAid's strategic thinking and manoeuvring in the face of COVID-19, and the challenges faced by NGOs, and their chief executives, in terms of decreased funding, strained operations and governments that are struggling to cope.
We also consider how women and girls could be disproportionately impacted by this global pandemic since in low-income countries two thirds of informal sector workers are women -- compounded by the potential for increased domestic violence that we have seen before in moments of crisis.
ActionAid's largest fundraising market is the UK, which constitutes 1/3 of the funds they raise globally. Therefore, any reduction in UK income could have a highly detrimental impact on ActionAid's work. We discuss ActionAid's Southern Africa Food Crisis Appeal, which they launched two months earlier -- 45 million people are facing one of the worst food crises, impacting the poor and most vulnerable the most. While attention now focuses on the coronavirus, a key point worth underscoring is that these themes are deeply intertwined.
During this time of acute crisis, Girish notes how he's been in daily contact with his peers in other organisations. ActionAid maintains close co-ordination and communications with other leading organisations through its membership of 'Bond' -- the UK network for organisations working in international development -- and the DEC (Disasters Emergency Committee). Girish mentions how they have already started considering deploying a global fundraising appeal as the pandemic hits the Global South.
Girish's key takeaway for NGO leaders and CEOs: Stay mission-focused and be true to your culture. Don't be distracted from your mission. Focus on what you can control and manage because the world is unpredictable.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe to this podcast and share widely -- thank you for your support.
CEO of Transcendental Meditation organisations, Dr Tony Nader, joins Alberto Lidji to discuss the TM movement, how to start practising TM and why it can benefit your mental and physical wellbeing.
Tony sheds light on his personal journey, from PhD research on cognitive sciences at MIT to leading the Transcendental Meditation Programme across the globe. He explains how this simple technique can give you energy, strength and make you feel rejuvenated.
We hear what makes TM unique and learn some of the overarching principles that underpin it. For those who are curious, there is an explanation of what practising TM actually looks like and why it has the potential to improve mental and physical wellbeing.
Tony is clear that TM is not a religion, nor a philosophy, nor a belief system and, indeed, there are individuals from all faiths who practise TM.
Transcendental Meditation was launched in the mid-1950s by Maharishi Mahesh Yogi. And, while many people may associate TM with celebrities, Tony remarks that TM has a presence in most countries around the world and has 12 million people practising it. He describes it as a grassroots organisation – a big family that is open to everyone.
Tony’s key takeaway: we are fullness within; every one of us is wholeness. And, there is something very beautiful, very deep within ourselves. It is our consciousness that is an expanded field of being that we can reach, that we can experience; know the beauty of who we are, know ourselves and the real depth of what we are and live life in fullness and wholeness and perfection. This is the birthright of every human being. And, it is not a hope or a wish, it can be achieved systematically, scientifically and repeatedly.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy the podcast -- thank you!
CEO of Transcendental Meditation organisations, Dr Tony Nader, joins Alberto Lidji to discuss the TM movement, how to start practising TM and why it can benefit your mental and physical wellbeing.
Tony sheds light on his personal journey, from PhD research on cognitive sciences at MIT to leading the Transcendental Meditation Programme across the globe. He explains how this simple technique can give you energy, strength and make you feel rejuvenated.
We hear what makes TM unique and learn some of the overarching principles that underpin it. For those who are curious, there is an explanation of what practising TM actually looks like and why it has the potential to improve mental and physical wellbeing.
Tony is clear that TM is not a religion, nor a philosophy, nor a belief system and, indeed, there are individuals from all faiths who practise TM.
Transcendental Meditation was launched in the mid-1950s by Maharishi Mahesh Yogi. And, while many people may associate TM with celebrities, Tony remarks that TM has a presence in most countries around the world and has 12 million people practising it. He describes it as a grassroots organisation – a big family that is open to everyone.
Tony’s key takeaway: we are fullness within; every one of us is wholeness. And, there is something very beautiful, very deep within ourselves. It is our consciousness that is an expanded field of being that we can reach, that we can experience; know the beauty of who we are, know ourselves and the real depth of what we are and live life in fullness and wholeness and perfection. This is the birthright of every human being. And, it is not a hope or a wish, it can be achieved systematically, scientifically and repeatedly.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy the podcast -- thank you!
The Social Investment Business (SIB) has been around for approximately 20 years. From 2002 to 2010 they did £320m worth of investments into a whole range of organisations. More recently, they’ve added grant-making and business support to their range of activities.
Their world has changed over the past 20 years, with many new players active in this field compared with just a handful that were active when they first launched. Nick notes that this is a good thing – the space is more mature and there are a higher number of specialist funds out there and more support available that is better targeted and specialised, based on things such as geography and thematic areas of operation.
The Social Investment Business provides debt/loans, grants and business support – they always try to find the right blend. While, traditionally, most of their investments have been in the form of debt, more recently they’ve been doing grants, including grants for business support.
Nick sheds light on the nature of their various funds and the debt, grants and support they provide. He then proceeds to delve into the ‘Spectrum of Capital’ – from social investing and impact investing to ESG-integrated investing and traditional investing. [NB: ESG = Environmental, Social and Governance]
There is still much work to be done in terms of improving definitions in the world of social and impact investing. There is also a healthy degree of scepticism when talking of impact investing: Nick referenced instances where ESG funds have simply been re-branded as 'impact funds', while in actual fact nothing had changed except for their name. There’s a need for standards, and there is an obvious risk of ‘impact washing’ – as there was with ‘green washing’. Nick shares very useful insight on impact and how to interpret it.
Nick’s key takeaway: increasingly we’re thinking less about scaling individual organisations as part of what SIB does and more about scaling impact across the board. And so he thinks, increasingly as times are hard, people should be thinking about sustainable prosperity and strengthening organisations to make them resilient for whatever happens . He thinks that imposing scale on individual ventures and organisations may be something they look back on and slightly question why they had been doing that.
Visit Lidji.org for episode notes, guest bios and useful links. Please subscribe and share if you enjoy the podcast -- thank you!
The Social Investment Business (SIB) has been around for approximately 20 years. From 2002 to 2010 they did £320m worth of investments into a whole range of organisations. More recently, they’ve added grant-making and business support to their range of activities.
Their world has changed over the past 20 years, with many new players active in this field compared with just a handful that were active when they first launched. Nick notes that this is a good thing – the space is more mature and there are a higher number of specialist funds out there and more support available that is better targeted and specialised, based on things such as geography and thematic areas of operation.
The Social Investment Business provides debt/loans, grants and business support – they always try to find the right blend. While, traditionally, most of their investments have been in the form of debt, more recently they’ve been doing grants, including grants for business support.
Nick sheds light on the nature of their various funds and the debt, grants and support they provide. He then proceeds to delve into the ‘Spectrum of Capital’ – from social investing and impact investing to ESG-integrated investing and traditional investing. [NB: ESG = Environmental, Social and Governance]
There is still much work to be done in terms of improving definitions in the world of social and impact investing. There is also a healthy degree of scepticism when talking of impact investing: Nick referenced instances where ESG funds have simply been re-branded as 'impact funds', while in actual fact nothing had changed except for their name. There’s a need for standards, and there is an obvious risk of ‘impact washing’ – as there was with ‘green washing’. Nick shares very useful insight on impact and how to interpret it.
Nick’s key takeaway: increasingly we’re thinking less about scaling individual organisations as part of what SIB does and more about scaling impact across the board. And so he thinks, increasingly as times are hard, people should be thinking about sustainable prosperity and strengthening organisations to make them resilient for whatever happens . He thinks that imposing scale on individual ventures and organisations may be something they look back on and slightly question why they had been doing that.
Visit Lidji.org for episode notes, guest bios and useful links. Please subscribe and share if you enjoy the podcast -- thank you!
Fran explains how working on 360Giving has been an absolute joy and a bit of a roller coaster. It came out of her experience both as a philanthropist, starting off at quite a young age, and from her experience as a technology nerd. She is a massive video game fan and has always been fascinated by the Internet and the potential for knowledge to change lives.
In her earlier career, she worked as a civil servant in the UK government and was in the Prime Minister's strategy unit under Tony Blair and then Gordon Brown. Back in 2007, she was lucky to be put on a project reviewing the power of information and how the government can use information and data.
This hugely inspired her and got her thinking about future trends in data and where that could be used for public services and public good; not just for commercial ventures.
She set up her foundation when she was just 18 and at that time she knew very little about how to give well and what other donors were doing. So, she wanted to learn from other donors but it was clear that there wasn’t much data readily available on what others were doing in the world of philanthropy.
There was no good reason for this lack of data -- there was no technical problem, it's not a complicated type of data regarding who has given what money to whom. So, Fran decided to give this idea of getting foundations and philanthropists to share information a try. Interestingly, it wasn't a core part of her strategy as a philanthropist at the time.
She had always had a sort of 90/10 Rule, which was: 90% should be focused on clearly strategic grants, while 10% should be around the more emotional, reactive and experimental work. Because, as she notes, if you exclude the possibility of just trying something non-strategic you often miss the passion and the fun that can come through philanthropy.
When asked whether some philanthropists and/or foundations are sometimes a bit timid about sharing their data, perhaps for fear of being put under the spotlight or of being ridiculed, she notes that things can be complex.
There is a complex set of reasons of why some do share information while others do not. It's very different for different donors. She initially was reticent about being public about her own giving. The fact that she had inherited her money; the fact that the press in the UK don’t always view the philanthropy sector in a positive light – these things made her nervous.
Fran also remarks that a lot of donors don't realise that being transparent or open is a good thing to do and that it would be of interest to others. In actual fact, being open with your data is one of the most powerful ways to help charities.
Fran was keen from the start to make things simple and accessible to foundations of all sizes. If you go to the 360Giving website you will see loads of guidance with everything that you need to do in order to publish your data.
What 360Giving asks is simply for foundations put their internal grant-making figures (figures they’d need for their financial reporting anyway) in a standardised format – the 360Giving Standard – and then to publish this data online. It can be published on a foundation’s own website and the foundation can then simply send 360Giving a link to that information.
So, 360Giving is not so much a platform as opposed to a registry that draws together all those different sources of data and allows people to search them in one place. Even the tiniest foundation just needs to change a few column headings, re-engineer the data and be willing to put it online with an open licence.
Many foundations are great at publishing annual reports and have lots of facts and figures and case studies. Which is wonderful. But if you're a charity, an academic, or a donor you don't have time to print off hundreds of annual reports to read through. No one has that time and we are wasting time as a sector doing that. However, just by changing the format of data it makes it possible to search it and that is the magic of open data and the Internet – we can make it so much easier for anyone to find information.
Fran explains that when she was trying to learn about how best to do her own philanthropy she was lucky to come across ‘The Philanthropy Workshop’, which was very helpful for her. She found out that actually there is a way to do philanthropy well; there are skills one can learn; and there is a community of learners that are all asking similar questions. Aspiring philanthropists can benefit by identifying their peers in the space they’re interested in and also by gaining the skills required to be good at grant-making.
Currently, 360Giving have 115 different foundations in the UK publishing their data fully. Fran explains how the data provided is simple and useful. They’re looking for the absolute simplest data. (i.e. this foundation gave this amount, to this charity, on this date, in this geographic location – all accompanied by a text description of the grant in question) They’re not making any judgement or data statement; there are no averages, no trends, it is just the basic facts, which can be immensely useful.
Fran hopes that in the next 10 years, they will have really made some measurable change in increasing opportunities for donors to improve their work; to learn from others; to work with others.
The key takeaway Fran offers at the end of the episode is particularly for donors, philanthropists and foundation staff. If we value the role of philanthropy in a modern society we have to be willing to open up and work to constantly improve our practice. She celebrates philanthropy and notes that it’s not always perfect. We make loads of mistakes but, overall, she thinks it’s a force for good in the world. She wants more people to give, and to give more, but she also wants to constantly ask what does it mean to give well. And, if there isn’t going to be real external accountability and levers for change, then we have to do that ourselves; we have to scrutinise each other, encourage each other, and then hopefully society can judge that what we’re doing is worth continuing.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy this podcast -- thank you!
Fran explains how working on 360Giving has been an absolute joy and a bit of a roller coaster. It came out of her experience both as a philanthropist, starting off at quite a young age, and from her experience as a technology nerd. She is a massive video game fan and has always been fascinated by the Internet and the potential for knowledge to change lives.
In her earlier career, she worked as a civil servant in the UK government and was in the Prime Minister's strategy unit under Tony Blair and then Gordon Brown. Back in 2007, she was lucky to be put on a project reviewing the power of information and how the government can use information and data.
This hugely inspired her and got her thinking about future trends in data and where that could be used for public services and public good; not just for commercial ventures.
She set up her foundation when she was just 18 and at that time she knew very little about how to give well and what other donors were doing. So, she wanted to learn from other donors but it was clear that there wasn’t much data readily available on what others were doing in the world of philanthropy.
There was no good reason for this lack of data -- there was no technical problem, it's not a complicated type of data regarding who has given what money to whom. So, Fran decided to give this idea of getting foundations and philanthropists to share information a try. Interestingly, it wasn't a core part of her strategy as a philanthropist at the time.
She had always had a sort of 90/10 Rule, which was: 90% should be focused on clearly strategic grants, while 10% should be around the more emotional, reactive and experimental work. Because, as she notes, if you exclude the possibility of just trying something non-strategic you often miss the passion and the fun that can come through philanthropy.
When asked whether some philanthropists and/or foundations are sometimes a bit timid about sharing their data, perhaps for fear of being put under the spotlight or of being ridiculed, she notes that things can be complex.
There is a complex set of reasons of why some do share information while others do not. It's very different for different donors. She initially was reticent about being public about her own giving. The fact that she had inherited her money; the fact that the press in the UK don’t always view the philanthropy sector in a positive light – these things made her nervous.
Fran also remarks that a lot of donors don't realise that being transparent or open is a good thing to do and that it would be of interest to others. In actual fact, being open with your data is one of the most powerful ways to help charities.
Fran was keen from the start to make things simple and accessible to foundations of all sizes. If you go to the 360Giving website you will see loads of guidance with everything that you need to do in order to publish your data.
What 360Giving asks is simply for foundations put their internal grant-making figures (figures they’d need for their financial reporting anyway) in a standardised format – the 360Giving Standard – and then to publish this data online. It can be published on a foundation’s own website and the foundation can then simply send 360Giving a link to that information.
So, 360Giving is not so much a platform as opposed to a registry that draws together all those different sources of data and allows people to search them in one place. Even the tiniest foundation just needs to change a few column headings, re-engineer the data and be willing to put it online with an open licence.
Many foundations are great at publishing annual reports and have lots of facts and figures and case studies. Which is wonderful. But if you're a charity, an academic, or a donor you don't have time to print off hundreds of annual reports to read through. No one has that time and we are wasting time as a sector doing that. However, just by changing the format of data it makes it possible to search it and that is the magic of open data and the Internet – we can make it so much easier for anyone to find information.
Fran explains that when she was trying to learn about how best to do her own philanthropy she was lucky to come across ‘The Philanthropy Workshop’, which was very helpful for her. She found out that actually there is a way to do philanthropy well; there are skills one can learn; and there is a community of learners that are all asking similar questions. Aspiring philanthropists can benefit by identifying their peers in the space they’re interested in and also by gaining the skills required to be good at grant-making.
Currently, 360Giving have 115 different foundations in the UK publishing their data fully. Fran explains how the data provided is simple and useful. They’re looking for the absolute simplest data. (i.e. this foundation gave this amount, to this charity, on this date, in this geographic location – all accompanied by a text description of the grant in question) They’re not making any judgement or data statement; there are no averages, no trends, it is just the basic facts, which can be immensely useful.
Fran hopes that in the next 10 years, they will have really made some measurable change in increasing opportunities for donors to improve their work; to learn from others; to work with others.
The key takeaway Fran offers at the end of the episode is particularly for donors, philanthropists and foundation staff. If we value the role of philanthropy in a modern society we have to be willing to open up and work to constantly improve our practice. She celebrates philanthropy and notes that it’s not always perfect. We make loads of mistakes but, overall, she thinks it’s a force for good in the world. She wants more people to give, and to give more, but she also wants to constantly ask what does it mean to give well. And, if there isn’t going to be real external accountability and levers for change, then we have to do that ourselves; we have to scrutinise each other, encourage each other, and then hopefully society can judge that what we’re doing is worth continuing.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy this podcast -- thank you!
Founder of Girls Not Brides and Vow, and serial entrepreneur for social change, Mabel van Oranje, joins Alberto Lidji in the run-up to International Women’s Day to discuss eliminating child marriage.
Mabel sheds light on the issue of child marriage and the two organisations she has founded: Girls Not Brides and ‘Vow’ – the Vow to End Child Marriage. She provides great insight into the causes and consequences of child marriage, underscores how it is very much a global problem and expresses her dream to see child marriage eliminated from the globe by 2030.
Girls Not Brides is active in 100 countries and has around 1,300 member organisations – all of who aim to eliminate child marriage. It’s an umbrella organisation open to every non-governmental and civil society organisation working to tackle and eliminate this problem.
Girls Not Brides was launched in 2011 with just 50 member organisations. Today, they provide many services to their member organisations, including information sharing, convening, working to raise awareness and change policy and legislation, ensuring governments place child marriage high on their agenda.
More recently, Mabel launched ‘Vow’ – the Vow to End Child Marriage – an initiative to make sure that more money goes to local, grass-roots organisations that are focused on child marriage. Vow aims to mobilise the entire wedding industry (think of everyone who is involved in any capacity, such as the companies that produce wedding dresses, the caterers, photographers etc, and the couples themselves and their families, too. Getting everyone “to come together, as Vow, and to basically say ‘when a couple in the rich West says I DO, they make it possible for girls elsewhere in the world to say I DON’T.” The wedding industry in the US alone is worth $100 billion. Vow generates income in various ways, such as taking a commission on wedding gift registries, selling ‘Vow’ products and encouraging couples and wedding guests to make gifts to Vow.
Mabel sheds light on the current state of affairs pertaining to child marriage, and highlights that globally there are approximately 12 million girls getting married before the age of 18 every year. When girls get married, they often have to leave school, are exposed to abusive situations; their physical and mental health suffer.
Mabel provides listeners with a glimpse into her childhood and the surroundings that led her to become a serial entrepreneur for social change.
Mabel grew up in a middle class family; her father used to travel to Latin America for work and would see much poverty there. It created a sense of injustice in her. She wondered why is it that she enjoys great healthcare and education while other less fortunate people in other countries do not; she holds the belief that geography should not determine destiny.
Mabel’s dream today is to see child marriage eliminated by 2030, the target year of the UN Sustainable Development Goals.
Mabel’s key takeaway: while change needs to happen locally we can all make contributions. Push your lawmakers in your country if 18 isn’t the minimum age of marriage without exceptions, and do go to Vow to End Child Marriage and make sure if you’re getting married you Vow your wedding; if your friends are getting married make sure they Vow their weddings. Everyone can make a difference, but nobody can do it alone. If you want to create big change, and that’s what she’s trying to do, you need to create an enormous wave of change. And, never forget that a big wave is composed of millions and millions of drops of water. Each one of us is an individual drop and, together, we can create that wave of change.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy the podcast – thank you!
Founder of Girls Not Brides and Vow, and serial entrepreneur for social change, Mabel van Oranje, joins Alberto Lidji in the run-up to International Women’s Day to discuss eliminating child marriage.
Mabel sheds light on the issue of child marriage and the two organisations she has founded: Girls Not Brides and ‘Vow’ – the Vow to End Child Marriage. She provides great insight into the causes and consequences of child marriage, underscores how it is very much a global problem and expresses her dream to see child marriage eliminated from the globe by 2030.
Girls Not Brides is active in 100 countries and has around 1,300 member organisations – all of who aim to eliminate child marriage. It’s an umbrella organisation open to every non-governmental and civil society organisation working to tackle and eliminate this problem.
Girls Not Brides was launched in 2011 with just 50 member organisations. Today, they provide many services to their member organisations, including information sharing, convening, working to raise awareness and change policy and legislation, ensuring governments place child marriage high on their agenda.
More recently, Mabel launched ‘Vow’ – the Vow to End Child Marriage – an initiative to make sure that more money goes to local, grass-roots organisations that are focused on child marriage. Vow aims to mobilise the entire wedding industry (think of everyone who is involved in any capacity, such as the companies that produce wedding dresses, the caterers, photographers etc, and the couples themselves and their families, too. Getting everyone “to come together, as Vow, and to basically say ‘when a couple in the rich West says I DO, they make it possible for girls elsewhere in the world to say I DON’T.” The wedding industry in the US alone is worth $100 billion. Vow generates income in various ways, such as taking a commission on wedding gift registries, selling ‘Vow’ products and encouraging couples and wedding guests to make gifts to Vow.
Mabel sheds light on the current state of affairs pertaining to child marriage, and highlights that globally there are approximately 12 million girls getting married before the age of 18 every year. When girls get married, they often have to leave school, are exposed to abusive situations; their physical and mental health suffer.
Mabel provides listeners with a glimpse into her childhood and the surroundings that led her to become a serial entrepreneur for social change.
Mabel grew up in a middle class family; her father used to travel to Latin America for work and would see much poverty there. It created a sense of injustice in her. She wondered why is it that she enjoys great healthcare and education while other less fortunate people in other countries do not; she holds the belief that geography should not determine destiny.
Mabel’s dream today is to see child marriage eliminated by 2030, the target year of the UN Sustainable Development Goals.
Mabel’s key takeaway: while change needs to happen locally we can all make contributions. Push your lawmakers in your country if 18 isn’t the minimum age of marriage without exceptions, and do go to Vow to End Child Marriage and make sure if you’re getting married you Vow your wedding; if your friends are getting married make sure they Vow their weddings. Everyone can make a difference, but nobody can do it alone. If you want to create big change, and that’s what she’s trying to do, you need to create an enormous wave of change. And, never forget that a big wave is composed of millions and millions of drops of water. Each one of us is an individual drop and, together, we can create that wave of change.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy the podcast – thank you!
CEO of Dubai Cares, Dr Tariq Al Gurg, joins Alberto Lidji to discuss the global education agenda, the RewirED global summit on education in Dubai 2021 and much more.
Dubai Cares is playing a key role in helping achieve the UN’s Sustainable Development Goal (SDG) 4 , which aims to ensure inclusive and quality education for all and promote lifelong learning by 2030, by supporting programs in early childhood development, access to quality primary and secondary education, technical and vocational education and training for youth as well as a particular focus on education in emergencies and protracted crises.
Dubai Cares is a global force driving forward the education agenda. It was founded in 2007 by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.
Since its inception, Dubai Cares, part of Mohammed bin Rashid Al Maktoum Global Initiatives, has been working towards providing children and young people in developing countries with access to quality education through the design and funding of programs that aim to be integrated, impactful, sustainable and scalable.
As a result, the UAE-based global philanthropic organisation has successfully launched education programs reaching over 20 million beneficiaries in 59 developing countries.
We hear how Dubai Cares tackles education in a holistic manner, going beyond schools and looking at health, nutrition, gender equality and education in conflict settings.
Dubai Cares is open to exploring collaboration with everyone. They are aware that risk-taking is part of the conversation and that organisations both old and new deserve a chance.
Shortly after Dubai Cares launched, Bill Gates came to Dubai and signed a 4-year partnership with Dubai Cares, focused on school, health and nutrition.
At the time Dubai Cares was new and didn’t have the global reach or recognition that it has today. But, because of Bill Gates’ signing, Dubai Cares’ standing increased and many doors were opened.
Today, Dubai Cares believes that they, in turn, now need to provide their weight to bring other NGOs to the fore and to help nurture nascent organisations into great partners.
The podcast conversation is wide-ranging. From advice to new philanthropists to insight on preventing frontline programmes from vanishing during periods of political transition.
We hear how on 17-19 March 2021, Dubai Cares will convene stakeholders from across the globe in Dubai for the RewirED Conference – the world’s largest summit on education. The three focus areas: (1) youths and skills, (2) financing in education and (3) innovation in education.
The key takeaway: more investment is required in education. Many stats are listed but arguably the most poignant one is that only 2.5% of global humanitarian funding goes to education. Without education, nothing is possible – no internet, no healthcare, nothing.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy this podcast -- thank you!
CEO of Dubai Cares, Dr Tariq Al Gurg, joins Alberto Lidji to discuss the global education agenda, the RewirED global summit on education in Dubai 2021 and much more.
Dubai Cares is playing a key role in helping achieve the UN’s Sustainable Development Goal (SDG) 4 , which aims to ensure inclusive and quality education for all and promote lifelong learning by 2030, by supporting programs in early childhood development, access to quality primary and secondary education, technical and vocational education and training for youth as well as a particular focus on education in emergencies and protracted crises.
Dubai Cares is a global force driving forward the education agenda. It was founded in 2007 by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai.
Since its inception, Dubai Cares, part of Mohammed bin Rashid Al Maktoum Global Initiatives, has been working towards providing children and young people in developing countries with access to quality education through the design and funding of programs that aim to be integrated, impactful, sustainable and scalable.
As a result, the UAE-based global philanthropic organisation has successfully launched education programs reaching over 20 million beneficiaries in 59 developing countries.
We hear how Dubai Cares tackles education in a holistic manner, going beyond schools and looking at health, nutrition, gender equality and education in conflict settings.
Dubai Cares is open to exploring collaboration with everyone. They are aware that risk-taking is part of the conversation and that organisations both old and new deserve a chance.
Shortly after Dubai Cares launched, Bill Gates came to Dubai and signed a 4-year partnership with Dubai Cares, focused on school, health and nutrition.
At the time Dubai Cares was new and didn’t have the global reach or recognition that it has today. But, because of Bill Gates’ signing, Dubai Cares’ standing increased and many doors were opened.
Today, Dubai Cares believes that they, in turn, now need to provide their weight to bring other NGOs to the fore and to help nurture nascent organisations into great partners.
The podcast conversation is wide-ranging. From advice to new philanthropists to insight on preventing frontline programmes from vanishing during periods of political transition.
We hear how on 17-19 March 2021, Dubai Cares will convene stakeholders from across the globe in Dubai for the RewirED Conference – the world’s largest summit on education. The three focus areas: (1) youths and skills, (2) financing in education and (3) innovation in education.
The key takeaway: more investment is required in education. Many stats are listed but arguably the most poignant one is that only 2.5% of global humanitarian funding goes to education. Without education, nothing is possible – no internet, no healthcare, nothing.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy this podcast -- thank you!
Twitter’s ex head of EMEA, Bruce Daisley, joins Alberto Lidji to discuss succinct messaging on climate crisis; workplace culture; and insights from the ‘Joy of Work’ & ‘Eat Sleep Work Repeat’.
A spontaneous conversation full of energy and insight. We start by hearing how Bruce has recently left Twitter to explore a future that is quite the opposite of highly prescriptive.
His passion for the environment shines through early on. We hear how he was involved with Greenpeace at the age of 15 and how tackling the climate crisis is a key focus for him as he explores how best to leverage his skills post-Twitter.
We also gain insight into his 8 years at Twitter, growing operations in Europe from zero to £500m. His three focus areas were: (1) the reputation of Twitter; (2) growing the audience; and (3) ensuring growth in advertising revenue. If you get the first two right, the third naturally follows.
Messaging is key and Bruce’s skills on this front are well honed. He notes that there is a need for more clarity in the message being projected by those seeking to tackle the climate crisis. It is important to tell the story in a more succinct way.
Bruce is unequivocal that social media has given a voice to the voiceless and that it is a force for good. On the question of what makes content go 'viral', he notes that on twitter it is generally because someone is highlighting something that isn’t about them but, rather, is more about the wider world.
It was during Bruce’s time at Twitter, that he launched his podcast: Eat Sleep Work Repeat, which subsequently yielded a book by the same name in the US – in the UK market the book is called the Joy of Work.
He explores what is it that makes some companies attractive places to work in and others less so. There’s an old truism when it comes to management: manage people in the way that you’d like to be managed. However, the sad truth is that a lot of people forget that.
On the topic of excessive use of emails: yes, it can be very frustrating. Likewise, too many meetings, open plan office settings, 200 daily emails and more can lead to overload.
However, there is much value in face-to-face human interaction between team members; working remotely isn't the panacea many would expect. We hear some interesting research and anecdotes on this.
Bruce’s key takeaway: small acts of kindness matter. He strongly believes that if you can make someone’s life happier and better at school, at work, or wherever you might be, then that transforms one person’s life and it can be incredibly powerful.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy The Do One Better! Podcast -- thank you!
Twitter’s ex head of EMEA, Bruce Daisley, joins Alberto Lidji to discuss succinct messaging on climate crisis; workplace culture; and insights from the ‘Joy of Work’ & ‘Eat Sleep Work Repeat’.
A spontaneous conversation full of energy and insight. We start by hearing how Bruce has recently left Twitter to explore a future that is quite the opposite of highly prescriptive.
His passion for the environment shines through early on. We hear how he was involved with Greenpeace at the age of 15 and how tackling the climate crisis is a key focus for him as he explores how best to leverage his skills post-Twitter.
We also gain insight into his 8 years at Twitter, growing operations in Europe from zero to £500m. His three focus areas were: (1) the reputation of Twitter; (2) growing the audience; and (3) ensuring growth in advertising revenue. If you get the first two right, the third naturally follows.
Messaging is key and Bruce’s skills on this front are well honed. He notes that there is a need for more clarity in the message being projected by those seeking to tackle the climate crisis. It is important to tell the story in a more succinct way.
Bruce is unequivocal that social media has given a voice to the voiceless and that it is a force for good. On the question of what makes content go 'viral', he notes that on twitter it is generally because someone is highlighting something that isn’t about them but, rather, is more about the wider world.
It was during Bruce’s time at Twitter, that he launched his podcast: Eat Sleep Work Repeat, which subsequently yielded a book by the same name in the US – in the UK market the book is called the Joy of Work.
He explores what is it that makes some companies attractive places to work in and others less so. There’s an old truism when it comes to management: manage people in the way that you’d like to be managed. However, the sad truth is that a lot of people forget that.
On the topic of excessive use of emails: yes, it can be very frustrating. Likewise, too many meetings, open plan office settings, 200 daily emails and more can lead to overload.
However, there is much value in face-to-face human interaction between team members; working remotely isn't the panacea many would expect. We hear some interesting research and anecdotes on this.
Bruce’s key takeaway: small acts of kindness matter. He strongly believes that if you can make someone’s life happier and better at school, at work, or wherever you might be, then that transforms one person’s life and it can be incredibly powerful.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy The Do One Better! Podcast -- thank you!
CEO of The Fore and The Bulldog Trust, Mary Rose Gunn, joins Alberto Lidji to discuss seed funding for small non-profits and transforming the funding landscape and processes involved.
The Fore is a collective of individuals and businesses coming together to enhance the philanthropy market. The Fore is a seed funder for small organisations in the charity sector in the UK and, if one were to draw parallels with the private sector, one could say they align themselves with the angel investor and venture capital world. The Fore is part of The Bulldog Trust.
Mary Rose notes that at The Fore, they wish to empower people who have come up with great ideas to address a pressing social need and to provide them with funding and expertise to help them create real change.
The Fore only has two criteria to identify those organisations that are eligible to apply for funding:
(1) Applicant organisations need to have an annual turnover of under £500,000
(2) And, they need to be registered in the UK as a non-profit
When asked what the merits are of investing in small organisations – as opposed to larger ones where scale and efficiencies may be more pronounced - Mary Rose replies that nobody would argue in the private sector that there is no merit in having and backing small ventures in the market.
And, the same applies in the social sector: if you really want to have strong innovation, and if you really want to have efficiencies, then you’ve got to let the markets do some of the work.
A lot of the inefficiencies in the charitable sector have arisen because there isn’t enough competition. Mary Rose notes there are criticisms one could direct towards a charitable market that has large players who are constant fixtures for decades or longer.
At The Fore, the grants they make are up to £30,000 for a period of up to 3 years. So she notes these are not huge amounts of money.
These grants are structured in line with the needs of the charity in question. Therefore, a grant might be made entirely up front in year 1, or it might be spread over a number of years; or there might be some other structure that is more appropriate for the circumstances in question. Even though these are grants, Mary Rose does draw parallels to small business loans.
Interestingly, deal flow origination at The Fore is actually not a challenge; quite the opposite.
Mary Rose notes there are 165,000 charities in the UK and of those around 90% have got income of under £500,000. Therefore, the universe of eligible applicants is quite large and it is quite easy for The Fore to spread the word and create awareness of their available funding. They run three funding rounds per year.
They try to ensure applicants don’t have to be unnecessarily burdened by preparing funding applications. Mary Rose mentions that many people don’t have the experience nor the expertise to write a solid business plan, but that doesn’t mean they’re not incredibly entrepreneurial. It’s about plugging these organisations at the right point into a bit of money and into a bit of expertise, and to help them with impact measurement.
At The Fore, they work with diverse partners, such as philanthropists and businesses that wish to improve the world around them by having employee engagement programmes or corporates that simply don’t have the bandwidth to work with numerous, small non-profit organisations.
The Fore can provide a vetted pipeline to such partners. They don’t charge a fee to such partners, but such partners need to bring some resources to the table. As part of The Bulldog Trust, The Fore is a non-profit.
Mary Rose would like to see an intrinsic change to the philanthropy space in the years to come. They want to get funders to think differently about how they fund and to think about the impact of their processes and practices on the organisations they’re looking to support.
In great part, success for The Fore is indicated by whether the philanthropy space is moving in a more positive direction. Mary Rose references a recent study by the University of Bath that found that £1.1bn annually in the UK alone is spent on applying for grant funding and, out of these applications, 63% are unsuccessful. That’s around £700m per year – and she notes this is a completely wasted, inefficiently spent resource.
Mary Rose’s key takeaway: It is important to trust people. If we want to change society we have to give people the agency to change their own circumstances.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy the podcast -- thank you!
CEO of The Fore and The Bulldog Trust, Mary Rose Gunn, joins Alberto Lidji to discuss seed funding for small non-profits and transforming the funding landscape and processes involved.
The Fore is a collective of individuals and businesses coming together to enhance the philanthropy market. The Fore is a seed funder for small organisations in the charity sector in the UK and, if one were to draw parallels with the private sector, one could say they align themselves with the angel investor and venture capital world. The Fore is part of The Bulldog Trust.
Mary Rose notes that at The Fore, they wish to empower people who have come up with great ideas to address a pressing social need and to provide them with funding and expertise to help them create real change.
The Fore only has two criteria to identify those organisations that are eligible to apply for funding:
(1) Applicant organisations need to have an annual turnover of under £500,000
(2) And, they need to be registered in the UK as a non-profit
When asked what the merits are of investing in small organisations – as opposed to larger ones where scale and efficiencies may be more pronounced - Mary Rose replies that nobody would argue in the private sector that there is no merit in having and backing small ventures in the market.
And, the same applies in the social sector: if you really want to have strong innovation, and if you really want to have efficiencies, then you’ve got to let the markets do some of the work.
A lot of the inefficiencies in the charitable sector have arisen because there isn’t enough competition. Mary Rose notes there are criticisms one could direct towards a charitable market that has large players who are constant fixtures for decades or longer.
At The Fore, the grants they make are up to £30,000 for a period of up to 3 years. So she notes these are not huge amounts of money.
These grants are structured in line with the needs of the charity in question. Therefore, a grant might be made entirely up front in year 1, or it might be spread over a number of years; or there might be some other structure that is more appropriate for the circumstances in question. Even though these are grants, Mary Rose does draw parallels to small business loans.
Interestingly, deal flow origination at The Fore is actually not a challenge; quite the opposite.
Mary Rose notes there are 165,000 charities in the UK and of those around 90% have got income of under £500,000. Therefore, the universe of eligible applicants is quite large and it is quite easy for The Fore to spread the word and create awareness of their available funding. They run three funding rounds per year.
They try to ensure applicants don’t have to be unnecessarily burdened by preparing funding applications. Mary Rose mentions that many people don’t have the experience nor the expertise to write a solid business plan, but that doesn’t mean they’re not incredibly entrepreneurial. It’s about plugging these organisations at the right point into a bit of money and into a bit of expertise, and to help them with impact measurement.
At The Fore, they work with diverse partners, such as philanthropists and businesses that wish to improve the world around them by having employee engagement programmes or corporates that simply don’t have the bandwidth to work with numerous, small non-profit organisations.
The Fore can provide a vetted pipeline to such partners. They don’t charge a fee to such partners, but such partners need to bring some resources to the table. As part of The Bulldog Trust, The Fore is a non-profit.
Mary Rose would like to see an intrinsic change to the philanthropy space in the years to come. They want to get funders to think differently about how they fund and to think about the impact of their processes and practices on the organisations they’re looking to support.
In great part, success for The Fore is indicated by whether the philanthropy space is moving in a more positive direction. Mary Rose references a recent study by the University of Bath that found that £1.1bn annually in the UK alone is spent on applying for grant funding and, out of these applications, 63% are unsuccessful. That’s around £700m per year – and she notes this is a completely wasted, inefficiently spent resource.
Mary Rose’s key takeaway: It is important to trust people. If we want to change society we have to give people the agency to change their own circumstances.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share widely if you enjoy the podcast -- thank you!
Director of LSE’s Marshall Institute, Stephan Chambers, joins Alberto Lidji to discuss research on philanthropy, social entrepreneurship; their Masters in Social Business & Entrepreneurship and more.
The Marshall Institute is a research centre, a place for teaching and a driving force for convening diverse stakeholders.
They tackle hard problems such as how to make our world sustainable and how to cultivate altruism. Stephan provides context for these challenges: we misallocate resources, we don’t understand the real effect of incentives on human behaviour, we don’t price bad things properly, and we don’t reward good things properly.
During the podcast, we have a fascinating and wide-ranging conversation, ranging from Stephan’s career trajectory and personal drivers, to the Marshall Institute’s Executive Masters in Social Business and Entrepreneurship and their key research focus areas: altruistic capital and the hybrid economy.
Many interesting questions are explored, such as how do we encourage the population to be more philanthropically engaged?
When looking at what would constitute success in the next 10 years, Stephan notes: there’s a slight frustration with the hubris associated with our ‘movement’… he hears all the time that we are going to solve climate change, end poverty, and create sustainable food security.
But, we know these problems are continuous and that we don’t end them. Rather, we address them more or less successfully, but we don’t end them.
So, success is modest and bounded: he cares about accelerating the impact of his own students, and he also measures success on the effect these students and the Marshall Institute have on this system within universities. If what is being done at the LSE is replicated elsewhere, and if in 10 years’ time lots of other universities are producing courses similar to what’s being offered at the Marshall Institute, he would consider this to be success.
Stephan’s key takeaway: we used to think of entrepreneurship and philanthropy as things that were discretionary or elective. You could choose to do them if you were that way inclined. His argument is that the state of the world is such that neither of these things is elective anymore. Neither of these is discretionary anymore. Unless we – all of us, all the time – make common cause with the rest of humanity, we’re in big trouble. Unless all of us, all the time think of our roles in the world as different; as necessarily challenging and innovative; unless we are all prepared to create new rules, we’re finished.
Visit Lidji.org for guest bios, episode notes and useful resources. Please subscribe and share if you enjoy this podcast – thank you!
Director of LSE’s Marshall Institute, Stephan Chambers, joins Alberto Lidji to discuss research on philanthropy, social entrepreneurship; their Masters in Social Business & Entrepreneurship and more.
The Marshall Institute is a research centre, a place for teaching and a driving force for convening diverse stakeholders.
They tackle hard problems such as how to make our world sustainable and how to cultivate altruism. Stephan provides context for these challenges: we misallocate resources, we don’t understand the real effect of incentives on human behaviour, we don’t price bad things properly, and we don’t reward good things properly.
During the podcast, we have a fascinating and wide-ranging conversation, ranging from Stephan’s career trajectory and personal drivers, to the Marshall Institute’s Executive Masters in Social Business and Entrepreneurship and their key research focus areas: altruistic capital and the hybrid economy.
Many interesting questions are explored, such as how do we encourage the population to be more philanthropically engaged?
When looking at what would constitute success in the next 10 years, Stephan notes: there’s a slight frustration with the hubris associated with our ‘movement’… he hears all the time that we are going to solve climate change, end poverty, and create sustainable food security.
But, we know these problems are continuous and that we don’t end them. Rather, we address them more or less successfully, but we don’t end them.
So, success is modest and bounded: he cares about accelerating the impact of his own students, and he also measures success on the effect these students and the Marshall Institute have on this system within universities. If what is being done at the LSE is replicated elsewhere, and if in 10 years’ time lots of other universities are producing courses similar to what’s being offered at the Marshall Institute, he would consider this to be success.
Stephan’s key takeaway: we used to think of entrepreneurship and philanthropy as things that were discretionary or elective. You could choose to do them if you were that way inclined. His argument is that the state of the world is such that neither of these things is elective anymore. Neither of these is discretionary anymore. Unless we – all of us, all the time – make common cause with the rest of humanity, we’re in big trouble. Unless all of us, all the time think of our roles in the world as different; as necessarily challenging and innovative; unless we are all prepared to create new rules, we’re finished.
Visit Lidji.org for guest bios, episode notes and useful resources. Please subscribe and share if you enjoy this podcast – thank you!
CEO of LEGO Foundation, John Goodwin, joins Alberto Lidji to talk about $100m grants in support of young children in refugee settings; the value of learning through play; and achieving systemic change.
A fascinating episode taking listeners from the LEGO Foundation’s origins in the 1980s to the present day. We hear how the LEGO Group supports the Foundation and how the Foundation is focused on redefining play and re-imagining learning.
Learning through play is increasingly gaining traction. It is important that the activity in learning through play is meaningful for the child, that it is iterative, that it actively engages the child, and that it is socially interactive and joyful.
The LEGO Foundation's grants are impressive. Over the past two years, the LEGO Foundation has made two grants of $100 million, each in support of early childhood in refugee settings.
In late 2018, the LEGO Foundation made a $100 million grant to Sesame Workshop to bring the power of learning through play to children affected by the Rohingya and Syrian refugee crises.
And, in late 2019, it made another grant to the International Rescue Committee (IRC) to bring learning through play to children impacted by crises in Ethiopia and Uganda. The CEO of the IRC is David Miliband and close collaboration with the relevant governments is important.
We also hear how much of the thinking at the LEGO Foundation was triggered by an earlier $100 million grant made by the MacArthur Foundation and how insight from this helped shape their approach.
Is this $100 million grant-making which happened in late 2018 and late 2019, due to become an annual tradition? John provides the answer and interesting context.
Throughout the conversation, John also sheds light on the LEGO Foundation’s work in Bangladesh, collaborating with BRAC, and its engagement with implementation partners such as Plan International, War Child, Ubongo, BIT (Behavioural Insights Group) and IPA (Innovation for Poverty Action), to name a few.
John's personal narrative is equally fascinating. He provides insight into his career trajectory, from engineering and accounting, to two decades at P&G and, subsequently, to the LEGO Group and the LEGO Foundation. An interesting journey that will inspire others who seek purpose in their lives.
There are two key takeaways John would like to share with listeners:
(1) No individual chooses to be displaced; they don’t choose to be a refugee. Yet, much of the narrative, unfortunately, that surrounds refugees and displaced individuals is one of negativity towards the individuals that are displaced. All of us that work in the aid sector need to ensure that we are – alongside the terrible plight that these individuals often find themselves in – also presenting to the wider society that there is hope and there can be positivity out of this, if society is more receptive to their fellow human beings. So, trying to talk about this situation in a positive light and change the narrative slightly to incorporate the opportunities that are possible if we all look more with a lens of embrace.
(2) There’s a wonderful richness that can come if we are able to break down our silos and embrace the opportunities that present themselves to bring our expertise and knowledge in a collective way, such that we can draw on the strengths of the private sector, we can draw on the strengths of the aid sector, we can draw on the strengths of the philanthropic sector, and we can draw on the strengths of academia. None of us believes that any one silo has the best solution, but that by coming together we can optimise and create something new that will have that systemic impact that ultimately we seek. John encourages everyone to collaborate in a non-silo way and come at it with the open, curious mind that we advocate and espouse our children to have through learning through play.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
CEO of LEGO Foundation, John Goodwin, joins Alberto Lidji to talk about $100m grants in support of young children in refugee settings; the value of learning through play; and achieving systemic change.
A fascinating episode taking listeners from the LEGO Foundation’s origins in the 1980s to the present day. We hear how the LEGO Group supports the Foundation and how the Foundation is focused on redefining play and re-imagining learning.
Learning through play is increasingly gaining traction. It is important that the activity in learning through play is meaningful for the child, that it is iterative, that it actively engages the child, and that it is socially interactive and joyful.
The LEGO Foundation's grants are impressive. Over the past two years, the LEGO Foundation has made two grants of $100 million, each in support of early childhood in refugee settings.
In late 2018, the LEGO Foundation made a $100 million grant to Sesame Workshop to bring the power of learning through play to children affected by the Rohingya and Syrian refugee crises.
And, in late 2019, it made another grant to the International Rescue Committee (IRC) to bring learning through play to children impacted by crises in Ethiopia and Uganda. The CEO of the IRC is David Miliband and close collaboration with the relevant governments is important.
We also hear how much of the thinking at the LEGO Foundation was triggered by an earlier $100 million grant made by the MacArthur Foundation and how insight from this helped shape their approach.
Is this $100 million grant-making which happened in late 2018 and late 2019, due to become an annual tradition? John provides the answer and interesting context.
Throughout the conversation, John also sheds light on the LEGO Foundation’s work in Bangladesh, collaborating with BRAC, and its engagement with implementation partners such as Plan International, War Child, Ubongo, BIT (Behavioural Insights Group) and IPA (Innovation for Poverty Action), to name a few.
John's personal narrative is equally fascinating. He provides insight into his career trajectory, from engineering and accounting, to two decades at P&G and, subsequently, to the LEGO Group and the LEGO Foundation. An interesting journey that will inspire others who seek purpose in their lives.
There are two key takeaways John would like to share with listeners:
(1) No individual chooses to be displaced; they don’t choose to be a refugee. Yet, much of the narrative, unfortunately, that surrounds refugees and displaced individuals is one of negativity towards the individuals that are displaced. All of us that work in the aid sector need to ensure that we are – alongside the terrible plight that these individuals often find themselves in – also presenting to the wider society that there is hope and there can be positivity out of this, if society is more receptive to their fellow human beings. So, trying to talk about this situation in a positive light and change the narrative slightly to incorporate the opportunities that are possible if we all look more with a lens of embrace.
(2) There’s a wonderful richness that can come if we are able to break down our silos and embrace the opportunities that present themselves to bring our expertise and knowledge in a collective way, such that we can draw on the strengths of the private sector, we can draw on the strengths of the aid sector, we can draw on the strengths of the philanthropic sector, and we can draw on the strengths of academia. None of us believes that any one silo has the best solution, but that by coming together we can optimise and create something new that will have that systemic impact that ultimately we seek. John encourages everyone to collaborate in a non-silo way and come at it with the open, curious mind that we advocate and espouse our children to have through learning through play.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Google's first employee, Craig Silverstein, and Mary Obelnicki, join Alberto Lidji to talk about philanthropy, Echidna Giving (their Foundation) and signing The Giving Pledge.
We hear how Echidna Giving looks at educating girls in the developing world. It’s the main vehicle to do Craig and Mary’s philanthropy. They aim to invest their money over the course of their lifetime and make a real difference in this field. They are not looking to set up a foundation in perpetuity.
Craig and Mary look at foundations that try to live in perpetuity and they see that many issues arise when those foundations’ Founders are no longer around. Other people then try to interpret what the Founders’ wishes were.
In the case of Echidna Giving, Craig and Mary believe very much in being focused in girls’ education and they’re sticking with this for the next 40 years. They note that they want to be personally responsible for Echidna Giving’s work during their entire lifetimes. They hope to be around for another 40 years and they’re committed to funding approximately $700 million over that time frame.
Craig and Mary are relatively young and they’re juggling many things, including a young family, work and many other activities. It has been difficult for them to include philanthropy in a professional manner in their lives and they’ve been very strategic about it. They treat this as a full-time commitment; not a hobby. So, they’ve also made a strong effort to hire a great team of professionals. They have a lean team that allows them to make decisions quickly and they’re willing to take risks.
They got into philanthropy early on and it was not as a consequence of their peers. Actually, many of their peers had not been involved in philanthropy at the time – in part because it’s difficult to get started and to do philanthropy right.
Craig made a lot of money very early in his life and he had much more money than he needed. He notes that: “I don’t believe philosophically in giving it all to my children. I want them to have enough money that they can do anything they want, but not enough money that they can do nothing”. So, there’s a narrow band of how much money that is and it’s a lot less than the money that Craig and Mary have and so what do you do with the rest of it? For them, it was obvious that the best use of their money was to try to make the world a better place.
Craig and Mary talk about their Theory of Change – which ultimately ends with World Peace! – and Craig explains his thought process in the podcast.
He wanted to focus in an area that would make sustainable change. Girls’ education is one of those areas where you don’t need a pre-requisite to make sustainable change. Over time, he feels if they focus on girls’ education they can truly transform entire communities, and he explains why that is.
When Craig started out in philanthropy he thought it was really just about the money and he thought he could just do it anonymously. Therefore, at the point when Craig and Mary signed The Giving Pledge there was a conscious choice to say this is us, this is us doing it intentionally because they were trying to be explicit and maybe trying to create some expectations around what other young people – especially those in Silicon Valley – could be doing. There is so much money in Silicon Valley and so many start-ups with money. Mary notes that they “were trying to say ‘hey guys step up, here’s what we’re doing, what can you be doing’?”
Craig mentioned that ‘budget’ is a key area for their strategic thinking. Initially, Craig wanted to remain anonymous and one of the reasons for this was that he didn’t want to be bombarded with ‘asks’. Now, in reality, that hasn’t happened too much – it was something he was worried about unnecessarily.
But what gave him the comfort to be more open and visible about his philanthropy is to think about a budget and a clear framework for evaluating each ask that came through the door. Both Craig and Mary explain that the key for a budget in philanthropy is that there’s a goal for spending; not a cap. The aim is to deploy that capital into whatever issue you care about.
They embrace a mechanism to handle social asks versus more strategic asks – they have a pool of money for their strategic initiatives (girls education) and a separate pool of money that is for personal giving. They drill into the details of this during the podcast.
They also have a predetermined ‘minimum’ sum in mind to deal with those emails many of us receive whereby someone asks for support for running a marathon etc. There’s a certain amount they say ‘yes’ to no matter what. So whatever ask it is, there’s a minimum for them that gets the green light pretty much automatically. Craig notes that this ‘minimum’ sum is $250 and they have around 100 slots for such asks whereby the first 100 people who ask for support at this level get a positive reply…. Mary jumps in in a good humoured way at this point and notes: “Craig this is a public podcast!”… a bit of laughter ensues. “We need to know you personally!”
On a separate note, they point out how surprised they were at the value of re-granting organisations that are highly professional and help make their philanthropy more efficient.
When they started in philanthropy they started giving to re-granting organisations. So they were focused in the developing world but knew nothing about these local communities in which they really wanted to see change happen. They were outsiders, they weren’t able to evaluate proposals nor evaluate outcomes so they went to re-granting organisations that are based in the US or the UK or somewhere in the developed world, but they are the ones who evaluate grants and outcomes and have people on the ground in local communities in the developing world.
Initially, they went into it thinking that it was a waste of money to involve a middleman. But they found out that it’s actually a big money saver to involve these middlemen because if they had to go and evaluate these things themselves and fly out to these communities it would take a long time to do and be very inefficient. It’s actually much better to be working with an organisation that can afford to have someone living in these local communities; or ideally someone from that community.
So, spending money in these re-granting organisations was money well spent and they had not expected that going in – they had initially thought it was money they would have to spend but not money they would actually appreciate having spent.
Craig goes on to mention that one thing that was very hard for him when he was getting started in philanthropy was hiring good people. How do you find them, how do you find out if they’re the right fit for you and how do you delegate responsibility to them. This is really hard. The hardest part is the first hire – the first person – and they really have to be aligned with the way you’re thinking about the world.
One reason people don’t get into philanthropy earlier, or why they treat philanthropy as a hobby for so long, is because they don’t know how to go about doing that first hire. Interestingly, the first person they hired didn’t know about girls’ education or the developing world, but that wasn’t important to them, rather the person they hired needed to have the flexibility and willingness to learn about these areas. They don’t need people to hit the ground running; rather they need them to be committed and to stick with it long enough so they can gain the expertise and to have the necessary skills to learn.
Mary notes that successful business people often think they can solve major social problems on their own. However, are most really willing to spend as much time on their philanthropy as they did in building their companies? If not, then you need to bring in a professional CEO. One of the best skills such people can bring from their business career is the ability to identify talent and to delegate.
Mary continues by expressing that part of the challenge is “if you’re not deliberate, if you don’t have your own staff, you’re not going to execute your own strategy. So, if you have your own strategy you need your own staff and you need to professionalise it.”
For her, one of the biggest takeaways from working in the developing world is to really think about the privilege of ‘access’ that wealthy organisations and wealthy communities have. And, as a philanthropist, who has access to you to make the ask easiest. It’s their friends and their families who can text them, ‘please support my organisation’ – well, if they’re their friends and from the community, they’re probably doing well financially. It’s very reinforcing, this privilege of access. And, the communities that need you the most and can benefit the most from your money are many, many social circles away from you. And, so how do you jump that gap? Well, you need to go looking for them; you need to put in the effort to find those organisations. You can’t expect them to come to you.
Was it a difficult choice to make when you decided to sign The Giving Pledge?
Craig notes that the public element was the hardest part of their decision to sign The Giving Pledge. Actually deciding to give the money away was easy – it was a decision he had already made. He could have kept more money than he’s planning on keeping and still have been able to sign The Giving Pledge.
However, the ‘going public’ was very difficult. Mary notes that it’s always on their mind, how much does anonymity protect them and protect their kids. So, signing The Giving Pledge really needed to have an upside – what was the benefit of being public, and they talked much about this; about inspiring others in similar situations to theirs.
Success in the next 10 years: they know what needs to be done to ensure girls’ education succeeds and what makes girls successful in school. So, when they look at the next 10 years, they want to see a state of affairs where the programmes and techniques that work are actually being embraced and implemented widely.
Social Emotional Learning (SEL), often referred to as ‘life skills’ can make a big difference in academic success. So, most of their investments right now are in SEL and trying to figure out what are the key components of this and when does it matter.
So, in secondary school it’s really obvious these gaps between girls and boys; so if it’s obvious at this stage then it must have started earlier. So, right now they’re looking at SEL in adolescence, because it’s an important time when the brain changes, and also in early childhood – another time when the brain architecture is being formed.
Craig and Mary’s key takeaway: Mary notes that they actually have three key takeaways!
(1) Start and be humble and learn as you go.
(2) Be deliberate and have a budget – track it and don’t be reactive.
(3) The people with the greatest need don’t have access to you to ask. Craig notes: “if your goals is museum construction, that’s fine. If your goal is poverty alleviation or something else where the communities you’re serving are very socially removed from your own social network then you must do the work to go against … the existing privilege of access.” Mary continues: people will acknowledge that the dollar or the pound can go further in the developing world in terms of impact “and so they should reflect to themselves, well if that’s true why aren’t I investing in those places now?”
What was it like being ‘Employee No.1 at Google’?
Craig replies by asking whether we know of the film ‘The Social Network’. And, then goes on to say that “it was almost entirely not that!”. He realised things were getting big when people came up to him to let him know they’d ‘heard of this thing called Google’… and then you find out that they did not actually hear about it from your mom.’ He started doing Google because he really believed in the power of making information available and he believed Google was the best at it. He’s delighted it turned out to be so successful but the fact is he did it because he really believed in the mission of the company and he loved working there.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Google's first employee, Craig Silverstein, and Mary Obelnicki, join Alberto Lidji to talk about philanthropy, Echidna Giving (their Foundation) and signing The Giving Pledge.
We hear how Echidna Giving looks at educating girls in the developing world. It’s the main vehicle to do Craig and Mary’s philanthropy. They aim to invest their money over the course of their lifetime and make a real difference in this field. They are not looking to set up a foundation in perpetuity.
Craig and Mary look at foundations that try to live in perpetuity and they see that many issues arise when those foundations’ Founders are no longer around. Other people then try to interpret what the Founders’ wishes were.
In the case of Echidna Giving, Craig and Mary believe very much in being focused in girls’ education and they’re sticking with this for the next 40 years. They note that they want to be personally responsible for Echidna Giving’s work during their entire lifetimes. They hope to be around for another 40 years and they’re committed to funding approximately $700 million over that time frame.
Craig and Mary are relatively young and they’re juggling many things, including a young family, work and many other activities. It has been difficult for them to include philanthropy in a professional manner in their lives and they’ve been very strategic about it. They treat this as a full-time commitment; not a hobby. So, they’ve also made a strong effort to hire a great team of professionals. They have a lean team that allows them to make decisions quickly and they’re willing to take risks.
They got into philanthropy early on and it was not as a consequence of their peers. Actually, many of their peers had not been involved in philanthropy at the time – in part because it’s difficult to get started and to do philanthropy right.
Craig made a lot of money very early in his life and he had much more money than he needed. He notes that: “I don’t believe philosophically in giving it all to my children. I want them to have enough money that they can do anything they want, but not enough money that they can do nothing”. So, there’s a narrow band of how much money that is and it’s a lot less than the money that Craig and Mary have and so what do you do with the rest of it? For them, it was obvious that the best use of their money was to try to make the world a better place.
Craig and Mary talk about their Theory of Change – which ultimately ends with World Peace! – and Craig explains his thought process in the podcast.
He wanted to focus in an area that would make sustainable change. Girls’ education is one of those areas where you don’t need a pre-requisite to make sustainable change. Over time, he feels if they focus on girls’ education they can truly transform entire communities, and he explains why that is.
When Craig started out in philanthropy he thought it was really just about the money and he thought he could just do it anonymously. Therefore, at the point when Craig and Mary signed The Giving Pledge there was a conscious choice to say this is us, this is us doing it intentionally because they were trying to be explicit and maybe trying to create some expectations around what other young people – especially those in Silicon Valley – could be doing. There is so much money in Silicon Valley and so many start-ups with money. Mary notes that they “were trying to say ‘hey guys step up, here’s what we’re doing, what can you be doing’?”
Craig mentioned that ‘budget’ is a key area for their strategic thinking. Initially, Craig wanted to remain anonymous and one of the reasons for this was that he didn’t want to be bombarded with ‘asks’. Now, in reality, that hasn’t happened too much – it was something he was worried about unnecessarily.
But what gave him the comfort to be more open and visible about his philanthropy is to think about a budget and a clear framework for evaluating each ask that came through the door. Both Craig and Mary explain that the key for a budget in philanthropy is that there’s a goal for spending; not a cap. The aim is to deploy that capital into whatever issue you care about.
They embrace a mechanism to handle social asks versus more strategic asks – they have a pool of money for their strategic initiatives (girls education) and a separate pool of money that is for personal giving. They drill into the details of this during the podcast.
They also have a predetermined ‘minimum’ sum in mind to deal with those emails many of us receive whereby someone asks for support for running a marathon etc. There’s a certain amount they say ‘yes’ to no matter what. So whatever ask it is, there’s a minimum for them that gets the green light pretty much automatically. Craig notes that this ‘minimum’ sum is $250 and they have around 100 slots for such asks whereby the first 100 people who ask for support at this level get a positive reply…. Mary jumps in in a good humoured way at this point and notes: “Craig this is a public podcast!”… a bit of laughter ensues. “We need to know you personally!”
On a separate note, they point out how surprised they were at the value of re-granting organisations that are highly professional and help make their philanthropy more efficient.
When they started in philanthropy they started giving to re-granting organisations. So they were focused in the developing world but knew nothing about these local communities in which they really wanted to see change happen. They were outsiders, they weren’t able to evaluate proposals nor evaluate outcomes so they went to re-granting organisations that are based in the US or the UK or somewhere in the developed world, but they are the ones who evaluate grants and outcomes and have people on the ground in local communities in the developing world.
Initially, they went into it thinking that it was a waste of money to involve a middleman. But they found out that it’s actually a big money saver to involve these middlemen because if they had to go and evaluate these things themselves and fly out to these communities it would take a long time to do and be very inefficient. It’s actually much better to be working with an organisation that can afford to have someone living in these local communities; or ideally someone from that community.
So, spending money in these re-granting organisations was money well spent and they had not expected that going in – they had initially thought it was money they would have to spend but not money they would actually appreciate having spent.
Craig goes on to mention that one thing that was very hard for him when he was getting started in philanthropy was hiring good people. How do you find them, how do you find out if they’re the right fit for you and how do you delegate responsibility to them. This is really hard. The hardest part is the first hire – the first person – and they really have to be aligned with the way you’re thinking about the world.
One reason people don’t get into philanthropy earlier, or why they treat philanthropy as a hobby for so long, is because they don’t know how to go about doing that first hire. Interestingly, the first person they hired didn’t know about girls’ education or the developing world, but that wasn’t important to them, rather the person they hired needed to have the flexibility and willingness to learn about these areas. They don’t need people to hit the ground running; rather they need them to be committed and to stick with it long enough so they can gain the expertise and to have the necessary skills to learn.
Mary notes that successful business people often think they can solve major social problems on their own. However, are most really willing to spend as much time on their philanthropy as they did in building their companies? If not, then you need to bring in a professional CEO. One of the best skills such people can bring from their business career is the ability to identify talent and to delegate.
Mary continues by expressing that part of the challenge is “if you’re not deliberate, if you don’t have your own staff, you’re not going to execute your own strategy. So, if you have your own strategy you need your own staff and you need to professionalise it.”
For her, one of the biggest takeaways from working in the developing world is to really think about the privilege of ‘access’ that wealthy organisations and wealthy communities have. And, as a philanthropist, who has access to you to make the ask easiest. It’s their friends and their families who can text them, ‘please support my organisation’ – well, if they’re their friends and from the community, they’re probably doing well financially. It’s very reinforcing, this privilege of access. And, the communities that need you the most and can benefit the most from your money are many, many social circles away from you. And, so how do you jump that gap? Well, you need to go looking for them; you need to put in the effort to find those organisations. You can’t expect them to come to you.
Was it a difficult choice to make when you decided to sign The Giving Pledge?
Craig notes that the public element was the hardest part of their decision to sign The Giving Pledge. Actually deciding to give the money away was easy – it was a decision he had already made. He could have kept more money than he’s planning on keeping and still have been able to sign The Giving Pledge.
However, the ‘going public’ was very difficult. Mary notes that it’s always on their mind, how much does anonymity protect them and protect their kids. So, signing The Giving Pledge really needed to have an upside – what was the benefit of being public, and they talked much about this; about inspiring others in similar situations to theirs.
Success in the next 10 years: they know what needs to be done to ensure girls’ education succeeds and what makes girls successful in school. So, when they look at the next 10 years, they want to see a state of affairs where the programmes and techniques that work are actually being embraced and implemented widely.
Social Emotional Learning (SEL), often referred to as ‘life skills’ can make a big difference in academic success. So, most of their investments right now are in SEL and trying to figure out what are the key components of this and when does it matter.
So, in secondary school it’s really obvious these gaps between girls and boys; so if it’s obvious at this stage then it must have started earlier. So, right now they’re looking at SEL in adolescence, because it’s an important time when the brain changes, and also in early childhood – another time when the brain architecture is being formed.
Craig and Mary’s key takeaway: Mary notes that they actually have three key takeaways!
(1) Start and be humble and learn as you go.
(2) Be deliberate and have a budget – track it and don’t be reactive.
(3) The people with the greatest need don’t have access to you to ask. Craig notes: “if your goals is museum construction, that’s fine. If your goal is poverty alleviation or something else where the communities you’re serving are very socially removed from your own social network then you must do the work to go against … the existing privilege of access.” Mary continues: people will acknowledge that the dollar or the pound can go further in the developing world in terms of impact “and so they should reflect to themselves, well if that’s true why aren’t I investing in those places now?”
What was it like being ‘Employee No.1 at Google’?
Craig replies by asking whether we know of the film ‘The Social Network’. And, then goes on to say that “it was almost entirely not that!”. He realised things were getting big when people came up to him to let him know they’d ‘heard of this thing called Google’… and then you find out that they did not actually hear about it from your mom.’ He started doing Google because he really believed in the power of making information available and he believed Google was the best at it. He’s delighted it turned out to be so successful but the fact is he did it because he really believed in the mission of the company and he loved working there.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Chief Executive of UnLtd, Mark Norbury, joins Alberto Lidji to discuss social entrepreneurship and ways of backing social ventures and entrepreneurs.
UnLtd is a UK-based organisation that supports social entrepreneurship. They’ve helped out about 20,000 social entrepreneurs since 2002; they have an endowment of £150 million, a turnover of £8 million and a team of 75 staff.
They support social entrepreneurs in a variety of ways, including advice, networking, coaching, practical support and financing.
It’s important for them to find and back individuals who are very rooted in the issue each one of them is trying to address – this is something Mark calls ‘lived experience’. People who have lived through, discrimination, poverty and other issues.
When asked to define what social entrepreneurship means to UnLtd, Mark notes that they’re very relaxed about the actual type of legal structure one may have and rather, for them, it’s about whether your organisation has social impact, a sustainable business model, and that you have a growth mind-set.
UnLtd really cares about leadership, mission, impact and sustainability, and they back a wide range of organisations in diverse ways.
UnLtd is always happy to hear from philanthropists and they do accept funding from external sources. Every year, UnLtd is trying to raise approximately £3 million from external sources, such as corporations, foundations and high net worth individuals (HNWIs).
Mark provides insight into Harry Specters luxury chocolates, a successful organisation UnLtd has supported that provides gainful employment to autistic individuals and, in the process, adds value to people’s lives, the market, and the UK economy.
Success in the next 10 years for UnLtd: they’d like to continue the core of supporting social entrepreneurs and would like to further break down the barriers these individuals face, such as access to capital and access to expertise. They’d like to shift the systems in which these barriers exist, though policy, education and developing a supportive infrastructure.
Mark’s key takeaway: bring together leadership, impact, sustainability and purpose, in whatever realm you’re in, and you’ll give it your best.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast – thank you!
Chief Executive of UnLtd, Mark Norbury, joins Alberto Lidji to discuss social entrepreneurship and ways of backing social ventures and entrepreneurs.
UnLtd is a UK-based organisation that supports social entrepreneurship. They’ve helped out about 20,000 social entrepreneurs since 2002; they have an endowment of £150 million, a turnover of £8 million and a team of 75 staff.
They support social entrepreneurs in a variety of ways, including advice, networking, coaching, practical support and financing.
It’s important for them to find and back individuals who are very rooted in the issue each one of them is trying to address – this is something Mark calls ‘lived experience’. People who have lived through, discrimination, poverty and other issues.
When asked to define what social entrepreneurship means to UnLtd, Mark notes that they’re very relaxed about the actual type of legal structure one may have and rather, for them, it’s about whether your organisation has social impact, a sustainable business model, and that you have a growth mind-set.
UnLtd really cares about leadership, mission, impact and sustainability, and they back a wide range of organisations in diverse ways.
UnLtd is always happy to hear from philanthropists and they do accept funding from external sources. Every year, UnLtd is trying to raise approximately £3 million from external sources, such as corporations, foundations and high net worth individuals (HNWIs).
Mark provides insight into Harry Specters luxury chocolates, a successful organisation UnLtd has supported that provides gainful employment to autistic individuals and, in the process, adds value to people’s lives, the market, and the UK economy.
Success in the next 10 years for UnLtd: they’d like to continue the core of supporting social entrepreneurs and would like to further break down the barriers these individuals face, such as access to capital and access to expertise. They’d like to shift the systems in which these barriers exist, though policy, education and developing a supportive infrastructure.
Mark’s key takeaway: bring together leadership, impact, sustainability and purpose, in whatever realm you’re in, and you’ll give it your best.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast – thank you!
Executive Director of B Lab UK (B Corp), Chris Turner, and Co-Founder of Grantbook and UnWrapit, Peter Deitz, join Alberto Lidji to discuss the B Corp movement and social entrepreneurship.
B Lab UK is the non-profit organisation in the UK behind B Corp. The B Corp movement is a global movement of more than 3,000 businesses that are all acting as a force for good around the world. There are 250 B Corps in the UK, and the movement has been around for 10 years.
At the heart of the movement is the ‘Certification’ process, which involves two commitments:
1) to score highly on a B Impact Assessment (80 points or more are required) – this means a candidate company has taken a deep look at governance, workers, environment, community and customers. Those companies being assessed accumulate points for the positive impact they’re creating.
2 the second commitment is more symbolic and relates to the governance of the business – it differs depending on the jurisdiction, but in the UK it means that a B Corp amends its articles of association and changes the duties of the directors of the business to essentially give equal weight to people, planet and profit. It puts this triple bottom line principle at the very heart of a business.
Certification lasts for three years once it’s awarded.
Peter is a social entrepreneur who has already gotten one of his ventures, Grantbook, B Corp Certified and, now, he’s in the process of getting UnWrapit certified as well. He notes that the certification process itself will help an organisation’s development – looking at things such as governance, employee positions and policies, how you involve yourself in the community and so forth.
There are many benefits of being a B Corp – whether it’s internal such as attracting great people and retaining them, or external, such as attracting investment, sending the right signals to the market, procurement and more.
Peter’s key takeaway: If your company is a meaningful place to work for your employees and you’re creating opportunities for formative experiences, and potentially for ownership in your company, then you’re on the right path. B Corp and the B Corp assessment will help you create that meaningful environment for your employees.
Chris’ key takeaway: At the end of the day businesses are a collection of people. Chris encourages business leaders to think about what motivates people. The inspiring business leaders are those who have a real point of view in terms of what their business is for, the role it plays in society, the way in which the people in that business can all contribute.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy the podcast -- thank you!
Executive Director of B Lab UK (B Corp), Chris Turner, and Co-Founder of Grantbook and UnWrapit, Peter Deitz, join Alberto Lidji to discuss the B Corp movement and social entrepreneurship.
B Lab UK is the non-profit organisation in the UK behind B Corp. The B Corp movement is a global movement of more than 3,000 businesses that are all acting as a force for good around the world. There are 250 B Corps in the UK, and the movement has been around for 10 years.
At the heart of the movement is the ‘Certification’ process, which involves two commitments:
1) to score highly on a B Impact Assessment (80 points or more are required) – this means a candidate company has taken a deep look at governance, workers, environment, community and customers. Those companies being assessed accumulate points for the positive impact they’re creating.
2 the second commitment is more symbolic and relates to the governance of the business – it differs depending on the jurisdiction, but in the UK it means that a B Corp amends its articles of association and changes the duties of the directors of the business to essentially give equal weight to people, planet and profit. It puts this triple bottom line principle at the very heart of a business.
Certification lasts for three years once it’s awarded.
Peter is a social entrepreneur who has already gotten one of his ventures, Grantbook, B Corp Certified and, now, he’s in the process of getting UnWrapit certified as well. He notes that the certification process itself will help an organisation’s development – looking at things such as governance, employee positions and policies, how you involve yourself in the community and so forth.
There are many benefits of being a B Corp – whether it’s internal such as attracting great people and retaining them, or external, such as attracting investment, sending the right signals to the market, procurement and more.
Peter’s key takeaway: If your company is a meaningful place to work for your employees and you’re creating opportunities for formative experiences, and potentially for ownership in your company, then you’re on the right path. B Corp and the B Corp assessment will help you create that meaningful environment for your employees.
Chris’ key takeaway: At the end of the day businesses are a collection of people. Chris encourages business leaders to think about what motivates people. The inspiring business leaders are those who have a real point of view in terms of what their business is for, the role it plays in society, the way in which the people in that business can all contribute.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy the podcast -- thank you!
New Year's Special with Alberto Lidji - Key Takeaways from 2019. Philanthropy, Sustainability and Social Entrepreneurship.
Handpicked takeaways for your reference as you embark on improving the world around you in the New Year and beyond.
Thank you for making The Do One Better! Podcast such a success in 2019. Please subscribe and share with others -- your support, feedback and engagement are invaluable and truly very much appreciated.
Visit Lidji.org to get involved. Happy New Year!
New Year's Special with Alberto Lidji - Key Takeaways from 2019. Philanthropy, Sustainability and Social Entrepreneurship.
Handpicked takeaways for your reference as you embark on improving the world around you in the New Year and beyond.
Thank you for making The Do One Better! Podcast such a success in 2019. Please subscribe and share with others -- your support, feedback and engagement are invaluable and truly very much appreciated.
Visit Lidji.org to get involved. Happy New Year!
Chief Executive of the Association of Charitable Foundations, Carol Mack, joins Alberto Lidji for a wide-ranging conversation on the dynamics facing foundations today.
The Association of Charitable Foundations (ACF) represents UK-based foundations and grant-making charities, it has 380 organisational members that represent £50bn in assets and annually grant out £2.5bn.
ACF is a member of DAFNE (Donors and Foundations Networks in Europe) and Carol explains how she interacts regularly with her counterparts in other countries across Europe and globally.
Carol explains how it’s an increasingly challenging context for foundations. Whereas in the past foundations were met with civic gratitude, today we’re increasingly seeing, globally, a rising trend for distrust of institutions and growing scrutiny of philanthropy and of foundations.
Society is in general asking more questions of philanthropy. People want to know where a foundation’s money comes from, where a foundation is investing, and where a foundation is giving its funding. So, ACF supports foundations as they address these challenges and helps them to be the best they can be in their pursuit of social good.
A good example of this is their Stronger Foundations initiative, launched about 18 months ago, to help foundations examine their own practice and welcome scrutiny positively. It’s a member-led initiative with over 80 members involved. They have 6 working groups looking at different aspects of foundations’ practice, from strategy and governance to funding practice and intentional investing. Each working group looks at what excellence looks like in their specific topic area. This information is available on ACF’s website and it can be a useful resource for people who are interested in foundations practice.
The first working group to report back was looking at diversity, equity and inclusion. ACF published the findings of this. Carol observes that, overall, the UK charity sector is disproportionately homogenous, it doesn’t reflect UK society, and foundations are even worse than the wider charity sector. Approximately a year ago, ACF commissioned some research into foundation boards and found that, in the sample, foundation boards were 99% white, two thirds male and only 3% of those boards were under the age of 45.
Carol sheds light on the immense financial resources at foundations’ disposal, yet notes that foundations still are a very small part in comparison to government resources.
Increasingly, there’s an interesting interplay between what the state will fund and what foundations will fund. The traditional model was always that foundations would fund the innovative practice – proving the need, proving an intervention that works – and then government would roll it out. This worked well at a time of an expanding state spending, but it’s not what we’re seeing in the UK, where government has been reducing the types of services it is willing to fund. This poses some interesting challenges to foundations.
On the topic of social impact investing: yes, Carol notes that it is an area of much interest to foundations. However, she suggests that, arguably, foundations have always done social impact investing, noting that if you look back at some of the charitable activity in the 1400s, some of that was about providing loans to enable people to enter a profession – arguably, that’s a form of social investment.
A recent initiative that ACF has been involved with is something called the Members Policy Forum, whereby they bring together foundations with government officials on particular issues – this has been helpful in increasing the level of knowledge around particular issues across sectors.
When looking at success in the next 10 years, the climate crisis is front and centre in Carol’s thinking. She asks: how do we as a global community do what it takes to tackle this issue.
Carol’s key takeaway: what you do really matters, there are so many challenges out there, and you in foundations particularly have resources through which you can do something about these challenges and opportunities. So, be thoughtful, be intentional in what you do, and treat your role with respect. Look at all of your assets and how these can be deployed in furtherance of your own mission, whatever that is.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Chief Executive of the Association of Charitable Foundations, Carol Mack, joins Alberto Lidji for a wide-ranging conversation on the dynamics facing foundations today.
The Association of Charitable Foundations (ACF) represents UK-based foundations and grant-making charities, it has 380 organisational members that represent £50bn in assets and annually grant out £2.5bn.
ACF is a member of DAFNE (Donors and Foundations Networks in Europe) and Carol explains how she interacts regularly with her counterparts in other countries across Europe and globally.
Carol explains how it’s an increasingly challenging context for foundations. Whereas in the past foundations were met with civic gratitude, today we’re increasingly seeing, globally, a rising trend for distrust of institutions and growing scrutiny of philanthropy and of foundations.
Society is in general asking more questions of philanthropy. People want to know where a foundation’s money comes from, where a foundation is investing, and where a foundation is giving its funding. So, ACF supports foundations as they address these challenges and helps them to be the best they can be in their pursuit of social good.
A good example of this is their Stronger Foundations initiative, launched about 18 months ago, to help foundations examine their own practice and welcome scrutiny positively. It’s a member-led initiative with over 80 members involved. They have 6 working groups looking at different aspects of foundations’ practice, from strategy and governance to funding practice and intentional investing. Each working group looks at what excellence looks like in their specific topic area. This information is available on ACF’s website and it can be a useful resource for people who are interested in foundations practice.
The first working group to report back was looking at diversity, equity and inclusion. ACF published the findings of this. Carol observes that, overall, the UK charity sector is disproportionately homogenous, it doesn’t reflect UK society, and foundations are even worse than the wider charity sector. Approximately a year ago, ACF commissioned some research into foundation boards and found that, in the sample, foundation boards were 99% white, two thirds male and only 3% of those boards were under the age of 45.
Carol sheds light on the immense financial resources at foundations’ disposal, yet notes that foundations still are a very small part in comparison to government resources.
Increasingly, there’s an interesting interplay between what the state will fund and what foundations will fund. The traditional model was always that foundations would fund the innovative practice – proving the need, proving an intervention that works – and then government would roll it out. This worked well at a time of an expanding state spending, but it’s not what we’re seeing in the UK, where government has been reducing the types of services it is willing to fund. This poses some interesting challenges to foundations.
On the topic of social impact investing: yes, Carol notes that it is an area of much interest to foundations. However, she suggests that, arguably, foundations have always done social impact investing, noting that if you look back at some of the charitable activity in the 1400s, some of that was about providing loans to enable people to enter a profession – arguably, that’s a form of social investment.
A recent initiative that ACF has been involved with is something called the Members Policy Forum, whereby they bring together foundations with government officials on particular issues – this has been helpful in increasing the level of knowledge around particular issues across sectors.
When looking at success in the next 10 years, the climate crisis is front and centre in Carol’s thinking. She asks: how do we as a global community do what it takes to tackle this issue.
Carol’s key takeaway: what you do really matters, there are so many challenges out there, and you in foundations particularly have resources through which you can do something about these challenges and opportunities. So, be thoughtful, be intentional in what you do, and treat your role with respect. Look at all of your assets and how these can be deployed in furtherance of your own mission, whatever that is.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
CEO of Mercer (Sweden), Johan Ericsson, joins Alberto Lidji to discuss diversity and inclusion within the corporate space.
Johan has been with Mercer since 2001, a global human resources advisory firm with 25,000 employees operating in 130 countries.
Johan notes that diversity and inclusion have been gaining importance in recent years. There are also more jobs in this field and those jobs are to be found in more senior levels within organisations. Diversity and inclusion is now often a function in its own right, as one would find a head of legal or head of IT; it is no longer a sub-role in the margins.
Mercer have 30,000 clients globally; many of these clients are multinationals with subsidiaries in a large number of culturally diverse countries. In essence, some clients approach Mercer because, for instance, they might be operating in Sweden where auditing for diversity and inclusion is often required. However, in other instances, clients come up to Mercer simply because they take the challenge of diversity and inclusion seriously and want to learn what best practice looks like.
When Women Thrive – is an annual piece of research by Mercer done in conjunction with the World Economic Forum that looks at diversity and inclusion and how individual countries can ensure they fully leverage all of the brain power in a country.
We hear how cultural context is important, too. It isn’t simply a matter of telling companies to be diverse and inclusive. Cultural realities in Norway are different than in the Middle East, and this impacts how companies within these countries embrace diversity and inclusion.
Ultimately, Johan notes that business performance is better in diverse more inclusive organisations; more innovation and creativity, easier to hire and retain talent, the reputational angle as a good employer – there are many reasons. Moreover, diverse and inclusive organisations can be more fun, you meet people from different walks of life, and you learn more too.
While change is happening in the right direction, the pace is too slow. The vast majority of clients want to accelerate this agenda because they want to drive long-term sustainable and profitable growth. This is very important to them. It’s also important from a cultural point, in terms of the people they want to attract and retain – they need people from all backgrounds.
Johan’s key takeaway: building a diverse workforce is going to improve your productivity, efficiency and your profits, and at the same time you’re going to have more fun, you’re going to learn much more, you’re going to meet fascinating people and it’s going to increase your team’s engagement levels – do it because it makes sense in so many ways.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast – thank you!
CEO of Mercer (Sweden), Johan Ericsson, joins Alberto Lidji to discuss diversity and inclusion within the corporate space.
Johan has been with Mercer since 2001, a global human resources advisory firm with 25,000 employees operating in 130 countries.
Johan notes that diversity and inclusion have been gaining importance in recent years. There are also more jobs in this field and those jobs are to be found in more senior levels within organisations. Diversity and inclusion is now often a function in its own right, as one would find a head of legal or head of IT; it is no longer a sub-role in the margins.
Mercer have 30,000 clients globally; many of these clients are multinationals with subsidiaries in a large number of culturally diverse countries. In essence, some clients approach Mercer because, for instance, they might be operating in Sweden where auditing for diversity and inclusion is often required. However, in other instances, clients come up to Mercer simply because they take the challenge of diversity and inclusion seriously and want to learn what best practice looks like.
When Women Thrive – is an annual piece of research by Mercer done in conjunction with the World Economic Forum that looks at diversity and inclusion and how individual countries can ensure they fully leverage all of the brain power in a country.
We hear how cultural context is important, too. It isn’t simply a matter of telling companies to be diverse and inclusive. Cultural realities in Norway are different than in the Middle East, and this impacts how companies within these countries embrace diversity and inclusion.
Ultimately, Johan notes that business performance is better in diverse more inclusive organisations; more innovation and creativity, easier to hire and retain talent, the reputational angle as a good employer – there are many reasons. Moreover, diverse and inclusive organisations can be more fun, you meet people from different walks of life, and you learn more too.
While change is happening in the right direction, the pace is too slow. The vast majority of clients want to accelerate this agenda because they want to drive long-term sustainable and profitable growth. This is very important to them. It’s also important from a cultural point, in terms of the people they want to attract and retain – they need people from all backgrounds.
Johan’s key takeaway: building a diverse workforce is going to improve your productivity, efficiency and your profits, and at the same time you’re going to have more fun, you’re going to learn much more, you’re going to meet fascinating people and it’s going to increase your team’s engagement levels – do it because it makes sense in so many ways.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast – thank you!
Co-Founders of JustSpace Alliance, Lucianne Walkowicz and Erika Nesvold join Alberto Lidji to discuss space ethics and an inclusive and ethical future in space; and implications here on Earth.
Lucianne and Erika start by dispelling the notion that space is a ‘blank canvass’. Humans bring their own perspective and history into the equation. However, when people think about systems here on earth, these can often feel very entrenched. By contrast, when one thinks about space, much more creative thinking can prevail.
JustSpace Alliance is a new organisation and has just celebrated its first anniversary in November 2019. During this time, they have partnered with likeminded thinkers, convened diverse stakeholders and organised insightful events.
In one such recent event, they explored governance in space, looking at existing legal frameworks for space and considering how these might need to be changed or expanded.
As the conversation progressed, more and more ethical issues started coming to the fore around diversity and inclusion, environmental protection and medical testing, to name a few.
Erika pondered: when we explore space, are we going to be bringing a perfectly representative sample of society? Probably not; so what are the implications? And, is space only for those who can afford the ticket or should it be accessible to everyone?
The topic of European colonisation arose during the conversation as well, with both Lucianne and Erika underscoring the need to learn lessons from this past as we look to engage with extra-terrestrial life in the future.
They note the environment is a consideration in space as well, not just here on Earth. We hear how the Moon and Mars are often looked at as potential sources for natural resources – don’t we have a responsibility to look after these bodies as well?
An ethical issue that’s present right now pertains to medical experiments in space. Those who fly into space are essentially taking part in a medical experiment.
We hear how in space, one’s health changes – eyesight changes, bone density changes etc. So, what does this mean for the provision of consent; what does it mean for one’s ability to withdraw consent while in space?
Likewise, we have no idea what the impacts are of radiation and microgravity on a developing foetus; and if we want to find out then that requires experimentation on pregnant women and foetuses in space. There is an abundance of ethical red flags that need to be addressed.
When asked where exactly does space ethics reside, the answer is unequivocal: space ethics resides everywhere.
At JustSpace Alliance they convene and foster a cross-pollination of ideas and opinions across diverse fields. Creating opportunities for this kind of dialogue to take place is one of the key reasons why Lucianne and Erika decided to launch the JustSpace Alliance.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast – thank you!
Co-Founders of JustSpace Alliance, Lucianne Walkowicz and Erika Nesvold join Alberto Lidji to discuss space ethics and an inclusive and ethical future in space; and implications here on Earth.
Lucianne and Erika start by dispelling the notion that space is a ‘blank canvass’. Humans bring their own perspective and history into the equation. However, when people think about systems here on earth, these can often feel very entrenched. By contrast, when one thinks about space, much more creative thinking can prevail.
JustSpace Alliance is a new organisation and has just celebrated its first anniversary in November 2019. During this time, they have partnered with likeminded thinkers, convened diverse stakeholders and organised insightful events.
In one such recent event, they explored governance in space, looking at existing legal frameworks for space and considering how these might need to be changed or expanded.
As the conversation progressed, more and more ethical issues started coming to the fore around diversity and inclusion, environmental protection and medical testing, to name a few.
Erika pondered: when we explore space, are we going to be bringing a perfectly representative sample of society? Probably not; so what are the implications? And, is space only for those who can afford the ticket or should it be accessible to everyone?
The topic of European colonisation arose during the conversation as well, with both Lucianne and Erika underscoring the need to learn lessons from this past as we look to engage with extra-terrestrial life in the future.
They note the environment is a consideration in space as well, not just here on Earth. We hear how the Moon and Mars are often looked at as potential sources for natural resources – don’t we have a responsibility to look after these bodies as well?
An ethical issue that’s present right now pertains to medical experiments in space. Those who fly into space are essentially taking part in a medical experiment.
We hear how in space, one’s health changes – eyesight changes, bone density changes etc. So, what does this mean for the provision of consent; what does it mean for one’s ability to withdraw consent while in space?
Likewise, we have no idea what the impacts are of radiation and microgravity on a developing foetus; and if we want to find out then that requires experimentation on pregnant women and foetuses in space. There is an abundance of ethical red flags that need to be addressed.
When asked where exactly does space ethics reside, the answer is unequivocal: space ethics resides everywhere.
At JustSpace Alliance they convene and foster a cross-pollination of ideas and opinions across diverse fields. Creating opportunities for this kind of dialogue to take place is one of the key reasons why Lucianne and Erika decided to launch the JustSpace Alliance.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast – thank you!
CEO of Grantmakers for Effective Organizations (GEO), Marcus Walton, joins Alberto Lidji to discuss inclusive grant-making, racial equity and the sharing of best practice across 600 organizations.
GEO is a 20-year old organization based in the US, which helps grant-makers make better decisions and be more effective. They have 600 members and are supported by some of the world’s best-known foundations, such as the Ford Foundation and Bill & Melinda Gates Foundation.
It’s a membership organization creating a space for funders to come together and build their network, learn of the latest philanthropic trends and engage with each other.
At GEO they consider how philanthropic practice actually translates into the impact grant-makers are aspiring to achieve with their investments. They catalogue case studies, publish great insights and convene thought leaders. Every year they publish a ‘smarter grant-making’ publication.
But Marcus notes that having access to this information isn’t enough. Now, the question is also about how do we actually use this information, to understand it in context, to extract lessons, and to interrogate these insights together to inform practice going forward — the emphasis is on application.
In GEO’s ‘Strategic Direction for 2018-2021’ plan, one of their focus areas is on integrating racial equity into their vision for smarter grant-making. Marcus’ background includes a 10-year track record in racial equity training, within the philanthropic sector in particular.
Marcus notes that when talking about racial equity one is talking about the historical impact of policies and practices that have created conditions that face us today. With that analysis, it means that in everything grant-makers do, there needs to be a consideration of what have been the decisions that contributed to how things are now; how do institutions reinforce some of the disparities and inequitable conditions that keep some groups disadvantaged and that actually provide advantage for others — advantage to access resources and opportunities — and then how does one think about one’s work in a way that improves conditions for all of the groups involved. Understanding that we have different needs, that we’re all facing different challenges, and that we bring a variety of resources to the table that can be leveraged or intensified with a really intentional investment strategy. That’s how GEO is able to support the field in terms of embracing a racial equity focus.
Incorporating racial equity into grant-makers’ thinking means bringing an intentional practice; it means that every time you develop a program, you engage with the communities that you are intending to serve. It’s an inclusive, collaborative approach to grant-making. It’s the opposite of a more paternalistic, institutional approach that says ‘we know what you need’ — instead, it says, ‘we’re creating a space to be a thought partner with you, to respond to some of the persistent needs, perhaps the most persistent challenges that have faced this community’.
GEO brings thought leaders to its members. They organize conferences, webinars and peer-to-peer learning opportunities for CEOs, Trustees and executives. Marcus notes that conferences are invaluable — there aren’t enough places where likeminded folks can come together and learn from each other and from thought-leaders alike. One week out of every month, Marcus is in a different community in a city or state across the USA with a co-host who is a member organization or stakeholder to learn about their issues, who are convening their colleagues from around the region, listening to local leaders who are driving the work, and Marcus is flying in to provide a national point a view to inform the conversation that’s around those priorities and then from those conversations, elevating those conversations to the national discourse, through their national conferences, through their virtual tools and resources, and really providing a different kind of a platform for leaders.
It’s interesting to note that Marcus started off as a community organizer and that, today, he views himself as an organizer of philanthropic resources, not as an executive officer inside of an institution.
Marcus’ key takeaway: he notes that we’re in a moment in time where the changes we want to see are accessible and there’s a call to action for us to apply those things that we’ve learned – the principles and the tools and the resources that we’ve learned in order to mobilize our spheres of influence and to participate in change; to activate change; to be a part of actively transitioning organizations from one state of existence to another. The time is really now, we are global and we are all in this together. Our collective genius is so much broader than any of us knows or can imagine when operating in isolation.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
CEO of Grantmakers for Effective Organizations (GEO), Marcus Walton, joins Alberto Lidji to discuss inclusive grant-making, racial equity and the sharing of best practice across 600 organizations.
GEO is a 20-year old organization based in the US, which helps grant-makers make better decisions and be more effective. They have 600 members and are supported by some of the world’s best-known foundations, such as the Ford Foundation and Bill & Melinda Gates Foundation.
It’s a membership organization creating a space for funders to come together and build their network, learn of the latest philanthropic trends and engage with each other.
At GEO they consider how philanthropic practice actually translates into the impact grant-makers are aspiring to achieve with their investments. They catalogue case studies, publish great insights and convene thought leaders. Every year they publish a ‘smarter grant-making’ publication.
But Marcus notes that having access to this information isn’t enough. Now, the question is also about how do we actually use this information, to understand it in context, to extract lessons, and to interrogate these insights together to inform practice going forward — the emphasis is on application.
In GEO’s ‘Strategic Direction for 2018-2021’ plan, one of their focus areas is on integrating racial equity into their vision for smarter grant-making. Marcus’ background includes a 10-year track record in racial equity training, within the philanthropic sector in particular.
Marcus notes that when talking about racial equity one is talking about the historical impact of policies and practices that have created conditions that face us today. With that analysis, it means that in everything grant-makers do, there needs to be a consideration of what have been the decisions that contributed to how things are now; how do institutions reinforce some of the disparities and inequitable conditions that keep some groups disadvantaged and that actually provide advantage for others — advantage to access resources and opportunities — and then how does one think about one’s work in a way that improves conditions for all of the groups involved. Understanding that we have different needs, that we’re all facing different challenges, and that we bring a variety of resources to the table that can be leveraged or intensified with a really intentional investment strategy. That’s how GEO is able to support the field in terms of embracing a racial equity focus.
Incorporating racial equity into grant-makers’ thinking means bringing an intentional practice; it means that every time you develop a program, you engage with the communities that you are intending to serve. It’s an inclusive, collaborative approach to grant-making. It’s the opposite of a more paternalistic, institutional approach that says ‘we know what you need’ — instead, it says, ‘we’re creating a space to be a thought partner with you, to respond to some of the persistent needs, perhaps the most persistent challenges that have faced this community’.
GEO brings thought leaders to its members. They organize conferences, webinars and peer-to-peer learning opportunities for CEOs, Trustees and executives. Marcus notes that conferences are invaluable — there aren’t enough places where likeminded folks can come together and learn from each other and from thought-leaders alike. One week out of every month, Marcus is in a different community in a city or state across the USA with a co-host who is a member organization or stakeholder to learn about their issues, who are convening their colleagues from around the region, listening to local leaders who are driving the work, and Marcus is flying in to provide a national point a view to inform the conversation that’s around those priorities and then from those conversations, elevating those conversations to the national discourse, through their national conferences, through their virtual tools and resources, and really providing a different kind of a platform for leaders.
It’s interesting to note that Marcus started off as a community organizer and that, today, he views himself as an organizer of philanthropic resources, not as an executive officer inside of an institution.
Marcus’ key takeaway: he notes that we’re in a moment in time where the changes we want to see are accessible and there’s a call to action for us to apply those things that we’ve learned – the principles and the tools and the resources that we’ve learned in order to mobilize our spheres of influence and to participate in change; to activate change; to be a part of actively transitioning organizations from one state of existence to another. The time is really now, we are global and we are all in this together. Our collective genius is so much broader than any of us knows or can imagine when operating in isolation.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Facebook’s head of Social Impact (EMEA), Anita Yuen, joins Alberto Lidji to discuss how they’ve raised $2 billion for good causes, connected blood donors to those in need and innovated at global scale.
The conversation explores how Facebook is using its tremendous global scale to drive forward social impact and social good.
There are more than 2bn people on the Facebook platform, which in many respects can be viewed as a global community of advocates, volunteers and donors. Combined with the fact that there are millions of non-profits active on Facebook, this provides a great opportunity for these organisations to engage with their community in a genuine and authentic way.
Anita explains how there are various tools on Facebook, such as Groups and Blood Donations, that are being effectively used by non-profits and those in need.
The Blood Donations product was developed in 2018 and it came out of what Facebook were observing in India. They noticed that when people where due to head for surgery in India, people would post on Facebook and ask their friends and family whether they could donate blood. This is because in some parts of India, when people have to go in for surgery they often have to bring in their own blood in case they need a blood transfusion. There is a global shortage of blood.
After observing this, the team at Facebook asked themselves how might they be able to make this process to facilitate blood donations easier.
The Blood Donations product has now been rolled out to various countries, including Bangladesh, Pakistan and Brazil. As of today, Facebook have over 50m people who have volunteered to donate blood.
Anita speaks with passion and is particularly excited about the sheer scale they are able to enjoy whenever they decide to pilot and deploy new, innovative products. There aren’t many companies where one can engage with millions and millions of people globally.
Facebook also have created a donations tool that allows people and organisations to raise money for causes they care about. You can create fundraisers, go out to your Facebook community and ask them to make a donation.
Anita provides useful insight into specific case studies. ‘Ocean Cleanup’ is a Dutch-based organisation with a focus on cleaning the word’s oceans and rivers. Anita notes they build amazing tech to clean the ocean. They are a relatively new organisation and have been using Facebook’s tools for approximately the past year and a half, and have already been able to raise millions of dollars by having people create birthday fundraisers for them. So, two weeks before people’s birthdays, they’re asked whether they’d like to donate their birthdays to the Ocean Cleanup – and this approach has worked extremely well. Anita is very proud to have them on the Facebook platform.
Another organisation Anita mentioned is a UK-based outfit called ‘Help Refugees’, which was started by an individual who wanted to do something about the refugee crisis and bring supplies to refugees in Greece. They’ve used Facebook’s donations tool to buy supplies; people have created fundraisers for them; and they’ve also encouraged folks to do fundraisers for them. Anita drilled down and provided insight into a particular instance when Help Refugees were in Calais, France, and experienced their truck breaking down; and they didn’t have enough money to fund its repairs. So, they went onto Facebook and created a special fundraiser just for this. Within a week they were able to fund the repair of the truck.
The community angle is key. Non-profits who understand their community and are able to speak to them in an authentic and genuine way are achieving amazing results on Facebook – people are looking for meaning and an understating of the impact of the causes they’re supporting. Anita explains how the Facebook platform has been very powerful in helping them reach new audiences. Community engagement is invaluable and can revolve around moments of global crisis, just as it can around small moments, or diaspora communities scattered across the globe.
Anita sheds light on Facebook’s Social Impact Team – a diverse and highly motivated team including a group of engineers mainly based in California who are behind innovations such as their Blood Donations tool, crisis tools, fundraising tools, volunteering and all kinds of social impact products. They also have marketing, communications and partnerships specialists in the team. Anita remarks that many folks are surprised to hear that they have people working at Facebook who focus only in the social impact space.
We hear how the team at Facebook work very closely with partners. These partnerships help inform Facebook and help them produce new products and ensure their relevance.
Scale is a theme that comes up during the conversation repeatedly. Indeed, Anita is very excited about scale and she notes that in many respects the journey has only just begun.
For instance, the Blood Donations tool is only available in 5 countries at present, but they want to make that global. The same applies to their donations tools, which are only available in just 19 countries. They’re constantly asking themselves how best to scale such products.
It may be counterintuitive but scaling up a digital tool to new countries isn’t as straightforward as one might think – it’s not about merely flipping a switch. For instance, to expand their Blood Donations tool, they need to establish partnerships with governments, with NGOs on the ground and with blood banks – you need to get this right on many levels.
Remarkably, their donations tools are only available in 19 markets but, as of September 2019, Facebook have raised over $2bn for good causes and individuals. Anita invites listeners to imagine what these sums could look like if they were to scale this globally, and the good this could do.
A bit of information Anita underscores very clearly is that Facebook do not take any fees at all for any of the donations they’re helping raise. Anita notes how 100% of what is raised for a charity goes to that charity. Facebook don’t take any transaction fees; they cover the credit card fees of donations. Facebook has not taken any fee at all for the $2bn that they’ve raised thus far.
When asked about what success looks like in the next 10 years, Anita notes that they’d like to continue to do what they’re doing, in the sense that when they think of their approach to social impact partnerships and product, they’re really observing what is happening on the Facebook community on the platform; what do people want to be doing, and how can Facebook facilitate that in an easier way. They look to the Facebook community and to their partners to say, well, ‘what can we be offering that is genuinely and authentically useful’ and so if Facebook continue to do that Anita feels that they’re going to see their work in this space go into all sorts of different areas., with a focus on scale.
Facebook, Instagram, WahtsApp – these platforms are all part of what Anita calls ‘Facebook Inc’. They are looking to ensure best practice and innovative tools from one platform are deployed across other platforms. In July 2019, for instance, they launched Donation tools on Instagram. So, they’ve taken learning and best practices and experience from their Donation products on Facebook and are now beginning to build these things out on Instagram. You can expect to see more innovation on instagram.
Facebook has been on this journey for social impact for quite a while. They launched their donation tools in the USA in 2015. And even before that, ‘Safety Check’ – one of their crisis tools – came out of the Fukushima disaster in Japan back in 2011.
Anita sheds light on the impact the ALS Bucket Challenge had on Facebook’s thinking. The ALS Bucket Challenge took place back in the summer of 2014 and out of that Facebook saw essentially the world’s biggest viral fundraising campaign take place on Facebook. All of these videos were being uploaded to Facebook, people were tagging friends, and so the whole thing was actually happening on Facebook but at the time Facebook didn’t have a way for non-profits to take in donations. But because of that experience Facebook started to see that there was actually a need, and a willingness, for the Facebook community to give to good causes. So, after that, they had a couple of engineers in California start to work on creating a donation button. And, that donation button was the start of what has now become a set of tools that the entire sector and the Facebook community are using.
Anita also explains how the tsunami of 2004 was one of the first major disasters when people actually gave at such a scale but they did it online. Anita remembers that well, because she saw this as a turning point in philanthropy, where non-profits recognised the power of online giving. Things back then happened quickly but nowhere as quickly as today. If a tsunami happened today they’d be able to move in minutes or seconds, not days as was the case back then.
Anita’s key takeaway for listeners: she starts by letting listeners know she has been thinking about ‘purpose’ lately, and goes on to note that people sometimes may feel unsure as to how to begin supporting a cause. She explains that now more than ever is a time when everyone can do good. Everyone has a voice. Everybody can use their voice and do good things. She encourages listeners simply to “just jump in”. Small acts of kindness are amazing. Now more than ever people can have a voice and take action. If you see something that’s wrong or you see something and you want to do something about it, just jump right in!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy the podcast – thank you!
Facebook’s head of Social Impact (EMEA), Anita Yuen, joins Alberto Lidji to discuss how they’ve raised $2 billion for good causes, connected blood donors to those in need and innovated at global scale.
The conversation explores how Facebook is using its tremendous global scale to drive forward social impact and social good.
There are more than 2bn people on the Facebook platform, which in many respects can be viewed as a global community of advocates, volunteers and donors. Combined with the fact that there are millions of non-profits active on Facebook, this provides a great opportunity for these organisations to engage with their community in a genuine and authentic way.
Anita explains how there are various tools on Facebook, such as Groups and Blood Donations, that are being effectively used by non-profits and those in need.
The Blood Donations product was developed in 2018 and it came out of what Facebook were observing in India. They noticed that when people where due to head for surgery in India, people would post on Facebook and ask their friends and family whether they could donate blood. This is because in some parts of India, when people have to go in for surgery they often have to bring in their own blood in case they need a blood transfusion. There is a global shortage of blood.
After observing this, the team at Facebook asked themselves how might they be able to make this process to facilitate blood donations easier.
The Blood Donations product has now been rolled out to various countries, including Bangladesh, Pakistan and Brazil. As of today, Facebook have over 50m people who have volunteered to donate blood.
Anita speaks with passion and is particularly excited about the sheer scale they are able to enjoy whenever they decide to pilot and deploy new, innovative products. There aren’t many companies where one can engage with millions and millions of people globally.
Facebook also have created a donations tool that allows people and organisations to raise money for causes they care about. You can create fundraisers, go out to your Facebook community and ask them to make a donation.
Anita provides useful insight into specific case studies. ‘Ocean Cleanup’ is a Dutch-based organisation with a focus on cleaning the word’s oceans and rivers. Anita notes they build amazing tech to clean the ocean. They are a relatively new organisation and have been using Facebook’s tools for approximately the past year and a half, and have already been able to raise millions of dollars by having people create birthday fundraisers for them. So, two weeks before people’s birthdays, they’re asked whether they’d like to donate their birthdays to the Ocean Cleanup – and this approach has worked extremely well. Anita is very proud to have them on the Facebook platform.
Another organisation Anita mentioned is a UK-based outfit called ‘Help Refugees’, which was started by an individual who wanted to do something about the refugee crisis and bring supplies to refugees in Greece. They’ve used Facebook’s donations tool to buy supplies; people have created fundraisers for them; and they’ve also encouraged folks to do fundraisers for them. Anita drilled down and provided insight into a particular instance when Help Refugees were in Calais, France, and experienced their truck breaking down; and they didn’t have enough money to fund its repairs. So, they went onto Facebook and created a special fundraiser just for this. Within a week they were able to fund the repair of the truck.
The community angle is key. Non-profits who understand their community and are able to speak to them in an authentic and genuine way are achieving amazing results on Facebook – people are looking for meaning and an understating of the impact of the causes they’re supporting. Anita explains how the Facebook platform has been very powerful in helping them reach new audiences. Community engagement is invaluable and can revolve around moments of global crisis, just as it can around small moments, or diaspora communities scattered across the globe.
Anita sheds light on Facebook’s Social Impact Team – a diverse and highly motivated team including a group of engineers mainly based in California who are behind innovations such as their Blood Donations tool, crisis tools, fundraising tools, volunteering and all kinds of social impact products. They also have marketing, communications and partnerships specialists in the team. Anita remarks that many folks are surprised to hear that they have people working at Facebook who focus only in the social impact space.
We hear how the team at Facebook work very closely with partners. These partnerships help inform Facebook and help them produce new products and ensure their relevance.
Scale is a theme that comes up during the conversation repeatedly. Indeed, Anita is very excited about scale and she notes that in many respects the journey has only just begun.
For instance, the Blood Donations tool is only available in 5 countries at present, but they want to make that global. The same applies to their donations tools, which are only available in just 19 countries. They’re constantly asking themselves how best to scale such products.
It may be counterintuitive but scaling up a digital tool to new countries isn’t as straightforward as one might think – it’s not about merely flipping a switch. For instance, to expand their Blood Donations tool, they need to establish partnerships with governments, with NGOs on the ground and with blood banks – you need to get this right on many levels.
Remarkably, their donations tools are only available in 19 markets but, as of September 2019, Facebook have raised over $2bn for good causes and individuals. Anita invites listeners to imagine what these sums could look like if they were to scale this globally, and the good this could do.
A bit of information Anita underscores very clearly is that Facebook do not take any fees at all for any of the donations they’re helping raise. Anita notes how 100% of what is raised for a charity goes to that charity. Facebook don’t take any transaction fees; they cover the credit card fees of donations. Facebook has not taken any fee at all for the $2bn that they’ve raised thus far.
When asked about what success looks like in the next 10 years, Anita notes that they’d like to continue to do what they’re doing, in the sense that when they think of their approach to social impact partnerships and product, they’re really observing what is happening on the Facebook community on the platform; what do people want to be doing, and how can Facebook facilitate that in an easier way. They look to the Facebook community and to their partners to say, well, ‘what can we be offering that is genuinely and authentically useful’ and so if Facebook continue to do that Anita feels that they’re going to see their work in this space go into all sorts of different areas., with a focus on scale.
Facebook, Instagram, WahtsApp – these platforms are all part of what Anita calls ‘Facebook Inc’. They are looking to ensure best practice and innovative tools from one platform are deployed across other platforms. In July 2019, for instance, they launched Donation tools on Instagram. So, they’ve taken learning and best practices and experience from their Donation products on Facebook and are now beginning to build these things out on Instagram. You can expect to see more innovation on instagram.
Facebook has been on this journey for social impact for quite a while. They launched their donation tools in the USA in 2015. And even before that, ‘Safety Check’ – one of their crisis tools – came out of the Fukushima disaster in Japan back in 2011.
Anita sheds light on the impact the ALS Bucket Challenge had on Facebook’s thinking. The ALS Bucket Challenge took place back in the summer of 2014 and out of that Facebook saw essentially the world’s biggest viral fundraising campaign take place on Facebook. All of these videos were being uploaded to Facebook, people were tagging friends, and so the whole thing was actually happening on Facebook but at the time Facebook didn’t have a way for non-profits to take in donations. But because of that experience Facebook started to see that there was actually a need, and a willingness, for the Facebook community to give to good causes. So, after that, they had a couple of engineers in California start to work on creating a donation button. And, that donation button was the start of what has now become a set of tools that the entire sector and the Facebook community are using.
Anita also explains how the tsunami of 2004 was one of the first major disasters when people actually gave at such a scale but they did it online. Anita remembers that well, because she saw this as a turning point in philanthropy, where non-profits recognised the power of online giving. Things back then happened quickly but nowhere as quickly as today. If a tsunami happened today they’d be able to move in minutes or seconds, not days as was the case back then.
Anita’s key takeaway for listeners: she starts by letting listeners know she has been thinking about ‘purpose’ lately, and goes on to note that people sometimes may feel unsure as to how to begin supporting a cause. She explains that now more than ever is a time when everyone can do good. Everyone has a voice. Everybody can use their voice and do good things. She encourages listeners simply to “just jump in”. Small acts of kindness are amazing. Now more than ever people can have a voice and take action. If you see something that’s wrong or you see something and you want to do something about it, just jump right in!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy the podcast – thank you!
IHG (InterContinental Hotels Group) VP for Global Corporate Responsibility, Catherine Dolton, joins Alberto Lidji to discuss sustainability and value creation across 5,800 hotels in 100 countries.
IHG has 400,000 team members, numerous brands and their biggest market is the USA, followed by greater China.
Over 75% of their hotels are run by third party franchisees; they have a broad and diverse international stakeholder base and it is important for IHG to work very closely with all of them.
Sustainability can align very well with strategic objectives and, as Catherine points out, if you cut waste you cut costs. Sustainability and good performance go hand in hand.
Plastic waste is a major consideration and IHG recently announced they’re getting rid of all the mini amenity products across all their hotels – single use toiletries, such as the individual shampoo bottles and conditioners one is accustomed to finding in hotel bathrooms.
Food waste is another key area being tackled by IHG. Efforts are being deployed internally to help their 5,800 hotels measure, monitor and track food waste.
Catherine explains how IHG has numerous partnerships helping them become more sustainable. In Australia, for instance, they’re working with OzHarvest – an organisation that collects unused food from their hotels that can be used charitably instead of going to waste.
There are many challenges when it comes to reducing plastic and other types of waste, especially when one considers the sheer number of brands, markets, hotels, rooms, suppliers etc. Health, sanitation, operational procedures -- they all present challenges that need to be considered and overcome.
In North America, they have an initiative called Renovation Donation where items such as TVs, beds and furniture that are no longer needed following a hotel’s renovation are donated to non-profit organisations.
IHG are also members of the Circular Economy 100 (CE100) Network from the Ellen MacArthur Foundation – a place for learning, knowledge sharing and collaboration. They also recently announced a partnership with Junior Achievement, which focuses on preparing young people for future employment.
They value global partnerships but also recognise they need a tailored approach to local markets. In the last month Catherine has been both to their Atlanta and their Shanghai offices, and it brings home that you really need a different approach to different markets because you have different business and operational issues. Therefore, you need to have partners locally that know individual markets very well.
The big players in the hotel industry also collaborate and share insights; many are members of the International Tourism Partnership (ITP), where they embrace specific goals for 2030 and collaborate in various ways.
Moving from single use toiletries is a monumental task. There are a huge number of suppliers across many markets; you have to find the right bulk product and brand in an individual market. There are many practical considerations in individual hotels, too. Even installing a fixed shampoo bulk dispenser in place raises questions: what are the procedures for refilling these bulk bottles to make sure they’re clean and to the right standards? How often do you refill them before replacing them? Even housekeeping carts need to be changed since they’ll need to carry bigger bottles, not small ones. Financially, there’s an up front cost for these fittings. Essentially, there are many angles that need to be considered.
Suppliers are not only moving in line with IHG, but they’re also completely on board and coming up with many new and interesting ideas for sustainable solutions.
Scale is very important. The big game changer for Catherine revolves around how to bring on new hotels in the future at very low or even net zero carbon. A big challenge is how do you redesign these mainstream brands so that their environmental impact is next to nothing.
IHG’s senior management is very involved in driving sustainability forward. Earlier this year they established a responsible business governance committee, which meets quarterly and brings together key areas, such as environmental, social, community impact, diversity and inclusion, human rights, responsible procurement, cyber security etc.
Due to the sheer volume of guests, IHG are in a prime position to drive behavioural change on a global scale. The move from having towels washed daily versus every x-number of days is a case in point. Catherine is very excited about the ability to make a difference at such scale and recognises there is much potential going forward.
Catherine’s key takeaway: it’s all about collaboration. The scale of the challenge for the industry when it comes to environmental sustainability is huge. And it’s about collaboration not just within their own organisation but also collaboration within and across industries. This isn’t about competitive advantage, rather, it’s about finding those solutions that are really going to make a difference.
Visit Lidji.org for episode notes, guest bios and useful links. Please subscribe and share if you enjoy the podcast -- thank you!
IHG (InterContinental Hotels Group) VP for Global Corporate Responsibility, Catherine Dolton, joins Alberto Lidji to discuss sustainability and value creation across 5,800 hotels in 100 countries.
IHG has 400,000 team members, numerous brands and their biggest market is the USA, followed by greater China.
Over 75% of their hotels are run by third party franchisees; they have a broad and diverse international stakeholder base and it is important for IHG to work very closely with all of them.
Sustainability can align very well with strategic objectives and, as Catherine points out, if you cut waste you cut costs. Sustainability and good performance go hand in hand.
Plastic waste is a major consideration and IHG recently announced they’re getting rid of all the mini amenity products across all their hotels – single use toiletries, such as the individual shampoo bottles and conditioners one is accustomed to finding in hotel bathrooms.
Food waste is another key area being tackled by IHG. Efforts are being deployed internally to help their 5,800 hotels measure, monitor and track food waste.
Catherine explains how IHG has numerous partnerships helping them become more sustainable. In Australia, for instance, they’re working with OzHarvest – an organisation that collects unused food from their hotels that can be used charitably instead of going to waste.
There are many challenges when it comes to reducing plastic and other types of waste, especially when one considers the sheer number of brands, markets, hotels, rooms, suppliers etc. Health, sanitation, operational procedures -- they all present challenges that need to be considered and overcome.
In North America, they have an initiative called Renovation Donation where items such as TVs, beds and furniture that are no longer needed following a hotel’s renovation are donated to non-profit organisations.
IHG are also members of the Circular Economy 100 (CE100) Network from the Ellen MacArthur Foundation – a place for learning, knowledge sharing and collaboration. They also recently announced a partnership with Junior Achievement, which focuses on preparing young people for future employment.
They value global partnerships but also recognise they need a tailored approach to local markets. In the last month Catherine has been both to their Atlanta and their Shanghai offices, and it brings home that you really need a different approach to different markets because you have different business and operational issues. Therefore, you need to have partners locally that know individual markets very well.
The big players in the hotel industry also collaborate and share insights; many are members of the International Tourism Partnership (ITP), where they embrace specific goals for 2030 and collaborate in various ways.
Moving from single use toiletries is a monumental task. There are a huge number of suppliers across many markets; you have to find the right bulk product and brand in an individual market. There are many practical considerations in individual hotels, too. Even installing a fixed shampoo bulk dispenser in place raises questions: what are the procedures for refilling these bulk bottles to make sure they’re clean and to the right standards? How often do you refill them before replacing them? Even housekeeping carts need to be changed since they’ll need to carry bigger bottles, not small ones. Financially, there’s an up front cost for these fittings. Essentially, there are many angles that need to be considered.
Suppliers are not only moving in line with IHG, but they’re also completely on board and coming up with many new and interesting ideas for sustainable solutions.
Scale is very important. The big game changer for Catherine revolves around how to bring on new hotels in the future at very low or even net zero carbon. A big challenge is how do you redesign these mainstream brands so that their environmental impact is next to nothing.
IHG’s senior management is very involved in driving sustainability forward. Earlier this year they established a responsible business governance committee, which meets quarterly and brings together key areas, such as environmental, social, community impact, diversity and inclusion, human rights, responsible procurement, cyber security etc.
Due to the sheer volume of guests, IHG are in a prime position to drive behavioural change on a global scale. The move from having towels washed daily versus every x-number of days is a case in point. Catherine is very excited about the ability to make a difference at such scale and recognises there is much potential going forward.
Catherine’s key takeaway: it’s all about collaboration. The scale of the challenge for the industry when it comes to environmental sustainability is huge. And it’s about collaboration not just within their own organisation but also collaboration within and across industries. This isn’t about competitive advantage, rather, it’s about finding those solutions that are really going to make a difference.
Visit Lidji.org for episode notes, guest bios and useful links. Please subscribe and share if you enjoy the podcast -- thank you!
San Francisco 49ers and Golden State Warriors ex-head of philanthropy and community relations, Joanne Pasternack, joins Alberto Lidji to discuss the power of athletes and sports to improve the world.
The conversation is wide-raging, from Joanne’s initial foray into figure skating and her introduction to the Special Olympics when she was just 14 years old, to her work leading the philanthropy and community relations and outreach at the San Francisco 49ers and Golden State Warriors – two of America’s best known professional football (National Football League – NFL) and basketball (National Basketball Association – NBA) teams.
We discuss philanthropic engagement at the individual level, the team level and the league level and explore specific case studies, such as an instance when the San Francisco 49ers worked closely with the New Orleans Saints following a devastating natural disaster in Louisiana.
We hear of individual players who demonstrate high degrees of generosity. Joanne mentioned Kevin Durant – a world-class basketball player – who donated $10m to create an after school education program in his hometown outside Washington DC.
She also sheds light on a partnership she worked on between the San Francisco 49ers and the Chevron Corporation to build out a STEM (Science, Technology, Engineering and Mathematics) leadership institute at a local school near the 49ers’ stadium.
There is a need to ensure the right alignment between personal philanthropic preferences and engagement in the most appropriate thematic areas. Fleshing out what is important to someone and exploring how they can leverage things to improve the world in that specific area is an important task, which gets explored during this episode as well.
Professional athletes are unique in many respects. Many achieve great notoriety and wealth at a very young age. They tend to have a short shelf life at top-level sports and, then, need to adapt to their post-career life accordingly. This can be very challenging – a topic Joanne sheds light on within the context of professional basketball and American football.
Joanne’s key takeaway: she focuses on the power of listening to what others have to say. ‘Listen’ … just listen. She let’s us know that her personal mantra is: find a way to say ‘Yes’. It’s easy to come up with excuses of why you can’t do something. So, where possible, find a way to say Yes. And, if you have to say ‘No’, don’t just say no. Instead, say ‘No but’… here’s another resource for you or, No, but here’s a way that we can help.
Visit Lidji.org to view guest bios, episode notes and useful links. Please subscribe and share if you enjoy this episode -- thank you!
San Francisco 49ers and Golden State Warriors ex-head of philanthropy and community relations, Joanne Pasternack, joins Alberto Lidji to discuss the power of athletes and sports to improve the world.
The conversation is wide-raging, from Joanne’s initial foray into figure skating and her introduction to the Special Olympics when she was just 14 years old, to her work leading the philanthropy and community relations and outreach at the San Francisco 49ers and Golden State Warriors – two of America’s best known professional football (National Football League – NFL) and basketball (National Basketball Association – NBA) teams.
We discuss philanthropic engagement at the individual level, the team level and the league level and explore specific case studies, such as an instance when the San Francisco 49ers worked closely with the New Orleans Saints following a devastating natural disaster in Louisiana.
We hear of individual players who demonstrate high degrees of generosity. Joanne mentioned Kevin Durant – a world-class basketball player – who donated $10m to create an after school education program in his hometown outside Washington DC.
She also sheds light on a partnership she worked on between the San Francisco 49ers and the Chevron Corporation to build out a STEM (Science, Technology, Engineering and Mathematics) leadership institute at a local school near the 49ers’ stadium.
There is a need to ensure the right alignment between personal philanthropic preferences and engagement in the most appropriate thematic areas. Fleshing out what is important to someone and exploring how they can leverage things to improve the world in that specific area is an important task, which gets explored during this episode as well.
Professional athletes are unique in many respects. Many achieve great notoriety and wealth at a very young age. They tend to have a short shelf life at top-level sports and, then, need to adapt to their post-career life accordingly. This can be very challenging – a topic Joanne sheds light on within the context of professional basketball and American football.
Joanne’s key takeaway: she focuses on the power of listening to what others have to say. ‘Listen’ … just listen. She let’s us know that her personal mantra is: find a way to say ‘Yes’. It’s easy to come up with excuses of why you can’t do something. So, where possible, find a way to say Yes. And, if you have to say ‘No’, don’t just say no. Instead, say ‘No but’… here’s another resource for you or, No, but here’s a way that we can help.
Visit Lidji.org to view guest bios, episode notes and useful links. Please subscribe and share if you enjoy this episode -- thank you!
Chair of the Children’s Movement of Florida, Dave Lawrence, joins Alberto Lidji to discuss advocacy, politics and coalitions in support of children in Florida and beyond.
During the episode we speak about Dave’s efforts to drive forward legislative change and mobilise individuals at local and national levels to encourage investments in children’s early years and improve their outcomes.
Dave retired from his role as publisher of the Miami Herald 20 years ago to focus on children’s ‘early years’. He is Chair of the Children’s Movement of Florida which aims to make children the number one priority for investment in Florida – the 3rd biggest state in the US, and the 17th largest global economy, if it were a country.
We hear how there has been much progress in Florida over the past 20 years and how, today, every 4-year old in Florida is entitled to a high quality kindergarten experience. There has been support from voters, the Governor’s office and city mayors across the state; including a successful campaign called #100Mayors for early childhood.
Dave has mobilised resources in Florida and engaged with politicians across the political spectrum at local, state and national level. He has also lectured internationally on the benefits of investing in early years.
In 1996, former Florida governor, Lawton Chiles, asked Dave to join the Governor’s Commission on Education to look at education in the next millennium. Dave led the taskforce on school readiness and, in the process, learned an extraordinary amount about children’s early years – so much so that he decided to retire from his post as publisher of the Miami Herald and work full time on issues focused on early childhood.
On the topic of driving forward legislative change, Dave notes there’s much power at the local level. Dave wants people to be excited about supporting children and to talk about it often. He notes that numerous US presidents have been vocal in their support for early years, irrespective of their political affiliation, and he notes their power comes in using their presidential platform to be highly vocal about supporting children.
Dave remarks that, yes, just about everybody loves children; but too many don’t understand the practical imperatives about this.
He notes that in the US, despite its position as the world’s leading economy, 3 out of 4 young people aged 17 to 24 cannot enter the US military – they can’t join because of criminal records, substance abuse, academic problems etc. This is an unacceptable state of affairs.
Only real quality in education brings positive outcomes; it’s not about simply having a spot for a child in a classroom – it’s about actually learning something, about being engaged and being exposed to brain-stimulating activities.
The importance of play – and learning through play – should not be underestimated. Play is really important – you learn a lot about getting along with other people. We need to develop the full human being – it’s not about drilling 3-year olds in numbers. Nothing is more important than a nurturing, caring, knowledgeable, loving parent or caregiver.
Ultimately, to improve the reality for children, one needs to push on many fronts; communicating with parents; engaging with the legislative process, connecting with diverse stakeholders. Dave wants to get the local community involved, including many who would not usually be classed as the usual suspects in the field of early childhood, including the faith community, business actors, the civic community, the political community etc – he wants them all to work on this issue.
Dave notes that a major moment in Florida happened a few years back when the Florida Chamber of Commerce – the principal business organisation in the state – decided that early childhood is a major business imperative, impacting the future of their workforce and talent pool in Florida.
Dave briefly discusses his book — ‘A Dedicated Life: Journalism, Justice and a Chance for Every Child’ – and underscores the point that all proceeds from sales go to support the Children’s Movement of Florida. The book is partly traditional memoire and partly about what’s happening in the field of early childhood and what else still needs to be done.
Dave’s key takeaway: he notes that within each of us is an ability to make something happen and, ultimately, he shares the sentiment that it would be a shame for one to die before having had won some battle for humanity. There is so much to be done all over the world and so many ways for people to drive change. At the end, we ask ourselves, ‘what did your life mean’?... the answer won’t have much to do with accumulating resources. What difference did you make in an individual life and in larger ways? That’s the joy of life. Combine that with lifelong learning and you have a life where you can feel pretty good about yourself.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you’ve enjoyed this podcast – thank you!
Chair of the Children’s Movement of Florida, Dave Lawrence, joins Alberto Lidji to discuss advocacy, politics and coalitions in support of children in Florida and beyond.
During the episode we speak about Dave’s efforts to drive forward legislative change and mobilise individuals at local and national levels to encourage investments in children’s early years and improve their outcomes.
Dave retired from his role as publisher of the Miami Herald 20 years ago to focus on children’s ‘early years’. He is Chair of the Children’s Movement of Florida which aims to make children the number one priority for investment in Florida – the 3rd biggest state in the US, and the 17th largest global economy, if it were a country.
We hear how there has been much progress in Florida over the past 20 years and how, today, every 4-year old in Florida is entitled to a high quality kindergarten experience. There has been support from voters, the Governor’s office and city mayors across the state; including a successful campaign called #100Mayors for early childhood.
Dave has mobilised resources in Florida and engaged with politicians across the political spectrum at local, state and national level. He has also lectured internationally on the benefits of investing in early years.
In 1996, former Florida governor, Lawton Chiles, asked Dave to join the Governor’s Commission on Education to look at education in the next millennium. Dave led the taskforce on school readiness and, in the process, learned an extraordinary amount about children’s early years – so much so that he decided to retire from his post as publisher of the Miami Herald and work full time on issues focused on early childhood.
On the topic of driving forward legislative change, Dave notes there’s much power at the local level. Dave wants people to be excited about supporting children and to talk about it often. He notes that numerous US presidents have been vocal in their support for early years, irrespective of their political affiliation, and he notes their power comes in using their presidential platform to be highly vocal about supporting children.
Dave remarks that, yes, just about everybody loves children; but too many don’t understand the practical imperatives about this.
He notes that in the US, despite its position as the world’s leading economy, 3 out of 4 young people aged 17 to 24 cannot enter the US military – they can’t join because of criminal records, substance abuse, academic problems etc. This is an unacceptable state of affairs.
Only real quality in education brings positive outcomes; it’s not about simply having a spot for a child in a classroom – it’s about actually learning something, about being engaged and being exposed to brain-stimulating activities.
The importance of play – and learning through play – should not be underestimated. Play is really important – you learn a lot about getting along with other people. We need to develop the full human being – it’s not about drilling 3-year olds in numbers. Nothing is more important than a nurturing, caring, knowledgeable, loving parent or caregiver.
Ultimately, to improve the reality for children, one needs to push on many fronts; communicating with parents; engaging with the legislative process, connecting with diverse stakeholders. Dave wants to get the local community involved, including many who would not usually be classed as the usual suspects in the field of early childhood, including the faith community, business actors, the civic community, the political community etc – he wants them all to work on this issue.
Dave notes that a major moment in Florida happened a few years back when the Florida Chamber of Commerce – the principal business organisation in the state – decided that early childhood is a major business imperative, impacting the future of their workforce and talent pool in Florida.
Dave briefly discusses his book — ‘A Dedicated Life: Journalism, Justice and a Chance for Every Child’ – and underscores the point that all proceeds from sales go to support the Children’s Movement of Florida. The book is partly traditional memoire and partly about what’s happening in the field of early childhood and what else still needs to be done.
Dave’s key takeaway: he notes that within each of us is an ability to make something happen and, ultimately, he shares the sentiment that it would be a shame for one to die before having had won some battle for humanity. There is so much to be done all over the world and so many ways for people to drive change. At the end, we ask ourselves, ‘what did your life mean’?... the answer won’t have much to do with accumulating resources. What difference did you make in an individual life and in larger ways? That’s the joy of life. Combine that with lifelong learning and you have a life where you can feel pretty good about yourself.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you’ve enjoyed this podcast – thank you!
CEO of World Child Cancer, Jon Rosser, and paediatric oncologist Prof Lorna Renner in Ghana, join Alberto Lidji to talk about their UK Aid Match campaign and work in the developing world.
World Child Cancer supports and helps children with cancer in low and middle-income countries. Jon Rosser notes there’s a large disparity in childhood cancer survival rates in the developed world – where it’s approximately 80%-85% -- versus the countries they work in, where childhood cancer survival rates are closer to just 10%. In many cases children die without even getting a diagnosis.
At the time of this podcast’s airing (27 October 2019) World Child Cancer were running a UK Aid Match campaign up until 21 January 2020, whereby every £1 donated by UK-based donors was being matched 1:1 by UK Aid.
World Child Cancer was founded 11 years ago and today works in approximately 12 countries in the developing world, including Cameroon, Ghana, Mexico, the Philippines, Indonesia and Kenya.
They focus much of their efforts in twinning hospitals in developed countries with hospitals in the developing world. They also get doctors and nurses to volunteer and travel to the frontlines.
Prof Lorna Renner notes that in Ghana they work closely with local stakeholders, including the Ministry of Health, and World Child Cancer’s approach is collegial and in tune with local needs – it’s not a top-down approach. Rather, they listen careful to the needs and opinions from local partners and stakeholders.
She goes on to say that in Ghana there is a population of 29 million people – 40% who are under 15 years old. They expect at least 1,000 cases of childhood cancer to report a year, but they only have 2 comprehensive childhood cancer centres in the whole of Ghana, and between these two centres they only see approximately 300-350 children a year, so there’s a very large portion of children with cancer who don’t even reach these centres.
Geographical distance is a problem. And, out of those who have cancer and who do come for care, they also face the challenge that childhood cancer is not covered by the national health insurance scheme in Ghana.
So, World Child Cancer helps with funds for diagnostics, treatment costs, transportation costs, and various other aspects of supporting children with cancer. They also focus much attention in raising awareness and engaging with political stakeholders. They provide awareness training for health workers in Ghana so they can better detect the early warning signs of childhood cancer and improve the likelihood that children with cancer are detected early. The provision of funds to help children and their families travel for treatment is also incredibly important – many have to travel, repeatedly, for hundreds of miles.
Jon notes that working in partnership is important. Hospitals and doctors in-country are key partners. This year, World Child Cancer have also started a partnership with UBS, who have been very supportive – enabling them to build a project in Africa to train new paediatric oncologists and specialist nurses. They’re now starting a regional training hub in Africa.
World Child Cancer identifies doctors in developed countries who are at the top of their profession and encourages them to volunteer and provide their skills and expertise. This can take various forms, from providing diagnosis remotely via online sharing of information, to travelling to the developing world for week-long trips.
By travelling to the frontlines, doctors learn much of what can be achieved in resource settings that are much more constrained than what’s available in the developed world. Travelling to the frontlines also helps them exchange knowledge, provide training, mentoring and engage in peer-to-peer support.
World Child Cancer also works closely with the World Health Organisation (WHO), who have just announced a new initiative for childhood cancer aimed at increasing childhood cancer survival rates in the developing world to 60% by 2030, the target year of the UN Sustainable Development Goals (SDGs).
Key takeaways: Lorna notes that together we can offer children with cancer the opportunity to achieve their potential and live life to the full. And, Jon adds that because childhood cancer is very often curable, it is a moral imperative that we get treatment to all the children who currently die from it who could be cured.
Visit Lidji.org for guest bios, full episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
CEO of World Child Cancer, Jon Rosser, and paediatric oncologist Prof Lorna Renner in Ghana, join Alberto Lidji to talk about their UK Aid Match campaign and work in the developing world.
World Child Cancer supports and helps children with cancer in low and middle-income countries. Jon Rosser notes there’s a large disparity in childhood cancer survival rates in the developed world – where it’s approximately 80%-85% -- versus the countries they work in, where childhood cancer survival rates are closer to just 10%. In many cases children die without even getting a diagnosis.
At the time of this podcast’s airing (27 October 2019) World Child Cancer were running a UK Aid Match campaign up until 21 January 2020, whereby every £1 donated by UK-based donors was being matched 1:1 by UK Aid.
World Child Cancer was founded 11 years ago and today works in approximately 12 countries in the developing world, including Cameroon, Ghana, Mexico, the Philippines, Indonesia and Kenya.
They focus much of their efforts in twinning hospitals in developed countries with hospitals in the developing world. They also get doctors and nurses to volunteer and travel to the frontlines.
Prof Lorna Renner notes that in Ghana they work closely with local stakeholders, including the Ministry of Health, and World Child Cancer’s approach is collegial and in tune with local needs – it’s not a top-down approach. Rather, they listen careful to the needs and opinions from local partners and stakeholders.
She goes on to say that in Ghana there is a population of 29 million people – 40% who are under 15 years old. They expect at least 1,000 cases of childhood cancer to report a year, but they only have 2 comprehensive childhood cancer centres in the whole of Ghana, and between these two centres they only see approximately 300-350 children a year, so there’s a very large portion of children with cancer who don’t even reach these centres.
Geographical distance is a problem. And, out of those who have cancer and who do come for care, they also face the challenge that childhood cancer is not covered by the national health insurance scheme in Ghana.
So, World Child Cancer helps with funds for diagnostics, treatment costs, transportation costs, and various other aspects of supporting children with cancer. They also focus much attention in raising awareness and engaging with political stakeholders. They provide awareness training for health workers in Ghana so they can better detect the early warning signs of childhood cancer and improve the likelihood that children with cancer are detected early. The provision of funds to help children and their families travel for treatment is also incredibly important – many have to travel, repeatedly, for hundreds of miles.
Jon notes that working in partnership is important. Hospitals and doctors in-country are key partners. This year, World Child Cancer have also started a partnership with UBS, who have been very supportive – enabling them to build a project in Africa to train new paediatric oncologists and specialist nurses. They’re now starting a regional training hub in Africa.
World Child Cancer identifies doctors in developed countries who are at the top of their profession and encourages them to volunteer and provide their skills and expertise. This can take various forms, from providing diagnosis remotely via online sharing of information, to travelling to the developing world for week-long trips.
By travelling to the frontlines, doctors learn much of what can be achieved in resource settings that are much more constrained than what’s available in the developed world. Travelling to the frontlines also helps them exchange knowledge, provide training, mentoring and engage in peer-to-peer support.
World Child Cancer also works closely with the World Health Organisation (WHO), who have just announced a new initiative for childhood cancer aimed at increasing childhood cancer survival rates in the developing world to 60% by 2030, the target year of the UN Sustainable Development Goals (SDGs).
Key takeaways: Lorna notes that together we can offer children with cancer the opportunity to achieve their potential and live life to the full. And, Jon adds that because childhood cancer is very often curable, it is a moral imperative that we get treatment to all the children who currently die from it who could be cured.
Visit Lidji.org for guest bios, full episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
CEO of Aga Khan Foundation UK, Matt Reed, joins Alberto Lidji to talk about the Aga Khan Development Network, its $5.5bn of annual operations, relationships with 40,000 civil society organisations and much more.
The Aga Khan Foundation is one of 10 development agencies that together form the Aga Khan Development Network, founded by His Highness the Aga Khan. They work across all 17 UN Sustainable Development Goals (SDGs) and aim to:
They’re active in approximately 20 countries across central and south Asia, east and west Africa, and the Middle East. They focus on the poorest of the poor, in some of the most remote regions of the countries where they’re active.
Across the Network, they employ between 80,000 and 90,000 people – excluding the communities and volunteers they work with – and the Foundation itself works with approximately 40,000 civil society organisations annually. Annual operations across all 10 agencies is roughly $5.5bn.
When the Foundation started 50 years ago, the idea was to understand the communities where they were going to and to ask them what matters most to them in terms of development priorities (as opposed simply to taking a top down approach to solutions and strategies). Matt notes the importance they place on ensuring their development work is truly long-lasting – they believe that people themselves need to be the agents of change and that it is important to create local ownership.
They form representative groups at the local, village level, composed of men and women from all faiths and backgrounds; they facilitate conversations with them to help develop an understanding of what works, and what doesn’t, and to gain insight into local communities’ most pressing priorities.
Matt explains that his role in the UK is to represent not only the Foundation’s work but also the work of all 10 development agencies across their Network to European development partners and, to a lesser extent, to development partners in Asia and the Middle East – always in consultation with their people on the ground, in the field, who are doing work across their various countries of operations.
They have two universities: the first is the Aga Khan University, which was founded approximately 35 years ago and is primarily based in Pakistan, with some operations in Afghanistan; and with a network of campuses in east Africa – in Kenya, Tanzania and Uganda. Its initial focus was teacher training and nursing.
The second university is the University of Central Asia, which was established in 2000. It is a four-way, public-private partnership between the Aga Khan and the governments of Tajikistan, Kirgizstan and Kazakhstan. It was established within a post-Cold War context following the fall of the Soviet Union, and was designed to address the human capacity needs of central Asia and aims to create regional exchanges and a regional knowledge base.
Matt’s key takeaway: he wishes for listeners to keep in mind the long-term nature of the work being undertaken by the Aga Khan Development Network in improving the quality of life in all its dimensions and in promoting pluralism. They want to work, and do work, with everyone – and in today’s world this message is as important now as it has ever been.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this episode -- thank you!
CEO of Aga Khan Foundation UK, Matt Reed, joins Alberto Lidji to talk about the Aga Khan Development Network, its $5.5bn of annual operations, relationships with 40,000 civil society organisations and much more.
The Aga Khan Foundation is one of 10 development agencies that together form the Aga Khan Development Network, founded by His Highness the Aga Khan. They work across all 17 UN Sustainable Development Goals (SDGs) and aim to:
They’re active in approximately 20 countries across central and south Asia, east and west Africa, and the Middle East. They focus on the poorest of the poor, in some of the most remote regions of the countries where they’re active.
Across the Network, they employ between 80,000 and 90,000 people – excluding the communities and volunteers they work with – and the Foundation itself works with approximately 40,000 civil society organisations annually. Annual operations across all 10 agencies is roughly $5.5bn.
When the Foundation started 50 years ago, the idea was to understand the communities where they were going to and to ask them what matters most to them in terms of development priorities (as opposed simply to taking a top down approach to solutions and strategies). Matt notes the importance they place on ensuring their development work is truly long-lasting – they believe that people themselves need to be the agents of change and that it is important to create local ownership.
They form representative groups at the local, village level, composed of men and women from all faiths and backgrounds; they facilitate conversations with them to help develop an understanding of what works, and what doesn’t, and to gain insight into local communities’ most pressing priorities.
Matt explains that his role in the UK is to represent not only the Foundation’s work but also the work of all 10 development agencies across their Network to European development partners and, to a lesser extent, to development partners in Asia and the Middle East – always in consultation with their people on the ground, in the field, who are doing work across their various countries of operations.
They have two universities: the first is the Aga Khan University, which was founded approximately 35 years ago and is primarily based in Pakistan, with some operations in Afghanistan; and with a network of campuses in east Africa – in Kenya, Tanzania and Uganda. Its initial focus was teacher training and nursing.
The second university is the University of Central Asia, which was established in 2000. It is a four-way, public-private partnership between the Aga Khan and the governments of Tajikistan, Kirgizstan and Kazakhstan. It was established within a post-Cold War context following the fall of the Soviet Union, and was designed to address the human capacity needs of central Asia and aims to create regional exchanges and a regional knowledge base.
Matt’s key takeaway: he wishes for listeners to keep in mind the long-term nature of the work being undertaken by the Aga Khan Development Network in improving the quality of life in all its dimensions and in promoting pluralism. They want to work, and do work, with everyone – and in today’s world this message is as important now as it has ever been.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this episode -- thank you!
CEO of Giving Compass, Stephanie Gillis, joins Alberto Lidji to discuss how combining philanthropy and technology can help a broad audience learn, connect and take action.
Giving Compass is a philanthropy knowledge hub. Its origins were driven to a great extent by Jeff and Tricia Raikes – two early Microsoft employees who were fortunate to accumulate considerable wealth. As Jeff and Tricia were exploring how best to give away their wealth, they realised there was a lot to learn about philanthropy.
Jeff subsequently became CEO of the Bill & Melinda Gates Foundation (2008-2014) – a period which Stephanie light-heartedly describes as Jeff getting his PhD in philanthropy.
As they embarked on their own philanthropic journey, they noticed many people were approaching them for advice. However, they realised that this approach was not scalable and that maybe there was an unmet need for philanthropy expertise and content to be disseminated through innovative technology.
As they were researching what such a solution could look like, they interviewed nearly 200 individual donors and they realised that many people simply didn’t know where to go for philanthropy information and, when they did find some information, they didn’t know whether that information could be trusted.
Giving Compass was essentially a content aggregator in its early stages. Today, it’s a website that aggregates and curates high quality content for donors who want to give with impact; it’s also a community of people who care about leaning into their giving and learning and growing as donors. Information-sharing happens in all forms, from Giving Compass disseminating outward, to their incorporating third party information, to encouraging bilateral and multilateral knowledge-sharing among donors and networks.
They set out to blend the best of technology with the knowledge of philanthropy, and to support donors on their journey – helping individuals learn, connect and take action
Giving Compass users tend to be people who spend a lot of time trying to learn and improve how they go about philanthropy. Giving Compass works mainly with individuals but, also, works with staff at family offices and others who are trying to support donors.
While their presence has traditionally been US-based, they are increasingly building significant audiences outside the US, which now includes the UK, India, Canada and the Philippines, for instance.
When asked about what exactly ‘impact’ is, Stephanie recognises the word can take on many different meanings and definitions. She notes that they used to say that impact is in the eye of the beholder.
For Stephanie, much has to do with the ‘how’ and the best practices of how people give. She believes it’s important to approach philanthropy with humility and with a beginner’s mind. Collaborating and working with others matters, too. Indeed, one should never stop learning – giving is a journey and philanthropy is a joy.
The team at Giving Compass is growing. They initially started with just 4 staff; then 6; now 10. This growth trend continues. Stephanie is heartened by the fact the team has experts from both the philanthropy and technology sectors.
Besides their philanthropy expertise, the technology side matters. Indeed, in terms of exciting initiatives, Stephanie is keen to note the significant opportunities to personalise and customise according to individual users’ thematic areas of interest and degrees of philanthropic sophistication.
They’re creating a knowledge hub and aim to ensure information is targeted and delivered intelligently – they’ve already aggregated over 25,000 pieces of content.
At Giving Compass, they want to help users learn, connect and take action. They aim to achieve this through the provision of a multi-faceted offering where information flows are multi-directional, where users’ engagement can take many different forms, and where partners engage in diverse ways, too.
Users can learn from each other and, equally, they can avail themselves of Giving Compass’ content to identify issue funds, intermediaries, collaboratives – diverse platforms helping donors enhance how they give, and facilitating giving through innovative channels.
Even for someone who has never been involved in philanthropy, Stephanie mentions that subscribing to their newsletter is a useful exercise. It’s a first step to finding out about different causes and gradually home in on what resonates most to a particular individual.
While Stephanie referenced some of their existing partnerships – such as Fidelity Charitable, Stanford Center for Philanthropy and Civil Society and the UN Foundation – she encourages potential partners to get in touch and underscores the point that there are many different ways for partnering up.
Stephanie’s key takeaway: Giving with impact can happen regardless of how much you’re giving – it’s a mindset and it doesn’t have to feel daunting. There are a lot of networks and resources out there that can help you. It’s up to you to take the initiative!
Visit Lidji.org for guest bios, useful links and episode notes. Please subscribe and share if you enjoy the podcast – thank you!
CEO of Giving Compass, Stephanie Gillis, joins Alberto Lidji to discuss how combining philanthropy and technology can help a broad audience learn, connect and take action.
Giving Compass is a philanthropy knowledge hub. Its origins were driven to a great extent by Jeff and Tricia Raikes – two early Microsoft employees who were fortunate to accumulate considerable wealth. As Jeff and Tricia were exploring how best to give away their wealth, they realised there was a lot to learn about philanthropy.
Jeff subsequently became CEO of the Bill & Melinda Gates Foundation (2008-2014) – a period which Stephanie light-heartedly describes as Jeff getting his PhD in philanthropy.
As they embarked on their own philanthropic journey, they noticed many people were approaching them for advice. However, they realised that this approach was not scalable and that maybe there was an unmet need for philanthropy expertise and content to be disseminated through innovative technology.
As they were researching what such a solution could look like, they interviewed nearly 200 individual donors and they realised that many people simply didn’t know where to go for philanthropy information and, when they did find some information, they didn’t know whether that information could be trusted.
Giving Compass was essentially a content aggregator in its early stages. Today, it’s a website that aggregates and curates high quality content for donors who want to give with impact; it’s also a community of people who care about leaning into their giving and learning and growing as donors. Information-sharing happens in all forms, from Giving Compass disseminating outward, to their incorporating third party information, to encouraging bilateral and multilateral knowledge-sharing among donors and networks.
They set out to blend the best of technology with the knowledge of philanthropy, and to support donors on their journey – helping individuals learn, connect and take action
Giving Compass users tend to be people who spend a lot of time trying to learn and improve how they go about philanthropy. Giving Compass works mainly with individuals but, also, works with staff at family offices and others who are trying to support donors.
While their presence has traditionally been US-based, they are increasingly building significant audiences outside the US, which now includes the UK, India, Canada and the Philippines, for instance.
When asked about what exactly ‘impact’ is, Stephanie recognises the word can take on many different meanings and definitions. She notes that they used to say that impact is in the eye of the beholder.
For Stephanie, much has to do with the ‘how’ and the best practices of how people give. She believes it’s important to approach philanthropy with humility and with a beginner’s mind. Collaborating and working with others matters, too. Indeed, one should never stop learning – giving is a journey and philanthropy is a joy.
The team at Giving Compass is growing. They initially started with just 4 staff; then 6; now 10. This growth trend continues. Stephanie is heartened by the fact the team has experts from both the philanthropy and technology sectors.
Besides their philanthropy expertise, the technology side matters. Indeed, in terms of exciting initiatives, Stephanie is keen to note the significant opportunities to personalise and customise according to individual users’ thematic areas of interest and degrees of philanthropic sophistication.
They’re creating a knowledge hub and aim to ensure information is targeted and delivered intelligently – they’ve already aggregated over 25,000 pieces of content.
At Giving Compass, they want to help users learn, connect and take action. They aim to achieve this through the provision of a multi-faceted offering where information flows are multi-directional, where users’ engagement can take many different forms, and where partners engage in diverse ways, too.
Users can learn from each other and, equally, they can avail themselves of Giving Compass’ content to identify issue funds, intermediaries, collaboratives – diverse platforms helping donors enhance how they give, and facilitating giving through innovative channels.
Even for someone who has never been involved in philanthropy, Stephanie mentions that subscribing to their newsletter is a useful exercise. It’s a first step to finding out about different causes and gradually home in on what resonates most to a particular individual.
While Stephanie referenced some of their existing partnerships – such as Fidelity Charitable, Stanford Center for Philanthropy and Civil Society and the UN Foundation – she encourages potential partners to get in touch and underscores the point that there are many different ways for partnering up.
Stephanie’s key takeaway: Giving with impact can happen regardless of how much you’re giving – it’s a mindset and it doesn’t have to feel daunting. There are a lot of networks and resources out there that can help you. It’s up to you to take the initiative!
Visit Lidji.org for guest bios, useful links and episode notes. Please subscribe and share if you enjoy the podcast – thank you!
Founder & CEO of Co-Impact, Olivia Leland, joins Alberto Lidji to discuss the global collaborative she launched and how it aims to achieve impact at scale in education, health and economic opportunity.
Co-Impact’s core partners include Bill & Melinda Gates, the Rockefeller Foundation, Rohini and Nandan Nilekani, Jeff Skoll, the ELMA Foundation and Richard Chandler.
Olivia explains that Co-Impact is a global collaborative focused on systems change to improve the lives of millions by advancing education, improving people’s health, and providing economic opportunity. It connects philanthropists and social change leaders from around the world who share a vision of driving change at scale.
Their grants are typically USD $10-25 million over 5 years, accompanied by non-financial support, and are customised to provide programme partners with the operational flexibility needed to achieve impact.
Rather than scaling the direct service work of individual NGOs, Co-Impact supports systems change plans that are designed and executed with partners critical to long-term success at scale, including community groups, government, other NGOs, and the private sector.
Olivia introduces listeners to Co-Impact’s recently published ‘Handbook’, which seeks to inform funders, program partners and all interested stakeholders on what Co-Impact does, who they are, what they stand for, how they work and, indeed, what to expect when partnering with them.
Co-Impact is currently working on their second funding round, which is focused on early childhood development; and on jobs, skills and livelihoods. Olivia explains how they recently had an open call for applications, where they received 445 concept notes. These were reviewed internally and, also, by external examiners. They’re currently conducting due diligence on a smaller set.
When asked about what success looks like in the next 10 years, Olivia framed the answer within the context of the UN Sustainable Development Goals (SDGs). Ultimately, Olivia would like to see tremendous progress against the SDGs and see increased philanthropic participation to achieve impact at scale.
Olivia’s key takeaway: she is unequivocal that ‘the time is now!’ There’s amazing work happening now and we need more philanthropy to be focused on efforts that drive impact at scale -- so let’s come together to do that!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Founder & CEO of Co-Impact, Olivia Leland, joins Alberto Lidji to discuss the global collaborative she launched and how it aims to achieve impact at scale in education, health and economic opportunity.
Co-Impact’s core partners include Bill & Melinda Gates, the Rockefeller Foundation, Rohini and Nandan Nilekani, Jeff Skoll, the ELMA Foundation and Richard Chandler.
Olivia explains that Co-Impact is a global collaborative focused on systems change to improve the lives of millions by advancing education, improving people’s health, and providing economic opportunity. It connects philanthropists and social change leaders from around the world who share a vision of driving change at scale.
Their grants are typically USD $10-25 million over 5 years, accompanied by non-financial support, and are customised to provide programme partners with the operational flexibility needed to achieve impact.
Rather than scaling the direct service work of individual NGOs, Co-Impact supports systems change plans that are designed and executed with partners critical to long-term success at scale, including community groups, government, other NGOs, and the private sector.
Olivia introduces listeners to Co-Impact’s recently published ‘Handbook’, which seeks to inform funders, program partners and all interested stakeholders on what Co-Impact does, who they are, what they stand for, how they work and, indeed, what to expect when partnering with them.
Co-Impact is currently working on their second funding round, which is focused on early childhood development; and on jobs, skills and livelihoods. Olivia explains how they recently had an open call for applications, where they received 445 concept notes. These were reviewed internally and, also, by external examiners. They’re currently conducting due diligence on a smaller set.
When asked about what success looks like in the next 10 years, Olivia framed the answer within the context of the UN Sustainable Development Goals (SDGs). Ultimately, Olivia would like to see tremendous progress against the SDGs and see increased philanthropic participation to achieve impact at scale.
Olivia’s key takeaway: she is unequivocal that ‘the time is now!’ There’s amazing work happening now and we need more philanthropy to be focused on efforts that drive impact at scale -- so let’s come together to do that!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
President and CEO of CASE (Council for Advancement and Support of Education) joins Alberto Lidji to discuss their support of 3,600 academic institutions and 92,000 advancement professionals globally.
CASE was founded in 1974 and has its origins in alumni relations and public affairs. Today, it supports schools, colleges and universities across their external engagement work advancing education to transform lives and society. CASE’s scope is much broader than fundraising; focusing also in marketing, communications, alumni engagement and even government relations – they drive forward integrated advancement.
Sue notes that CASE is heavily involved in research and have launched a resource called ‘AM Atlas’ that provides educational advancement-related metrics, benchmarks and analytics. It’s comprised of several member-based surveys, as well as custom and funded research on specific topics.
Among some of the trends Sue is witnessing, she specifically references that philanthropy and the scale of giving is increasing for higher education across the globe. Interestingly, they’ve recently launched a survey that highlighted for the third time that British universities raised over one billion pounds. The drivers for this are likely a combination of investing in leadership and the generosity of philanthropists.
A few weeks ago, CASE launched a survey that will, for the first time, be tracking alumni engagement metrics, globally, in a comprehensive manner. Instead of focusing exclusively on the proportion of alumni who give back, this new survey will include volunteerism, mentoring, advocacy, career advice, internships and helping with governance, to name a few.
When asked about public attitudes towards universities, Sue noted that it’s important for universities to build a strong public understanding of the important work that universities are doing in areas such as research and community engagement – beyond education. Indeed, while there is much to be proud of, Sue notes there is also much to be done in terms of public attitudes and public perception around higher education – especially in light of current conversations around social mobility and state funding.
Some of the focus areas for Sue and CASE right now include enhancing their digital offering, continuing to develop great research and streamlining the organisation’s governance. Recently, CASE launched a new website that hosts a wide range of resources and they’re looking at building out their e-learning offering beyond the webinars they’ve been doing for many years. Sue goes on to underscore the importance of their data and research offering – under the banner of AM Atlas – and notes it’s critical for institutions to be able to dig deep, benchmark, learn from others and understand what success looks like.
CASE has three main sources of funding: (1) membership model from the 3,600 institutions it supports; (2) income from the more than 120 in-person institutes and conferences they run annually in 20 countries – last year they catered to 20,000 participants; and (3) income from philanthropists and educational partners (such as for-profit consultants, search firms, and research agencies).
Volunteering is a key component of CASE’s operations. They have about 4,000 people who volunteer for CASE annually in some capacity, such as by mentoring others, teaching on programs, speaking at CASE conferences, and helping with governance and key strategic initiatives. Indeed, it was through volunteering that Sue found herself as a contender for her current role at CASE.
Key takeaway: Sue takes the opportunity to thank and recognise advancement professionals and philanthropists for their transformative work and impact; she encourages them to look for ways to communicate the impact of the academic institutions they’re affiliated with and to do so in succinct and powerful ways.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
President and CEO of CASE (Council for Advancement and Support of Education) joins Alberto Lidji to discuss their support of 3,600 academic institutions and 92,000 advancement professionals globally.
CASE was founded in 1974 and has its origins in alumni relations and public affairs. Today, it supports schools, colleges and universities across their external engagement work advancing education to transform lives and society. CASE’s scope is much broader than fundraising; focusing also in marketing, communications, alumni engagement and even government relations – they drive forward integrated advancement.
Sue notes that CASE is heavily involved in research and have launched a resource called ‘AM Atlas’ that provides educational advancement-related metrics, benchmarks and analytics. It’s comprised of several member-based surveys, as well as custom and funded research on specific topics.
Among some of the trends Sue is witnessing, she specifically references that philanthropy and the scale of giving is increasing for higher education across the globe. Interestingly, they’ve recently launched a survey that highlighted for the third time that British universities raised over one billion pounds. The drivers for this are likely a combination of investing in leadership and the generosity of philanthropists.
A few weeks ago, CASE launched a survey that will, for the first time, be tracking alumni engagement metrics, globally, in a comprehensive manner. Instead of focusing exclusively on the proportion of alumni who give back, this new survey will include volunteerism, mentoring, advocacy, career advice, internships and helping with governance, to name a few.
When asked about public attitudes towards universities, Sue noted that it’s important for universities to build a strong public understanding of the important work that universities are doing in areas such as research and community engagement – beyond education. Indeed, while there is much to be proud of, Sue notes there is also much to be done in terms of public attitudes and public perception around higher education – especially in light of current conversations around social mobility and state funding.
Some of the focus areas for Sue and CASE right now include enhancing their digital offering, continuing to develop great research and streamlining the organisation’s governance. Recently, CASE launched a new website that hosts a wide range of resources and they’re looking at building out their e-learning offering beyond the webinars they’ve been doing for many years. Sue goes on to underscore the importance of their data and research offering – under the banner of AM Atlas – and notes it’s critical for institutions to be able to dig deep, benchmark, learn from others and understand what success looks like.
CASE has three main sources of funding: (1) membership model from the 3,600 institutions it supports; (2) income from the more than 120 in-person institutes and conferences they run annually in 20 countries – last year they catered to 20,000 participants; and (3) income from philanthropists and educational partners (such as for-profit consultants, search firms, and research agencies).
Volunteering is a key component of CASE’s operations. They have about 4,000 people who volunteer for CASE annually in some capacity, such as by mentoring others, teaching on programs, speaking at CASE conferences, and helping with governance and key strategic initiatives. Indeed, it was through volunteering that Sue found herself as a contender for her current role at CASE.
Key takeaway: Sue takes the opportunity to thank and recognise advancement professionals and philanthropists for their transformative work and impact; she encourages them to look for ways to communicate the impact of the academic institutions they’re affiliated with and to do so in succinct and powerful ways.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you enjoy this podcast -- thank you!
Executive Director of Compassionate Atlanta, Leanne Rubenstein, joins Alberto Lidji to talk about the Charter for Compassion and what it means to be a compassionate city, business and individual.
Leanne’s professional experience has a strong footing in the refugee resettlement space and she notes that she’s in her comfort zone when working with people who came from all over the word.
The Charter was the wish of Karen Armstrong – winner of the 2008 TED Prize – and aims to bring people to the centre of morality; to treat others as you would like to be treated. It has been endorsed all over the world, including by Desmond Tutu and the Dalai Lama.
Leanne notes that the Charter encourages people to ‘teach your children about other religions, traditions and cultures’. Because once we know each other it’s much harder to dislike one another – it’s about finding a common humanity.
Globally, there is an international charter office and approximately 500+ different chapters across the world; 197 of these chapters are located in the USA. It’s a grassroots movement and every chapter looks different and is independent.
What is compassion? Well, for some it might be compassion for the Earth, or compassion for children and youth, or compassion for people who are incarcerated. Leanne notes that compassion has many faces.
Part of her job and that of Compassionate Atlanta is to listen to the community and look to them for guidance. There’s one program they’re running with the Sierra Club looking at compassion and climate.
When asked what it takes to start a local chapter in one’s own community, Leanne points listeners to the Charter for Compassion website, where one can sign up and find out more – there are ways of engaging for cities, businesses and individuals. Indeed, some cities can twin with each other and mentor one another.
Compassion is overarching and it’s for everybody. Yes, there is a strong interfaith component but, also, there’s an appreciation that faith itself can be divisive. Compassion is for people of all faiths as well as for those with none. Representing people of different faiths is just as important as representing the secular community. It’s about everyone coming together.
Leanne likes to focus on similarities rather than differences. This is particularly important in today’s politically divided and polarised environment. Her advice: start by tackling the conversations that are easy and make progress from there. There’s no need to start by talking about people’s voting intentions. Why not start by exchanging preferences and experiences about food, film, the arts? Build a rapport and take it from there.
Being compassionate isn’t just good for individuals and cities in communities across the world. It is also important for businesses and, as Leanne points out, can have a positive effect on customer service and employee retention; it can lead to happier and more productive employees. She specifically references the CEO of LinkedIn, who has spoken about compassion in a corporate setting.
Leanne recognises that sometimes businesses don’t like the word compassion because it may feel ‘soft’ but, actually, she remarks that compassion is really ‘strong’.
In a business setting, compassion takes many forms and can be facilitated by getting employees around the table, being inclusive, having fluid communications and simply asking employees what makes them happy in their job. It’s about small incremental changes and can have a positive influence across the whole organisation.
Leanne’s Key takeaway: Treat others as you wish to be treated; and treat others as they wish to be treated. Know that you can make an incredible difference and that one person can really shift the world for another.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you like this podcast -- thank you!
Executive Director of Compassionate Atlanta, Leanne Rubenstein, joins Alberto Lidji to talk about the Charter for Compassion and what it means to be a compassionate city, business and individual.
Leanne’s professional experience has a strong footing in the refugee resettlement space and she notes that she’s in her comfort zone when working with people who came from all over the word.
The Charter was the wish of Karen Armstrong – winner of the 2008 TED Prize – and aims to bring people to the centre of morality; to treat others as you would like to be treated. It has been endorsed all over the world, including by Desmond Tutu and the Dalai Lama.
Leanne notes that the Charter encourages people to ‘teach your children about other religions, traditions and cultures’. Because once we know each other it’s much harder to dislike one another – it’s about finding a common humanity.
Globally, there is an international charter office and approximately 500+ different chapters across the world; 197 of these chapters are located in the USA. It’s a grassroots movement and every chapter looks different and is independent.
What is compassion? Well, for some it might be compassion for the Earth, or compassion for children and youth, or compassion for people who are incarcerated. Leanne notes that compassion has many faces.
Part of her job and that of Compassionate Atlanta is to listen to the community and look to them for guidance. There’s one program they’re running with the Sierra Club looking at compassion and climate.
When asked what it takes to start a local chapter in one’s own community, Leanne points listeners to the Charter for Compassion website, where one can sign up and find out more – there are ways of engaging for cities, businesses and individuals. Indeed, some cities can twin with each other and mentor one another.
Compassion is overarching and it’s for everybody. Yes, there is a strong interfaith component but, also, there’s an appreciation that faith itself can be divisive. Compassion is for people of all faiths as well as for those with none. Representing people of different faiths is just as important as representing the secular community. It’s about everyone coming together.
Leanne likes to focus on similarities rather than differences. This is particularly important in today’s politically divided and polarised environment. Her advice: start by tackling the conversations that are easy and make progress from there. There’s no need to start by talking about people’s voting intentions. Why not start by exchanging preferences and experiences about food, film, the arts? Build a rapport and take it from there.
Being compassionate isn’t just good for individuals and cities in communities across the world. It is also important for businesses and, as Leanne points out, can have a positive effect on customer service and employee retention; it can lead to happier and more productive employees. She specifically references the CEO of LinkedIn, who has spoken about compassion in a corporate setting.
Leanne recognises that sometimes businesses don’t like the word compassion because it may feel ‘soft’ but, actually, she remarks that compassion is really ‘strong’.
In a business setting, compassion takes many forms and can be facilitated by getting employees around the table, being inclusive, having fluid communications and simply asking employees what makes them happy in their job. It’s about small incremental changes and can have a positive influence across the whole organisation.
Leanne’s Key takeaway: Treat others as you wish to be treated; and treat others as they wish to be treated. Know that you can make an incredible difference and that one person can really shift the world for another.
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe and share if you like this podcast -- thank you!
The Clerk (CEO) of the Worshipful Company of Coopers, Stephen White, joins Alberto Lidji to shed light on the world of livery companies, the history of the Coopers’ since 1298 and their philanthropic work.
The Coopers’ livery company has a long history, first mentioned in a public record back in 1298. Today, they have approximately 350 members and are very much open to everyone. They have a strong focus on fellowship, charitable work and business activity.
Many people outside of the UK are not familiar with the world of livery companies and, even within the UK, there is often a lack of understanding on what livery companies do, how they’re governed and the process to join one. Stephen does a wonderful job of taking listeners through a multi-faceted exploration of the livery company world and the Coopers’ in particular, of which he is CEO.
Today, there are 110 livery companies in England and, since the 1970s, approximately 30 new livery companies have been established.
There are three main types of collaborations between different livery companies. There is a collaboration between ‘The Great 12’ livery companies (these are the top 12 livery companies based on their wealth ranking back in the 16th Century. Today, these 12 may not necessarily be the wealthiest but the tradition of the Great 12 stands); then there is a collaboration between companies that have a ‘hall’; and lastly there’s collaboration between those companies that have no hall and are not one of the Great 12.
Livery companies in the UK are amongst the largest philanthropic donors in the country. In addition to supporting members of the coopers trade (cask makers), the company also supports two schools in the UK and makes grants based on the funding applications it receives from interested parties.
Stephen notes how the coopers trade is witnessing something of a renaissance in England, now that the country's sparkling wines are increasingly being recognised for their quality on the international stage. It’s an exciting time for coopers / cask makers in England.
Stephen’s key takeaway for listeners: he refers to the Company’s motto -- Love is Brethren – and laments consumerism and greed. He would like to see people with abundant resources be more philanthropic and spread their wealth more generously. Give back to society as much as you can!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe to the podcast if you enjoy it. Thank you!
The Clerk (CEO) of the Worshipful Company of Coopers, Stephen White, joins Alberto Lidji to shed light on the world of livery companies, the history of the Coopers’ since 1298 and their philanthropic work.
The Coopers’ livery company has a long history, first mentioned in a public record back in 1298. Today, they have approximately 350 members and are very much open to everyone. They have a strong focus on fellowship, charitable work and business activity.
Many people outside of the UK are not familiar with the world of livery companies and, even within the UK, there is often a lack of understanding on what livery companies do, how they’re governed and the process to join one. Stephen does a wonderful job of taking listeners through a multi-faceted exploration of the livery company world and the Coopers’ in particular, of which he is CEO.
Today, there are 110 livery companies in England and, since the 1970s, approximately 30 new livery companies have been established.
There are three main types of collaborations between different livery companies. There is a collaboration between ‘The Great 12’ livery companies (these are the top 12 livery companies based on their wealth ranking back in the 16th Century. Today, these 12 may not necessarily be the wealthiest but the tradition of the Great 12 stands); then there is a collaboration between companies that have a ‘hall’; and lastly there’s collaboration between those companies that have no hall and are not one of the Great 12.
Livery companies in the UK are amongst the largest philanthropic donors in the country. In addition to supporting members of the coopers trade (cask makers), the company also supports two schools in the UK and makes grants based on the funding applications it receives from interested parties.
Stephen notes how the coopers trade is witnessing something of a renaissance in England, now that the country's sparkling wines are increasingly being recognised for their quality on the international stage. It’s an exciting time for coopers / cask makers in England.
Stephen’s key takeaway for listeners: he refers to the Company’s motto -- Love is Brethren – and laments consumerism and greed. He would like to see people with abundant resources be more philanthropic and spread their wealth more generously. Give back to society as much as you can!
Visit Lidji.org for guest bios, episode notes and useful links. Please subscribe to the podcast if you enjoy it. Thank you!
CEO of United World Schools (UWS), Tim Howarth, joins Alberto Lidji to shed light on their 200 schools in Cambodia, Myanmar and Nepal and to celebrate their 2019 WISE Award for educational innovation.
UWS is one of 2019’s WISE Award Winners (World Innovation Summit for Education). They were presented a WISE Award for their innovative approach and scalable model; they have had 30,000 schoolchildren through their schools in the past 10 years; they have strong public/private partnerships; and they’re extremely focused on empowering local communities.
UWS started off as a small family charity in the UK and over the past decade has built 200 schools in communities across Cambodia, Myanmar and Nepal that previously had no access to education – they embrace a model that is low cost, scalable, replicable and simple; a typical school has approximately 150-200 children and is located in remote areas of their respective countries, where local communities are often ethnic minorities that do not speak the national language. Furthermore, these communities are usually at or below the poverty line. UWS are unequivocal in their stance: local communities need to be empowered, they need to be part of the solution and they need to be involved as new schools are built.
When asked what prompted UWS to enter and operate in Cambodia, Myanmar and Nepal, Tim mentioned this was driven by a mix of strategy, fit and opportunity. They initially had connections in Cambodia, which presented a good opportunity to enter that market. Subsequently, as they began to scale up successfully they considered what other countries might be in need of their work and that took them to Mynamar and Nepal. Could Vietnam or other countries be next? Indeed, that may well be the case in the years to come.
Tim and the team at United World Schools have ambitions to grow, reach many more schoolchildren, expand geographically and help achieve Goal 4 of the UN Sustainable Development Goals (SDGs) – ensuring inclusive and equitable quality education for all.
Tim’s key takeaway: Be absolutely focused on delivering your mission – use it as your North Star!
Visit Lidji.org for full episode notes, guest bios and useful links. Please subscribe and share if you like this podcast. Thank you!
CEO of United World Schools (UWS), Tim Howarth, joins Alberto Lidji to shed light on their 200 schools in Cambodia, Myanmar and Nepal and to celebrate their 2019 WISE Award for educational innovation.
UWS is one of 2019’s WISE Award Winners (World Innovation Summit for Education). They were presented a WISE Award for their innovative approach and scalable model; they have had 30,000 schoolchildren through their schools in the past 10 years; they have strong public/private partnerships; and they’re extremely focused on empowering local communities.
UWS started off as a small family charity in the UK and over the past decade has built 200 schools in communities across Cambodia, Myanmar and Nepal that previously had no access to education – they embrace a model that is low cost, scalable, replicable and simple; a typical school has approximately 150-200 children and is located in remote areas of their respective countries, where local communities are often ethnic minorities that do not speak the national language. Furthermore, these communities are usually at or below the poverty line. UWS are unequivocal in their stance: local communities need to be empowered, they need to be part of the solution and they need to be involved as new schools are built.
When asked what prompted UWS to enter and operate in Cambodia, Myanmar and Nepal, Tim mentioned this was driven by a mix of strategy, fit and opportunity. They initially had connections in Cambodia, which presented a good opportunity to enter that market. Subsequently, as they began to scale up successfully they considered what other countries might be in need of their work and that took them to Mynamar and Nepal. Could Vietnam or other countries be next? Indeed, that may well be the case in the years to come.
Tim and the team at United World Schools have ambitions to grow, reach many more schoolchildren, expand geographically and help achieve Goal 4 of the UN Sustainable Development Goals (SDGs) – ensuring inclusive and equitable quality education for all.
Tim’s key takeaway: Be absolutely focused on delivering your mission – use it as your North Star!
Visit Lidji.org for full episode notes, guest bios and useful links. Please subscribe and share if you like this podcast. Thank you!
Executive Director at Innovation Edge, Sonja Giese, joins Alberto Lidji to discuss their impact investment platform and innovative strategies in support of Early Childhood Development in South Africa.
Sonja joined the podcast from Cape Town, South Africa. Innovation Edge is focused on early childhood development (ECD) investments in South Africa. They’re a platform designed to promote innovation in ECD (ages 0 to 6) set up to try to bring innovation in to tackle the multiple challenges preventing children from thriving.
Sonja notes that the reality in South Africa is that more than half of children are starting school without the right learning foundations in place.
Innovation Edge was originally set up by a group of funders who had a shared interest in ECD and had been investing in this field in a traditional grant-making way. But they were facing intractable problems and were interested in finding new ways to tackle them. They each put funds into a pooled fund and Sonja was tasked with sourcing investments that were a good fit for that fund.
The funders had to be very aligned; moving away from traditional grant-making and realising that there is a very high degree of risk in this type of fund, since they source very early stage ideas, often even before there being any proof of feasibility or proof of concept.
This is critical if you’re going to drive innovation in such a nascent area – the funders had to have similar risk appetites. All the funders and Sonja agreed that if they weren’t failing enough then they weren’t pushing the boundaries of innovation enough. This is something Sonja found very inspiring.
When asked whether deal flow origination was difficult, she replied that indeed it was “hugely challenging”. Sourcing deals is difficult and Innovation Edge continue to experiment with different sourcing strategies -- they need to be very active and, at times, even co-create ideas.
The team at Innovation Edge is diverse. Interestingly, out of a team of 8, Sonja is actually the only one who comes from a traditional development background. Others come from entrepreneurship, start-ups; impact investing, financial instruments. They want people who have diverse experiences, networks and ways of thinking.
They struggle to define the exact label for the investments that they do; and whether they’re labelled as impact investments, social investments, ESG-integrated investments really is influenced to a great deal on their target audience. They spend a lot of time trying to find “the label”.
At Innovation Edge, they like making very unlikely connections between people and ideas – connections that would otherwise not come together were it not for Innovation Edge.
As far as the types of investments they make: they like to think of themselves as an “impact first investor”. They do both investments and also traditional grant-making, if appropriate. There are instances when they’ve taken equity in some start-ups and, also, experimented with outcome-based models and other variations. They try to bring flexible resources and a flexible approach to resourcing.
Sonja describes their core fund as an ‘evergreen fund’. Any returns that are made are reinvested back into that fund. So, none of their investors in that core fund expect a financial return.
However, what many of these investors may have is a particular preference for investing in one or many of the diverse initiatives that come down Innovation Edge’s deal flow pipeline, and then they have the opportunity to make direct investments into some of these and they can then negotiate the terms of that directly. Irrespective of the various approaches, Innovation Edge aims to stay engaged to ensure that the investment remains mission-aligned; and indeed investors may well need to be willing to forego some financial returns in order to maximise social returns.
Different funders have different appetites for risk. Some funders are not prepared to put in funding for something that hasn’t been proven. So part of the challenge is in connecting funders to the right opportunity. Thematically, some investors may be more interested in investing in EdTech (education technology) while others may care about other types of investment areas.
Sonja introduced listeners to their “Think Future” conference, which happens every two years and is due to take place later on in 2019. She explains that at Innovation Edge, they look at their activities in three buckets:
1 – Commissioning Innovation (i.e. how they find and make investments)
2 – Communicating Innovation (i.e. what they do; what they’ve learned; what tools they can share with others)
3 – Connecting for Innovation (this is vital -- they have a number of strategies to make these connections.
Think Future is their flagship event and characterises their approach to making these connections.
The first Think Future conference was held in 2017; the second is coming up in late 2019. It curates a program that stimulates unusual thoughts and links between concepts and participants. They’ll be hosting 250 participants from 20 countries in South Africa. Interestingly, half of those who will be attending don’t work in the early childhood space. The conference is about bringing new and disruptive ideas to bear on the challenges facing early childhood development. At Innovation Edge, they want people to leave the event with a fresh perspective on how they can do things differently and apply their thinking to make an impact.
Over the years, Innovation Edge has developed some invaluable internal tools, which revolve around the strategies they’ve used to source and stimulate an ecosystem in ECD; tools for tracking the progress of their investments – they have a tool that tracks investments from source to scale – which has 7 steps with a set of questions that must be answered in every step.
At Innovation Edge, they view these tools as a public good – they’re more than happy to share these tools with others across the globe. “it is an absolute delight” to share these tools with others. Part of the rationale is that when others engage with Innovation Edge’s tools and give feedback, it helps Innovation Edge grow, learn and add value. They welcome collaboration at all levels and from every geographic corner.
Some of their main international funders include: the Omidyar Network, the UBS Optimus Foundation and ELMA Philanthropies. (NB: you can listen to The Do One Better! Podcast interviews with both the heads of UBS Optimus and ELMA Philanthropies at Lidji.org). Despite Innovation Edge’s focus on making investments in South Africa, Sonja notes that international funders help foster a cross pollination of ideas.
When asked what success looks like in the next 10 years, Sonja noted that there are two things that they’re hoping to achieve:
1 - Pipeline: they want to really demonstrate their ability to take highly impactful innovations from source all the way to sustainable scale. This is very challenging to do in a field such as ECD.
2 - Purpose: this focuses on target 4.2 of the SDGs (UN Sustainable Development Goals), which tracks the percentage of children who are developmentally on track before they enter school. For Innovation Edge, they’ve really aligned their goals to that specific SDG indicator. They’d really like to see many more children starting school with the right foundations for learning.
They’ve commissioned a tool to track child outcomes to answer this question. It’s now been standardised for the South African population; it’s available in all 11 languages and it’s been widely used. The other thing they’ve done is to partner with business and with the South African Government to motivate the use of this tool to actually establish an ‘Early Years Index’. They’d like to do a national sample of children every 3 to 5 years to be able to track whether over time they’re getting progressively close to the ideal of having 100% of children starting school on track.
The tracking of returns on investment is challenging. They’ve developed some metrics that they believe can be generically applied across a diverse portfolio. Over the past 4.5 years since they’ve been making investments they’ve made 36 investments and these are focused in three types of things:
1 – Product / service
2 – Platforms that are already at scale where they leverage the platform for social impact
3 – Data tools and insights
For each one of these they have clear targets of where different types of investment should be at different stages of their cycle. These can be targets around prototypes – having a good working prototype – a viable revenue or funding model, a strong team in place etc -- and ensuring that over time they’re moving to becoming sustainable and scalable.
On the topic of Social Returns and Outcomes, Sonja notes they focus on:
1 – Achieving greater efficiency / effectiveness in government systems. If you achieve this you could have potential to impact the lives of millions of children.
2 – Impact to shift the ways in which ECD practitioners or teachers are operating in the classroom; or the way parents are engaging with their children. Actual change in behaviours that will improve outcomes.
3 – Child outcomes – they look at 7 developmental domains and they look at the way their investments have improved these outcomes.
The team at Innovation Edge work closely with management teams and this can be very time consuming. An interesting observation is that the financial investment is actually the smallest part of the ‘value-add’. Typically, their investments are not very big; they give around $80k in an initial investment round and then they can do repeat investments but typically the value they bring is much more hands on, by sitting on boards, helping organizations navigate complex government dynamics and relationships, business modelling, legal support, networking and strategic support. Sometimes they really are very operational and that’s why they don’t ever anticipate their portfolio growing very large -- they aim to make 6 to 10 investments per annum.
Sonja’s key takeaway for listeners: It’s important to find those connections between what you’re good at and what’s needed. She notes that people tend to compartmentalize their lives. For instance, one might be a very successful business person and then in their spare time they might do some work for a charity that is completely different from the skillset they’ve developed in their business careers. At Innovation Edge, what they’re trying to unlock is the way to connect these different things – where she sees that people can really add value is in that ‘aha’ moment between what their core competences and skillset are and the desperate need that there is out there. It’s at this point that people can really make exponential contributions.
Visit Lidji.org for full episode notes, guest bios and useful links. Please subscribe and share if you like the podcast -- thank you!
Executive Director at Innovation Edge, Sonja Giese, joins Alberto Lidji to discuss their impact investment platform and innovative strategies in support of Early Childhood Development in South Africa.
Sonja joined the podcast from Cape Town, South Africa. Innovation Edge is focused on early childhood development (ECD) investments in South Africa. They’re a platform designed to promote innovation in ECD (ages 0 to 6) set up to try to bring innovation in to tackle the multiple challenges preventing children from thriving.
Sonja notes that the reality in South Africa is that more than half of children are starting school without the right learning foundations in place.
Innovation Edge was originally set up by a group of funders who had a shared interest in ECD and had been investing in this field in a traditional grant-making way. But they were facing intractable problems and were interested in finding new ways to tackle them. They each put funds into a pooled fund and Sonja was tasked with sourcing investments that were a good fit for that fund.
The funders had to be very aligned; moving away from traditional grant-making and realising that there is a very high degree of risk in this type of fund, since they source very early stage ideas, often even before there being any proof of feasibility or proof of concept.
This is critical if you’re going to drive innovation in such a nascent area – the funders had to have similar risk appetites. All the funders and Sonja agreed that if they weren’t failing enough then they weren’t pushing the boundaries of innovation enough. This is something Sonja found very inspiring.
When asked whether deal flow origination was difficult, she replied that indeed it was “hugely challenging”. Sourcing deals is difficult and Innovation Edge continue to experiment with different sourcing strategies -- they need to be very active and, at times, even co-create ideas.
The team at Innovation Edge is diverse. Interestingly, out of a team of 8, Sonja is actually the only one who comes from a traditional development background. Others come from entrepreneurship, start-ups; impact investing, financial instruments. They want people who have diverse experiences, networks and ways of thinking.
They struggle to define the exact label for the investments that they do; and whether they’re labelled as impact investments, social investments, ESG-integrated investments really is influenced to a great deal on their target audience. They spend a lot of time trying to find “the label”.
At Innovation Edge, they like making very unlikely connections between people and ideas – connections that would otherwise not come together were it not for Innovation Edge.
As far as the types of investments they make: they like to think of themselves as an “impact first investor”. They do both investments and also traditional grant-making, if appropriate. There are instances when they’ve taken equity in some start-ups and, also, experimented with outcome-based models and other variations. They try to bring flexible resources and a flexible approach to resourcing.
Sonja describes their core fund as an ‘evergreen fund’. Any returns that are made are reinvested back into that fund. So, none of their investors in that core fund expect a financial return.
However, what many of these investors may have is a particular preference for investing in one or many of the diverse initiatives that come down Innovation Edge’s deal flow pipeline, and then they have the opportunity to make direct investments into some of these and they can then negotiate the terms of that directly. Irrespective of the various approaches, Innovation Edge aims to stay engaged to ensure that the investment remains mission-aligned; and indeed investors may well need to be willing to forego some financial returns in order to maximise social returns.
Different funders have different appetites for risk. Some funders are not prepared to put in funding for something that hasn’t been proven. So part of the challenge is in connecting funders to the right opportunity. Thematically, some investors may be more interested in investing in EdTech (education technology) while others may care about other types of investment areas.
Sonja introduced listeners to their “Think Future” conference, which happens every two years and is due to take place later on in 2019. She explains that at Innovation Edge, they look at their activities in three buckets:
1 – Commissioning Innovation (i.e. how they find and make investments)
2 – Communicating Innovation (i.e. what they do; what they’ve learned; what tools they can share with others)
3 – Connecting for Innovation (this is vital -- they have a number of strategies to make these connections.
Think Future is their flagship event and characterises their approach to making these connections.
The first Think Future conference was held in 2017; the second is coming up in late 2019. It curates a program that stimulates unusual thoughts and links between concepts and participants. They’ll be hosting 250 participants from 20 countries in South Africa. Interestingly, half of those who will be attending don’t work in the early childhood space. The conference is about bringing new and disruptive ideas to bear on the challenges facing early childhood development. At Innovation Edge, they want people to leave the event with a fresh perspective on how they can do things differently and apply their thinking to make an impact.
Over the years, Innovation Edge has developed some invaluable internal tools, which revolve around the strategies they’ve used to source and stimulate an ecosystem in ECD; tools for tracking the progress of their investments – they have a tool that tracks investments from source to scale – which has 7 steps with a set of questions that must be answered in every step.
At Innovation Edge, they view these tools as a public good – they’re more than happy to share these tools with others across the globe. “it is an absolute delight” to share these tools with others. Part of the rationale is that when others engage with Innovation Edge’s tools and give feedback, it helps Innovation Edge grow, learn and add value. They welcome collaboration at all levels and from every geographic corner.
Some of their main international funders include: the Omidyar Network, the UBS Optimus Foundation and ELMA Philanthropies. (NB: you can listen to The Do One Better! Podcast interviews with both the heads of UBS Optimus and ELMA Philanthropies at Lidji.org). Despite Innovation Edge’s focus on making investments in South Africa, Sonja notes that international funders help foster a cross pollination of ideas.
When asked what success looks like in the next 10 years, Sonja noted that there are two things that they’re hoping to achieve:
1 - Pipeline: they want to really demonstrate their ability to take highly impactful innovations from source all the way to sustainable scale. This is very challenging to do in a field such as ECD.
2 - Purpose: this focuses on target 4.2 of the SDGs (UN Sustainable Development Goals), which tracks the percentage of children who are developmentally on track before they enter school. For Innovation Edge, they’ve really aligned their goals to that specific SDG indicator. They’d really like to see many more children starting school with the right foundations for learning.
They’ve commissioned a tool to track child outcomes to answer this question. It’s now been standardised for the South African population; it’s available in all 11 languages and it’s been widely used. The other thing they’ve done is to partner with business and with the South African Government to motivate the use of this tool to actually establish an ‘Early Years Index’. They’d like to do a national sample of children every 3 to 5 years to be able to track whether over time they’re getting progressively close to the ideal of having 100% of children starting school on track.
The tracking of returns on investment is challenging. They’ve developed some metrics that they believe can be generically applied across a diverse portfolio. Over the past 4.5 years since they’ve been making investments they’ve made 36 investments and these are focused in three types of things:
1 – Product / service
2 – Platforms that are already at scale where they leverage the platform for social impact
3 – Data tools and insights
For each one of these they have clear targets of where different types of investment should be at different stages of their cycle. These can be targets around prototypes – having a good working prototype – a viable revenue or funding model, a strong team in place etc -- and ensuring that over time they’re moving to becoming sustainable and scalable.
On the topic of Social Returns and Outcomes, Sonja notes they focus on:
1 – Achieving greater efficiency / effectiveness in government systems. If you achieve this you could have potential to impact the lives of millions of children.
2 – Impact to shift the ways in which ECD practitioners or teachers are operating in the classroom; or the way parents are engaging with their children. Actual change in behaviours that will improve outcomes.
3 – Child outcomes – they look at 7 developmental domains and they look at the way their investments have improved these outcomes.
The team at Innovation Edge work closely with management teams and this can be very time consuming. An interesting observation is that the financial investment is actually the smallest part of the ‘value-add’. Typically, their investments are not very big; they give around $80k in an initial investment round and then they can do repeat investments but typically the value they bring is much more hands on, by sitting on boards, helping organizations navigate complex government dynamics and relationships, business modelling, legal support, networking and strategic support. Sometimes they really are very operational and that’s why they don’t ever anticipate their portfolio growing very large -- they aim to make 6 to 10 investments per annum.
Sonja’s key takeaway for listeners: It’s important to find those connections between what you’re good at and what’s needed. She notes that people tend to compartmentalize their lives. For instance, one might be a very successful business person and then in their spare time they might do some work for a charity that is completely different from the skillset they’ve developed in their business careers. At Innovation Edge, what they’re trying to unlock is the way to connect these different things – where she sees that people can really add value is in that ‘aha’ moment between what their core competences and skillset are and the desperate need that there is out there. It’s at this point that people can really make exponential contributions.
Visit Lidji.org for full episode notes, guest bios and useful links. Please subscribe and share if you like the podcast -- thank you!
CEO of Özyegin Social Investments, Ayla Goksel, sheds light on challenges and opportunities in driving philanthropic operations in Turkey, and dynamics between international and local organisations.
Özyegin Social Investments is a group of different organisations started or supported by the Özyegin family. These include: ACEV (the Mother Child Education Foundation); the Özyegin Foundation; Özyegin University; and then various other smaller initiatives.
Their investments are 90% in education. And, approximately 70% to 80% of Özyegin Social Investments’ funding comes from the Özyegin family.
The organisation was founded by Hüsnü Özyegin, who’s a highly philanthropic, self-made billionaire in Turkey. They have deployed $525m in philanthropic funds in Turkey and directly impacted 1.5m lives.
Ayla explains how she’s very fortunate to manage both an international foundation and local charitable activities on the ground as well. She sheds light on the contrast and peculiar dynamics between international organisations and local NGOs; and also highlights the implications of being a family foundation – especially one where the Founder is still alive and active.
She notes that, indeed, there are differences between working ‘on the ground’ locally vs working ‘in the Boardroom’ internationally. On the international level, it is very easy to get removed from reality – especially in over-professionalised organisations where, perhaps, there’s too much mimicking of a private sector approach. Nevertheless, a global outlook is important and there is much value to be derived from the global insights, trends and experience that global foundations and international organisations can bring to the local market.
Ayla mentions that dialogue between these various types of organisations is key and, importantly, it needs to be on equal footing. There is often a power imbalance due to financing and political clout – and it is up to the leaders in philanthropy to foster a collegial environment of information-sharing and appreciation for what other parties bring to the table.
Ayla specifically references the high number of Syrian refugees who have arrived in Turkey and how that has impacted philanthropic and NGO operations on the ground; and the relationships between international organisations, government and local NGOs.
International organisations not only need to take time to identify good local delivery partners on the ground but they also need to have good intentions to share control with these local partners – something that doesn’t always happen. Sharing control with local partners makes operational sense and, also, can help build valuable political capital.
Relations between international organisations and local stakeholders in Turkey have not been optimal, particularly around communications, sharing control and exchanging information. This comes at a cost both to international organisations and local NGOs alike. Some international organisations have not been able to to complete registrations to continue operations in the country; and many local NGOs could have benefited from credible international supporters who could have helped local stakeholders improve their advocacy – there could have been much better integration of projects.
Ayla observes that risk tolerance becomes low when dealing with politically volatile situations -- the civil space has gotten smaller in the country.
This has had a direct impact on her operations, which they have been able manage by adapting, thinking creatively and moving outside their comfort zone. For example, they have started seeking partnerships with municipalities and local NGOs; as opposed to their traditional central government relationships. They have also started to explore collaboration with local, loosely formed initiatives. In other words, these challenges also brought opportunities for them and there is a bright side to how they’ve managed these developments.
However, not all organisations have had such a positive outcome. Ayla notes that there are many organisations that have been shut down in Turkey.
Ayla looks at the context with optimism, highlighting that this fragile situation can also be an opportunity for creativity and for doing things in a different way and, indeed, for appreciating the smaller wins one has.
Ultimately, if what you’re offering meets the needs of your constituents and communities, then you’ll get somewhere. In the case of Ayla’s work, what they offer in terms of education, training and childcare all resonates with people. Their organisation is apolitical and they focus on meeting local needs – adaptability is key.
When asked whether it helps to be a Turkish organisation when operating in Turkey, she was unequivocal: yes, of course it helps. Working in Turkey as a foreign organisation can be very difficult. She laments that there aren’t many foreign organisations in Turkey since there is much that international organisations and local NGOs can learn from each other.
Ayla’s key takeaway: have perseverance as you pursue what you believe in. Change rarely happens overnight. If you believe in it, just keep going. Don’t give up, change does eventually happen.
Visit Lidji.org for episode notes, guest bios and useful links. Please share and subscribe if you like the show -- thank you!
CEO of Özyegin Social Investments, Ayla Goksel, sheds light on challenges and opportunities in driving philanthropic operations in Turkey, and dynamics between international and local organisations.
Özyegin Social Investments is a group of different organisations started or supported by the Özyegin family. These include: ACEV (the Mother Child Education Foundation); the Özyegin Foundation; Özyegin University; and then various other smaller initiatives.
Their investments are 90% in education. And, approximately 70% to 80% of Özyegin Social Investments’ funding comes from the Özyegin family.
The organisation was founded by Hüsnü Özyegin, who’s a highly philanthropic, self-made billionaire in Turkey. They have deployed $525m in philanthropic funds in Turkey and directly impacted 1.5m lives.
Ayla explains how she’s very fortunate to manage both an international foundation and local charitable activities on the ground as well. She sheds light on the contrast and peculiar dynamics between international organisations and local NGOs; and also highlights the implications of being a family foundation – especially one where the Founder is still alive and active.
She notes that, indeed, there are differences between working ‘on the ground’ locally vs working ‘in the Boardroom’ internationally. On the international level, it is very easy to get removed from reality – especially in over-professionalised organisations where, perhaps, there’s too much mimicking of a private sector approach. Nevertheless, a global outlook is important and there is much value to be derived from the global insights, trends and experience that global foundations and international organisations can bring to the local market.
Ayla mentions that dialogue between these various types of organisations is key and, importantly, it needs to be on equal footing. There is often a power imbalance due to financing and political clout – and it is up to the leaders in philanthropy to foster a collegial environment of information-sharing and appreciation for what other parties bring to the table.
Ayla specifically references the high number of Syrian refugees who have arrived in Turkey and how that has impacted philanthropic and NGO operations on the ground; and the relationships between international organisations, government and local NGOs.
International organisations not only need to take time to identify good local delivery partners on the ground but they also need to have good intentions to share control with these local partners – something that doesn’t always happen. Sharing control with local partners makes operational sense and, also, can help build valuable political capital.
Relations between international organisations and local stakeholders in Turkey have not been optimal, particularly around communications, sharing control and exchanging information. This comes at a cost both to international organisations and local NGOs alike. Some international organisations have not been able to to complete registrations to continue operations in the country; and many local NGOs could have benefited from credible international supporters who could have helped local stakeholders improve their advocacy – there could have been much better integration of projects.
Ayla observes that risk tolerance becomes low when dealing with politically volatile situations -- the civil space has gotten smaller in the country.
This has had a direct impact on her operations, which they have been able manage by adapting, thinking creatively and moving outside their comfort zone. For example, they have started seeking partnerships with municipalities and local NGOs; as opposed to their traditional central government relationships. They have also started to explore collaboration with local, loosely formed initiatives. In other words, these challenges also brought opportunities for them and there is a bright side to how they’ve managed these developments.
However, not all organisations have had such a positive outcome. Ayla notes that there are many organisations that have been shut down in Turkey.
Ayla looks at the context with optimism, highlighting that this fragile situation can also be an opportunity for creativity and for doing things in a different way and, indeed, for appreciating the smaller wins one has.
Ultimately, if what you’re offering meets the needs of your constituents and communities, then you’ll get somewhere. In the case of Ayla’s work, what they offer in terms of education, training and childcare all resonates with people. Their organisation is apolitical and they focus on meeting local needs – adaptability is key.
When asked whether it helps to be a Turkish organisation when operating in Turkey, she was unequivocal: yes, of course it helps. Working in Turkey as a foreign organisation can be very difficult. She laments that there aren’t many foreign organisations in Turkey since there is much that international organisations and local NGOs can learn from each other.
Ayla’s key takeaway: have perseverance as you pursue what you believe in. Change rarely happens overnight. If you believe in it, just keep going. Don’t give up, change does eventually happen.
Visit Lidji.org for episode notes, guest bios and useful links. Please share and subscribe if you like the show -- thank you!
President of J.B. & M.K. Pritzker Family Foundation, Janet Froetscher, joins Alberto Lidji to discuss investing $1 Billion to achieve dramatic change; and why no one is interested in marginal change.
The J.B. & M.K. Pritzker Family Foundation was founded by J.B. Pritzker, who’s the current Governor of the State of Illinois, and his wife M.K.
The Foundation aims to invest $1 billion in the coming years to improve the realities in three key thematic areas. They have clear and highly ambitious goals for each one:
(1) Pritzker Children’s Initiative focuses on prenatal to age 3. The goal: in the next 5 years a million more children will have access to high quality services.
(2) Pritzker Community Health Initiative. The goal: in the next 5 years they’ll reduce the number of uninsured children in the City of Chicago by half; and will reduce unintended teen pregnancies by half in the next 5 years.
(3) Human and Civil Rights. The goal: in the next 7 years they aim to reduce the number of women in prison in the State of Illinois by half.
The Foundation is unequivocal in its pursuit of big, audacious goals. They aim to be catalytic and create long-lasting, dramatic change. They aim to partner up with others pretty much in everything they do, at national, state and local level, and across all of their thematic areas of focus.
When asked what advice she has for potential philanthropists who may be tempted to get involved but aren’t quite sure exactly how to go about it, Janet draws parallels between private business and philanthropy. Just like in business, you need to back opportunities where you have confidence in an organisation's CEO and believe in the organisation's strategy and expected returns.
This isn’t surprising considering Janet has an MBA from Northwestern and initially worked in the private sector before moving into the non-profit world. She always knew she wanted to get into the non-profit world but, at the time of completing her MBA, she was advised to get into the business world first and, only then, explore the non-profit space.
Prior to joining the Foundation, Janet was the CEO of the Special Olympics International. Running a foundation is very different than running a global NGO. The Special Olympics is active in 170 countries and as CEO you need buy-in from around the world.
She has a lot more freedom now, especially on the resource deployment side. The Foundation is very nimble and they can deploy resources quickly, as soon as an interesting opportunity is identified. Consequently, they’re usually the first funder to go in, and they’re the ones who usually entice new partners on board.
The beauty of philanthropy is that you can be catalytic – making a dramatic and concrete impact and achieving tangible, sustained change in a big way. Recently, they’ve created the Child & Family Research Partnership at the University of Texas -- a centre that links research, policy and programs.
Janet’s key takeaway for listeners: Think big. No one is interested in marginal change, frankly. Investors aren’t; donors aren’t; government isn’t. Marginal change with the types of problems we’re dealing with will get us nowhere. There will always be excuses about why we can’t do it that big, and why it can’t happen that fast. And, you just cant’ accept that. I don’t want to know why it can’t be done; I have no interest in knowing why it can’t be done; I can list for you why it can’t be done. Instead, I want to know how it can be done. The conversation I want to have is about dramatic change. How can we do it.
Visit Lidji.org for full episode notes, guest bios and additional resources. Please subscribe and share if you like the show -- thank you!
President of J.B. & M.K. Pritzker Family Foundation, Janet Froetscher, joins Alberto Lidji to discuss investing $1 Billion to achieve dramatic change; and why no one is interested in marginal change.
The J.B. & M.K. Pritzker Family Foundation was founded by J.B. Pritzker, who’s the current Governor of the State of Illinois, and his wife M.K.
The Foundation aims to invest $1 billion in the coming years to improve the realities in three key thematic areas. They have clear and highly ambitious goals for each one:
(1) Pritzker Children’s Initiative focuses on prenatal to age 3. The goal: in the next 5 years a million more children will have access to high quality services.
(2) Pritzker Community Health Initiative. The goal: in the next 5 years they’ll reduce the number of uninsured children in the City of Chicago by half; and will reduce unintended teen pregnancies by half in the next 5 years.
(3) Human and Civil Rights. The goal: in the next 7 years they aim to reduce the number of women in prison in the State of Illinois by half.
The Foundation is unequivocal in its pursuit of big, audacious goals. They aim to be catalytic and create long-lasting, dramatic change. They aim to partner up with others pretty much in everything they do, at national, state and local level, and across all of their thematic areas of focus.
When asked what advice she has for potential philanthropists who may be tempted to get involved but aren’t quite sure exactly how to go about it, Janet draws parallels between private business and philanthropy. Just like in business, you need to back opportunities where you have confidence in an organisation's CEO and believe in the organisation's strategy and expected returns.
This isn’t surprising considering Janet has an MBA from Northwestern and initially worked in the private sector before moving into the non-profit world. She always knew she wanted to get into the non-profit world but, at the time of completing her MBA, she was advised to get into the business world first and, only then, explore the non-profit space.
Prior to joining the Foundation, Janet was the CEO of the Special Olympics International. Running a foundation is very different than running a global NGO. The Special Olympics is active in 170 countries and as CEO you need buy-in from around the world.
She has a lot more freedom now, especially on the resource deployment side. The Foundation is very nimble and they can deploy resources quickly, as soon as an interesting opportunity is identified. Consequently, they’re usually the first funder to go in, and they’re the ones who usually entice new partners on board.
The beauty of philanthropy is that you can be catalytic – making a dramatic and concrete impact and achieving tangible, sustained change in a big way. Recently, they’ve created the Child & Family Research Partnership at the University of Texas -- a centre that links research, policy and programs.
Janet’s key takeaway for listeners: Think big. No one is interested in marginal change, frankly. Investors aren’t; donors aren’t; government isn’t. Marginal change with the types of problems we’re dealing with will get us nowhere. There will always be excuses about why we can’t do it that big, and why it can’t happen that fast. And, you just cant’ accept that. I don’t want to know why it can’t be done; I have no interest in knowing why it can’t be done; I can list for you why it can’t be done. Instead, I want to know how it can be done. The conversation I want to have is about dramatic change. How can we do it.
Visit Lidji.org for full episode notes, guest bios and additional resources. Please subscribe and share if you like the show -- thank you!
President of the Buffett Early Childhood Fund, Jessie Rasmussen, joins Alberto Lidji to discuss their investments in support of children's Early Years.
Approximately 20 years ago, Warren Buffett decided to give a substantial amount of his Berkshire Hathaway stock to his three children, as well as to the Gates Foundation, to be used for philanthropy.
His Daughter, Susie, subsequently launched the Buffett Early Childhood Fund and, today, they are a leading force investing in early childhood (1) practice, (2) policy and (3) research.
Jessie Rasmussen is President of the Fund and she explains how they believe these three key investment areas are essential to help achieve their goal of ensuring every child in the youngest years and months of their lives has access to effective quality services – and it is the interaction between these investments that makes a difference.
The Fund is a strong financial backer of two leading thinkers who drive forward research and articulate the strongest neuroscientific and economic arguments in support of early childhood investments: Prof Jack Shonkoff at Harvard University’s Center on the Developing Child and Prof Jim Heckman at the University of Chicago, respectively.
Not only does the Fund drive forward research but they also aim to connect leading researchers, such as Shonkoff and Heckman, to key policymakers so that policymakers are well informed on what the latest research is saying.
The power of collaboration: the Fund’s philanthropy is done almost always in partnership with others. For instance, along with other funders they’ve helped establish the Alliance for Early Success, which is mainly a state-wide organisation, and the First Five Years Fund, which is a federal organisation. They engage different stakeholders but share a common theme.
Jessie shed light on a funding collaborative they’re currently involved with that encompasses 8 substantive foundations who are focusing on highly consequential areas such as 'workforce' in Early Years. She explains how the collaborative came about, how it grew and how it operates today.
There are various funding and collaboration mechanisms that one can embrace. Jessie explains the dynamics involved in parallel funding and, also, in setting up a unified investment vehicle backed by all collaborative members. Ultimately, irrespective of whether they’re deploying funds via parallel funding or as a unified fund, they tend to agree on a single reporting requirement, which simplifies things for the grant recipient.
The Fund does not accept unsolicited funding applications and for the most part they’re investing in major systems change and long-term sustainability of effective programs. They have a team of experts who identify great opportunities to improve the lives of children -- team members approach early childhood development from different vantage points based on their diverse experience in the field.
Jessie explains that “when Warren gave his three children funds to start their foundations, he wrote a letter and gave them advice. And, one piece of advice was ‘take risk’, invest in things that nobody else will invest in […] because it’s when you take risk that you learn what works and what doesn’t work.” Jessie goes on to say: “I love having that direction provided for us”.
Jessie’s key takeaway for listeners: Do your homework. Don’t assume you have the answers. Do your homework and know what’s going on right now. She also encourages listeners to take the time to think about doing things in partnership with other funders because that's where you’re going to have the greatest impact.
Full episode notes, guest bios and links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
President of the Buffett Early Childhood Fund, Jessie Rasmussen, joins Alberto Lidji to discuss their investments in support of children's Early Years.
Approximately 20 years ago, Warren Buffett decided to give a substantial amount of his Berkshire Hathaway stock to his three children, as well as to the Gates Foundation, to be used for philanthropy.
His Daughter, Susie, subsequently launched the Buffett Early Childhood Fund and, today, they are a leading force investing in early childhood (1) practice, (2) policy and (3) research.
Jessie Rasmussen is President of the Fund and she explains how they believe these three key investment areas are essential to help achieve their goal of ensuring every child in the youngest years and months of their lives has access to effective quality services – and it is the interaction between these investments that makes a difference.
The Fund is a strong financial backer of two leading thinkers who drive forward research and articulate the strongest neuroscientific and economic arguments in support of early childhood investments: Prof Jack Shonkoff at Harvard University’s Center on the Developing Child and Prof Jim Heckman at the University of Chicago, respectively.
Not only does the Fund drive forward research but they also aim to connect leading researchers, such as Shonkoff and Heckman, to key policymakers so that policymakers are well informed on what the latest research is saying.
The power of collaboration: the Fund’s philanthropy is done almost always in partnership with others. For instance, along with other funders they’ve helped establish the Alliance for Early Success, which is mainly a state-wide organisation, and the First Five Years Fund, which is a federal organisation. They engage different stakeholders but share a common theme.
Jessie shed light on a funding collaborative they’re currently involved with that encompasses 8 substantive foundations who are focusing on highly consequential areas such as 'workforce' in Early Years. She explains how the collaborative came about, how it grew and how it operates today.
There are various funding and collaboration mechanisms that one can embrace. Jessie explains the dynamics involved in parallel funding and, also, in setting up a unified investment vehicle backed by all collaborative members. Ultimately, irrespective of whether they’re deploying funds via parallel funding or as a unified fund, they tend to agree on a single reporting requirement, which simplifies things for the grant recipient.
The Fund does not accept unsolicited funding applications and for the most part they’re investing in major systems change and long-term sustainability of effective programs. They have a team of experts who identify great opportunities to improve the lives of children -- team members approach early childhood development from different vantage points based on their diverse experience in the field.
Jessie explains that “when Warren gave his three children funds to start their foundations, he wrote a letter and gave them advice. And, one piece of advice was ‘take risk’, invest in things that nobody else will invest in […] because it’s when you take risk that you learn what works and what doesn’t work.” Jessie goes on to say: “I love having that direction provided for us”.
Jessie’s key takeaway for listeners: Do your homework. Don’t assume you have the answers. Do your homework and know what’s going on right now. She also encourages listeners to take the time to think about doing things in partnership with other funders because that's where you’re going to have the greatest impact.
Full episode notes, guest bios and links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
British Ambassador Designate to South Sudan, Chris Trott, joins Alberto Lidji to discuss conflict resolution, power sharing agreements, Ebola and working in the frontlines.
Chris talks about his career trajectory and the rewarding challenges of being posted to South Sudan, Afghanistan and other precarious settings. He explains why this is important to him and provides advice to others who may be drawn to similar postings while having to juggle family commitments. Chris is motivated by wanting to make a difference in a conflict environment.
He is quick to note that despite the challenges of being posted to South Sudan, these pale in comparison with the hardships the South Sudanese population has to endure.
Chris sheds light on the state of affairs in South Sudan and the region. He provides statistics on the death toll from the conflict, along with staggering numbers pertaining to refugees and internally displaced persons (IDPs).
He then proceeds to discuss the challenges of securing – and maintaining – power sharing agreements and the difficulties of bringing enemies to the negotiating table.
Chris notes that the statistics around the UN Sustainable Development Goals (SDGs) in South Sudan are horrifying. He talks of girls’ education and explains how a girl in South Sudan is more likely to die in child birth than complete secondary school. The country has one of the highest maternal and child mortality rates in the world. This is but one element of the myriad of problems facing the country, from high rates of sexual violence in conflict to lack of adequate healthcare, malnutrition, the threat of Ebola and more.
Chris notes that “it’s really, really important that we focus on the Sustainable Development Goals, because they are a long way from achieving them here”.
Chris’ key takeaway: The international community has a hugely important and supportive role in trying to help address crises around the world – we need to find ways to offer that support in a way that empowers local partners, local governments and other key stakeholders.
Full episode notes, guest bios and useful links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
British Ambassador Designate to South Sudan, Chris Trott, joins Alberto Lidji to discuss conflict resolution, power sharing agreements, Ebola and working in the frontlines.
Chris talks about his career trajectory and the rewarding challenges of being posted to South Sudan, Afghanistan and other precarious settings. He explains why this is important to him and provides advice to others who may be drawn to similar postings while having to juggle family commitments. Chris is motivated by wanting to make a difference in a conflict environment.
He is quick to note that despite the challenges of being posted to South Sudan, these pale in comparison with the hardships the South Sudanese population has to endure.
Chris sheds light on the state of affairs in South Sudan and the region. He provides statistics on the death toll from the conflict, along with staggering numbers pertaining to refugees and internally displaced persons (IDPs).
He then proceeds to discuss the challenges of securing – and maintaining – power sharing agreements and the difficulties of bringing enemies to the negotiating table.
Chris notes that the statistics around the UN Sustainable Development Goals (SDGs) in South Sudan are horrifying. He talks of girls’ education and explains how a girl in South Sudan is more likely to die in child birth than complete secondary school. The country has one of the highest maternal and child mortality rates in the world. This is but one element of the myriad of problems facing the country, from high rates of sexual violence in conflict to lack of adequate healthcare, malnutrition, the threat of Ebola and more.
Chris notes that “it’s really, really important that we focus on the Sustainable Development Goals, because they are a long way from achieving them here”.
Chris’ key takeaway: The international community has a hugely important and supportive role in trying to help address crises around the world – we need to find ways to offer that support in a way that empowers local partners, local governments and other key stakeholders.
Full episode notes, guest bios and useful links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
Founding Executive Director of the Center for High Impact Philanthropy, Kat Rosqueta, joins Alberto Lidji to discuss social impact, strengthening democracy through philanthropy and knowledge sharing in philanthropy.
Kat speaks passionately about the power of philanthropy and notes that high impact philanthropy is not about how much you give but, rather, it’s about how you give.
She sheds light on her career trajectory and the origins of the Center for High Impact Philanthropy, at the University of Pennsylvania’s School of Social Policy & Practice.
Her team at the Center is highly multi-disciplinary, which Kat notes is essential. You need the best thinking from diverse actors and disciplines to improve and change the world.
At the Center, they focus on different thematic areas. An interesting – and highly topical – area of research they’re currently pursuing looks at how philanthropy can strengthen democracy.
At the Center, they decide which thematic areas to focus on by determining whether there’s a high potential for social impact; whether they have the funding; whether they think they can quickly assemble a team that can generate answers quickly and well; and whether there is clear funder interest globally for such research.
She adds that it’s essential to have clarity of thought on what, exactly, is the social impact goal you’re trying to achieve; ensuring decisions are informed by the best available evidence out there (both academic and practical); embracing an attitude of learning, measuring and managing progress; and ensuring there is value for money.
The Center is keen to provide guidance on philanthropy to a wide audience and to ensure research can be accessed freely, across diverse platforms. They publish the ‘High Impact Giving Guide’, which provides tips, examples and useful resources for donors.
Moreover, the Center has partnerships with the likes of Fidelity Charitable – the largest Donor Advised Fund (DAF) – who mirror some of the Center’s guidance on giving, and also with Giving Compass, who add some of the Center’s guidance content on their own website.
Kat is clear that one can be a philanthropist without having to be a high-net-worth individual (HNWI). She lightheartedly distinguishes between ‘high input’ philanthropy where you do need a lot of money and ‘high impact’ philanthropy where it’s not about how much you give but, rather, how you give.
Kat also introduces the concept of a ‘social impact portfolio’, which is a useful way for individuals to balance out how much they may want to give philanthropically, or allocate towards impact investing or, indeed, spend by making sustainable purchasing decisions through conscious consumerism.
The conversation then moves into a policy exploration on philanthropy itself; its accountability (or lack thereof); its freedom to take on risk; its track record and ability to tackle social issues where for some reason neither government nor the business sector have mobilised.
An interesting point to keep in mind is that the pools of philanthropic funds available globally are still relatively small – despite all the media coverage on the topic. Kat notes that even the Gates Foundation’s endowment – the largest foundation out there – wouldn’t be able to pay for two years’ worth of public education in even one state alone, in the USA.
Kat’s key takeaway for listeners: now, more than ever, any individual can practice high impact philanthropy. High impact philanthropy is not about how much you give but, rather, it’s about how you give. If you’re unsure of where to start your philanthropic journey, you should simply just start and take the first step. Use the wealth of resources available at the Center and elsewhere that are publicly available and get excited about the impact you can make over a lifetime.
Full episode notes, guest bios and useful links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
Founding Executive Director of the Center for High Impact Philanthropy, Kat Rosqueta, joins Alberto Lidji to discuss social impact, strengthening democracy through philanthropy and knowledge sharing in philanthropy.
Kat speaks passionately about the power of philanthropy and notes that high impact philanthropy is not about how much you give but, rather, it’s about how you give.
She sheds light on her career trajectory and the origins of the Center for High Impact Philanthropy, at the University of Pennsylvania’s School of Social Policy & Practice.
Her team at the Center is highly multi-disciplinary, which Kat notes is essential. You need the best thinking from diverse actors and disciplines to improve and change the world.
At the Center, they focus on different thematic areas. An interesting – and highly topical – area of research they’re currently pursuing looks at how philanthropy can strengthen democracy.
At the Center, they decide which thematic areas to focus on by determining whether there’s a high potential for social impact; whether they have the funding; whether they think they can quickly assemble a team that can generate answers quickly and well; and whether there is clear funder interest globally for such research.
She adds that it’s essential to have clarity of thought on what, exactly, is the social impact goal you’re trying to achieve; ensuring decisions are informed by the best available evidence out there (both academic and practical); embracing an attitude of learning, measuring and managing progress; and ensuring there is value for money.
The Center is keen to provide guidance on philanthropy to a wide audience and to ensure research can be accessed freely, across diverse platforms. They publish the ‘High Impact Giving Guide’, which provides tips, examples and useful resources for donors.
Moreover, the Center has partnerships with the likes of Fidelity Charitable – the largest Donor Advised Fund (DAF) – who mirror some of the Center’s guidance on giving, and also with Giving Compass, who add some of the Center’s guidance content on their own website.
Kat is clear that one can be a philanthropist without having to be a high-net-worth individual (HNWI). She lightheartedly distinguishes between ‘high input’ philanthropy where you do need a lot of money and ‘high impact’ philanthropy where it’s not about how much you give but, rather, how you give.
Kat also introduces the concept of a ‘social impact portfolio’, which is a useful way for individuals to balance out how much they may want to give philanthropically, or allocate towards impact investing or, indeed, spend by making sustainable purchasing decisions through conscious consumerism.
The conversation then moves into a policy exploration on philanthropy itself; its accountability (or lack thereof); its freedom to take on risk; its track record and ability to tackle social issues where for some reason neither government nor the business sector have mobilised.
An interesting point to keep in mind is that the pools of philanthropic funds available globally are still relatively small – despite all the media coverage on the topic. Kat notes that even the Gates Foundation’s endowment – the largest foundation out there – wouldn’t be able to pay for two years’ worth of public education in even one state alone, in the USA.
Kat’s key takeaway for listeners: now, more than ever, any individual can practice high impact philanthropy. High impact philanthropy is not about how much you give but, rather, it’s about how you give. If you’re unsure of where to start your philanthropic journey, you should simply just start and take the first step. Use the wealth of resources available at the Center and elsewhere that are publicly available and get excited about the impact you can make over a lifetime.
Full episode notes, guest bios and useful links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
General Manager of PBS America in the UK, Richard Kingsbury, joins Alberto Lidji to discuss educational TV, impartial reporting and the value of public media.
PBS America (Public Broadcasting Service) was founded in 1969. There are more than 300 PBS channels in the US and 85% of their income comes direct from philanthropic donations; 15% comes from the government.
In the US, PBS has been voted the most trusted institution for 10 consecutive years running.
PBS is a non-profit organisation, with a strong focus on educational TV. In the UK, some of the more prominent programs are Nova (science), Frontline (current affairs) and the American Experience (history), alongside high-quality documentaries.
Viewers of PBS in the UK tend to be intellectually curious and have a desire to learn -- not just relax -- as they watch TV. Richard notes that PBS programming is dense with information and insight.
PBS also serves a cultural exchange function, bringing programming with a strong American flavour to British audiences, while broadcasting many British shows to American audiences in the US.
Richard notes that many British viewers generally formulate their view of the US from Hollywood and, therefore, part of the appeal of PBS in the UK is that it brings in-depth, real-life stories that give British audiences a much more rounded picture of what America is like.
The impartiality of PBS is something Richard underscores clearly and he notes that public media exposes all sides to the debate and, therefore, has a real value at a time when many individuals tend to have a disproportionate exposure to likeminded views.
The key takeaway for listeners: Richard drives home the message that there is real value in public media and we need to appreciate its role in allowing people to come to informed and rational decisions.
Full episode notes, guest bios and relevant links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
General Manager of PBS America in the UK, Richard Kingsbury, joins Alberto Lidji to discuss educational TV, impartial reporting and the value of public media.
PBS America (Public Broadcasting Service) was founded in 1969. There are more than 300 PBS channels in the US and 85% of their income comes direct from philanthropic donations; 15% comes from the government.
In the US, PBS has been voted the most trusted institution for 10 consecutive years running.
PBS is a non-profit organisation, with a strong focus on educational TV. In the UK, some of the more prominent programs are Nova (science), Frontline (current affairs) and the American Experience (history), alongside high-quality documentaries.
Viewers of PBS in the UK tend to be intellectually curious and have a desire to learn -- not just relax -- as they watch TV. Richard notes that PBS programming is dense with information and insight.
PBS also serves a cultural exchange function, bringing programming with a strong American flavour to British audiences, while broadcasting many British shows to American audiences in the US.
Richard notes that many British viewers generally formulate their view of the US from Hollywood and, therefore, part of the appeal of PBS in the UK is that it brings in-depth, real-life stories that give British audiences a much more rounded picture of what America is like.
The impartiality of PBS is something Richard underscores clearly and he notes that public media exposes all sides to the debate and, therefore, has a real value at a time when many individuals tend to have a disproportionate exposure to likeminded views.
The key takeaway for listeners: Richard drives home the message that there is real value in public media and we need to appreciate its role in allowing people to come to informed and rational decisions.
Full episode notes, guest bios and relevant links are available at Lidji.org - Please subscribe to the podcast if you enjoy it. Thank you!
Chief Executive of the Scouts UK, Matt Hyde, joins Alberto Lidji to discuss inclusivity, growth and why Scouting transforms lives in 193 countries.
Matt Hyde introduces listeners to the global Scout movement and to the Scouts in the UK. Scouting was set up in 1907 and today has approximately 50 million Scouts in 193 countries. The organisation aims to prepare young people, aged 6 to 25 (exact ages vary in different countries), with skills for life.
In the UK, there are 460,000 young people participating in the Scouts and 160,000 adult volunteers. Interestingly, there are currently 60,000 young people waiting to join the Scouts in the UK – this waiting list is due to a need for additional adult volunteers.
Matt sheds light on how to join the Scouts, what it entails and how it transforms lives. He gives listeners visibility into his own personal journey in the Scouts. He got into the Scouts as a young child, which set him on a leadership development path and, now, he finds himself as the Chief Executive of the Scouts in the UK.
Matt also provides insight into their corporate strategy. We hear how the Scouts in the UK are considering expanding their provision into the ‘Early Years’ for participants aged 4 and 5. Encouragingly, they have received funding to run 40 pilots from diverse funders.
For the next four years, the Scouts are looking to add another 50,000 participants, reach out to and engage with people living in deprived areas; inclusion is of vital importance and they want to ensure that Scouting in the UK represents modern British society on all fronts -- gender equality, LGBT+ issues, race, ethnicity and more.
When defining success for the next few years, Matt is focused on growth, inclusivity, ensuring that the Scouts are shaped by young people, and achieving substantive community impact.
Full episode notes, links and guest bios are available at Lidji.org -- Please subscribe to this podcast if you’ve enjoyed it. Thank you!
Chief Executive of the Scouts UK, Matt Hyde, joins Alberto Lidji to discuss inclusivity, growth and why Scouting transforms lives in 193 countries.
Matt Hyde introduces listeners to the global Scout movement and to the Scouts in the UK. Scouting was set up in 1907 and today has approximately 50 million Scouts in 193 countries. The organisation aims to prepare young people, aged 6 to 25 (exact ages vary in different countries), with skills for life.
In the UK, there are 460,000 young people participating in the Scouts and 160,000 adult volunteers. Interestingly, there are currently 60,000 young people waiting to join the Scouts in the UK – this waiting list is due to a need for additional adult volunteers.
Matt sheds light on how to join the Scouts, what it entails and how it transforms lives. He gives listeners visibility into his own personal journey in the Scouts. He got into the Scouts as a young child, which set him on a leadership development path and, now, he finds himself as the Chief Executive of the Scouts in the UK.
Matt also provides insight into their corporate strategy. We hear how the Scouts in the UK are considering expanding their provision into the ‘Early Years’ for participants aged 4 and 5. Encouragingly, they have received funding to run 40 pilots from diverse funders.
For the next four years, the Scouts are looking to add another 50,000 participants, reach out to and engage with people living in deprived areas; inclusion is of vital importance and they want to ensure that Scouting in the UK represents modern British society on all fronts -- gender equality, LGBT+ issues, race, ethnicity and more.
When defining success for the next few years, Matt is focused on growth, inclusivity, ensuring that the Scouts are shaped by young people, and achieving substantive community impact.
Full episode notes, links and guest bios are available at Lidji.org -- Please subscribe to this podcast if you’ve enjoyed it. Thank you!
Grant Gordon, philanthropist and Founder of the Reekimlane Foundation, joins Alberto Lidji to discuss high-net-worth (HNW) family philanthropy and responsible stewardship of wealth.
Grant encourages global listeners who are interested in philanthropy to take the first step and connect with likeminded individuals who are attracted by philanthropy.
Grant founded the Reekimlane Foundation, which grants out approximately $1m annually. The foundation is a grant maker and also acts as a conduit for various other philanthropic endeavours launched by Grant.
Child poverty and community regeneration are two thematic areas close to Grant’s heart. Currently, he’s also exploring early childhood development as a potential area for more philanthropic engagement.
When asked about what prompted him to get into philanthropy, he notes that, for him, it’s about values. Grant grew up in an affluent family and he was brought up knowing that there are certain responsibilities associated with having wealth. Philanthropy came naturally to him.
For those individuals who are thinking about getting into philanthropy, but haven’t done so for one reason or another, he simply suggests one start by having a look around to see what issues resonate most so that what one really cares about is identified. He references the UN Sustainable Development Goals (SDGs) as a good starting point -- Goal No.1 is about tackling poverty.
Everyone is different and determining how much money and resources one should donate is a personal decision. In Grant’s case, there’s an ongoing family discussion on what it means to be a responsible citizen which, in turn, helps him and his family decide what works best for them.
There are two key insights Grant brings from his private sector experience: one is the importance of ‘mission’ and ensuring that all Trustees on your board are fully aligned; the other pertains to leadership, where one needs a CEO who’s not just passionate but also who has the skills and resilience to do the job.
Grant’s takeaway for listeners: as a philanthropist (or potential philanthropist) never regard yourself as being on your own. Go out and talk to others!
Full episode notes, links and guest bios are available at Lidji.org – Please subscribe to this podcast if you find enjoy listening to it. Thank you!
Grant Gordon, philanthropist and Founder of the Reekimlane Foundation, joins Alberto Lidji to discuss high-net-worth (HNW) family philanthropy and responsible stewardship of wealth.
Grant encourages global listeners who are interested in philanthropy to take the first step and connect with likeminded individuals who are attracted by philanthropy.
Grant founded the Reekimlane Foundation, which grants out approximately $1m annually. The foundation is a grant maker and also acts as a conduit for various other philanthropic endeavours launched by Grant.
Child poverty and community regeneration are two thematic areas close to Grant’s heart. Currently, he’s also exploring early childhood development as a potential area for more philanthropic engagement.
When asked about what prompted him to get into philanthropy, he notes that, for him, it’s about values. Grant grew up in an affluent family and he was brought up knowing that there are certain responsibilities associated with having wealth. Philanthropy came naturally to him.
For those individuals who are thinking about getting into philanthropy, but haven’t done so for one reason or another, he simply suggests one start by having a look around to see what issues resonate most so that what one really cares about is identified. He references the UN Sustainable Development Goals (SDGs) as a good starting point -- Goal No.1 is about tackling poverty.
Everyone is different and determining how much money and resources one should donate is a personal decision. In Grant’s case, there’s an ongoing family discussion on what it means to be a responsible citizen which, in turn, helps him and his family decide what works best for them.
There are two key insights Grant brings from his private sector experience: one is the importance of ‘mission’ and ensuring that all Trustees on your board are fully aligned; the other pertains to leadership, where one needs a CEO who’s not just passionate but also who has the skills and resilience to do the job.
Grant’s takeaway for listeners: as a philanthropist (or potential philanthropist) never regard yourself as being on your own. Go out and talk to others!
Full episode notes, links and guest bios are available at Lidji.org – Please subscribe to this podcast if you find enjoy listening to it. Thank you!
Club Director at Wimbledon's All England Lawn Tennis Club, Martin Guntrip, joins Alberto Lidji to talk about the Wimbledon Foundation and the inner workings of the world's most prestigious Grand Slam tennis tournament.
The Wimbledon Foundation was founded in 2013, and the All England Lawn Tennis Club has been involved in charitable work for many years prior. One could say the Foundation was a way of formalising a philanthropic undercurrent that has been an important part of the Club’s ethos for many years.
Wimbledon wholeheartedly embraces gender equality and every aspect of the tournament is equal irrespective of gender. Interestingly, over 50% of those coming through the gates to watch the Championships in person are women. About 40,000 visitors per day come in to watch the Championships during the two weeks.
Martin speaks candidly about the inner workings of the world’s most prestigious Grand Slam tennis tournament – we hear how tennis stars’ entourages are getting larger, how ice baths are now a default feature and how the strict dress code is a key differentiator that’s unlikely to change any time soon.
There’s a constant drive to improve the Club and the Championships. We hear of the ‘Grand Slam Committee’, where representatives of all four Grand Slams engage with each other to exchange notes and improve how things are done. Indeed, Martin attends most Grand Slam tournaments every year.
Martin has been in the world of tennis for most of his life; having played in the Championships during the early 1980s. His passion for the sport, and for the Wimbledon Foundation’s philanthropic work, comes through loud and clear.
The Wimbledon Foundation is active locally, nationally and internationally. They have established fruitful partnerships with the likes of WaterAid and Magic Bus. Most of the funding comes from the Club, the Championships and from members.
Locally, through their ‘Wimbledon Junior Tennis Initiative’, they introduce approximately 14,000 children to the world of tennis annually – they work closely with primary schools in the boroughs of Wandsworth and Merton and make a point to support local causes – over 50% of their giving is local.
Sustainability has also become a key consideration. Last year, the Championships removed all plastic straws and this year their partner, Evian, is launching a 100% recycled water bottle.
Martin notes that the All England Lawn Tennis Club has 500 members and he jokes that the easy way to become a member of the All England Lawn Tennis Club is simply to win Wimbledon.
Interestingly, many people don’t know that the All England Lawn Tennis Club is active throughout the year, as are most regular tennis clubs – not just during the two weeks of the Championships – and players like Andy Murray can be seen practising there throughout the year. Martin notes that sometimes it can be a bit embarrassing playing tennis when you have Andy Murray hitting balls in an adjacent court!
The 'Key Takeaway' he shares with listeners: find out what’s unique about you or your organisation and find a way to give whatever is special about you to others. People are very appreciative when you do.
-- For full episode notes, guest bios and useful links, visit Lidji.org Please subscribe to this podcast if you enjoy it. Thank you!
Club Director at Wimbledon's All England Lawn Tennis Club, Martin Guntrip, joins Alberto Lidji to talk about the Wimbledon Foundation and the inner workings of the world's most prestigious Grand Slam tennis tournament.
The Wimbledon Foundation was founded in 2013, and the All England Lawn Tennis Club has been involved in charitable work for many years prior. One could say the Foundation was a way of formalising a philanthropic undercurrent that has been an important part of the Club’s ethos for many years.
Wimbledon wholeheartedly embraces gender equality and every aspect of the tournament is equal irrespective of gender. Interestingly, over 50% of those coming through the gates to watch the Championships in person are women. About 40,000 visitors per day come in to watch the Championships during the two weeks.
Martin speaks candidly about the inner workings of the world’s most prestigious Grand Slam tennis tournament – we hear how tennis stars’ entourages are getting larger, how ice baths are now a default feature and how the strict dress code is a key differentiator that’s unlikely to change any time soon.
There’s a constant drive to improve the Club and the Championships. We hear of the ‘Grand Slam Committee’, where representatives of all four Grand Slams engage with each other to exchange notes and improve how things are done. Indeed, Martin attends most Grand Slam tournaments every year.
Martin has been in the world of tennis for most of his life; having played in the Championships during the early 1980s. His passion for the sport, and for the Wimbledon Foundation’s philanthropic work, comes through loud and clear.
The Wimbledon Foundation is active locally, nationally and internationally. They have established fruitful partnerships with the likes of WaterAid and Magic Bus. Most of the funding comes from the Club, the Championships and from members.
Locally, through their ‘Wimbledon Junior Tennis Initiative’, they introduce approximately 14,000 children to the world of tennis annually – they work closely with primary schools in the boroughs of Wandsworth and Merton and make a point to support local causes – over 50% of their giving is local.
Sustainability has also become a key consideration. Last year, the Championships removed all plastic straws and this year their partner, Evian, is launching a 100% recycled water bottle.
Martin notes that the All England Lawn Tennis Club has 500 members and he jokes that the easy way to become a member of the All England Lawn Tennis Club is simply to win Wimbledon.
Interestingly, many people don’t know that the All England Lawn Tennis Club is active throughout the year, as are most regular tennis clubs – not just during the two weeks of the Championships – and players like Andy Murray can be seen practising there throughout the year. Martin notes that sometimes it can be a bit embarrassing playing tennis when you have Andy Murray hitting balls in an adjacent court!
The 'Key Takeaway' he shares with listeners: find out what’s unique about you or your organisation and find a way to give whatever is special about you to others. People are very appreciative when you do.
-- For full episode notes, guest bios and useful links, visit Lidji.org Please subscribe to this podcast if you enjoy it. Thank you!
CEO of the Smollan Group, David Smollan, joins Alberto Lidji to share his thoughts on managing a global workforce of 80,000 in a caring and sustainable manner.
Being a mindful employer is important. David wants large-scale employers to think about “how mindful are we about the sustainability of human capital, and how we treat people, and how we develop them?”
The Smollan Group employs 80,000 people in 50 countries. The firm was founded in South Africa back in 1931 and has grown from modest beginnings into a successful venture representing some of the world’s best-known brand owners. David joined the firm in the early 2000s and he spotted an opportunity to deliver services around the world – not just in South Africa.
When the firm ventured into India, they noticed that in that market everything was being handled by manpower companies that provide labour to brand owners – these brokers simply charged a fee to brand owners and handled payroll. But, there was no consideration given to individuals' career progression, nor to their training, nor their development.
This was in stark contrast to how the Smollan Group had been operating in South Africa, where those individuals providing field services where actually employees, who were receiving training, who had a career trajectory – this was a different type of engagement and led to different performance.
One of the biggest concerns when employing 80,000 people is the need to think beyond wages and to think about employees’ welfare, their future, their career development and their career trajectory.
Treating people well and believing in people leads to increased staff engagement. We’ve all been in a relationship where someone made us feel engaged and we gave more; and we’ve also all been in a relationship where someone made us feel less engaged and we gave less. Think about how much more you’re willing to give people because of how they make us feel.
He expresses the view that the business of sustainability is a long-term game and that human capital results take time – you have to have patience. Financial results are a lag indicator for operating results, which are a lag indicator for human capital results. If you have the patience, the will and the heart then the results will be there.
On the topic of why he is so passionate about sustainability, David is candid: we all do things because we get pleasure from them. He intrinsically finds sustainability satisfying and it makes him feel good. He notes that: “it’s too small an achievement to build a commercially successful business, I think the real challenge is to build a business that is commercially successful, that is kind to the planet and is impactful on communities. That for me is the definition of great achievement”.
David’s key takeaway: for those listeners who have children, think about what the world will be like when these children have their own children; think about these little people who you really love and care about, and think about the challenges we have today with inequality and the environment – that should be enough inspiration for you to want to make meaningful change.
-- Full episode notes, guest bios and links are available at Lidji.org Please subscribe to this podcast if you’ve enjoyed it – thank you.
CEO of the Smollan Group, David Smollan, joins Alberto Lidji to share his thoughts on managing a global workforce of 80,000 in a caring and sustainable manner.
Being a mindful employer is important. David wants large-scale employers to think about “how mindful are we about the sustainability of human capital, and how we treat people, and how we develop them?”
The Smollan Group employs 80,000 people in 50 countries. The firm was founded in South Africa back in 1931 and has grown from modest beginnings into a successful venture representing some of the world’s best-known brand owners. David joined the firm in the early 2000s and he spotted an opportunity to deliver services around the world – not just in South Africa.
When the firm ventured into India, they noticed that in that market everything was being handled by manpower companies that provide labour to brand owners – these brokers simply charged a fee to brand owners and handled payroll. But, there was no consideration given to individuals' career progression, nor to their training, nor their development.
This was in stark contrast to how the Smollan Group had been operating in South Africa, where those individuals providing field services where actually employees, who were receiving training, who had a career trajectory – this was a different type of engagement and led to different performance.
One of the biggest concerns when employing 80,000 people is the need to think beyond wages and to think about employees’ welfare, their future, their career development and their career trajectory.
Treating people well and believing in people leads to increased staff engagement. We’ve all been in a relationship where someone made us feel engaged and we gave more; and we’ve also all been in a relationship where someone made us feel less engaged and we gave less. Think about how much more you’re willing to give people because of how they make us feel.
He expresses the view that the business of sustainability is a long-term game and that human capital results take time – you have to have patience. Financial results are a lag indicator for operating results, which are a lag indicator for human capital results. If you have the patience, the will and the heart then the results will be there.
On the topic of why he is so passionate about sustainability, David is candid: we all do things because we get pleasure from them. He intrinsically finds sustainability satisfying and it makes him feel good. He notes that: “it’s too small an achievement to build a commercially successful business, I think the real challenge is to build a business that is commercially successful, that is kind to the planet and is impactful on communities. That for me is the definition of great achievement”.
David’s key takeaway: for those listeners who have children, think about what the world will be like when these children have their own children; think about these little people who you really love and care about, and think about the challenges we have today with inequality and the environment – that should be enough inspiration for you to want to make meaningful change.
-- Full episode notes, guest bios and links are available at Lidji.org Please subscribe to this podcast if you’ve enjoyed it – thank you.
Chairman of the Varkey Foundation, Vikas Pota, joins Alberto Lidji to discuss the Global Teacher Prize, Ed-Tech and universal access to quality education.
Vikas is passionate about quality education, advocacy, education technology (Ed-Tech) and political engagement. The Varkey Foundation is the driving force behind the Global Teacher Prize, which awards $1 million every year to an outstanding teacher. They have made five annual awards thus far.
Moreover, the Varkey Foundation also convenes key stakeholders via their high-profile Global Education & Skills Forum in Dubai, where last year around 50 education ministers from around the world were in attendance.
The $1 million award was presented by the well-known actor, Hugh Jackman, and is aimed at inspiring and increasing the status of teachers in every country.
Advocacy is key and Vikas feels the philanthropy sector does a terrible job at communicating. As a sector he feels there’s a need to step up and ask how do we capture people’s imagination – “communication is critical to everything that we do”.
The Varkey Foundation is a global foundation, which has been around for approximately 10 years. They’ve gone from being a CSR arm of GEMS Education, to being a corporate foundation and, now, to being a family foundation.
Internationally, they engage with policymakers and key stakeholders on the ground. In Argentina, for instance, they have implemented a leadership and innovation program where nearly 6,000 school principals and directors have taken the course themselves – this is in partnership with five provinces in Argentina and Vikas notes it has been hugely successful.
When asked whether ‘workforce’ was one of the key problems, Vikas replied that in the UK for example there is a recruitment and retention crisis. Teachers don’t want to stay in the job. UN Sustainable Development Goal Number 4 focuses on the provision of a quality education for all – Vikas notes it requires the recruitment of an additional 69 million new teachers to deliver SDG4 globally.
While at Davos a few years back, Vikas had a discussion on whether teachers would be replaced by robots. Encouragingly, he notes the conclusion was that teachers’ jobs would not be replaced by robots – and that’s why it’s important to invest in capacity building for the teaching profession. However, Vikas recognises the tremendous potential of deploying education technology to improve outcomes.
In addition to being the Chairman of the Varkey Foundation, Vikas is also the CEO of Tmrw Digital, a for-profit vehicle aimed at education technology.
On the Ed-Tech front, he recognises that the challenges are significant. He believes we don’t really understand the true potential that technology has in transforming lives in classrooms.
While meeting Ed-Tech entrepreneurial start-ups and innovators every day to learn about productivity, personalisation etc, what he notes is: “the thing I found most interesting is how woeful the state of affairs is when it comes to ed-tech entrepreneurs, who actually treat ed-tech or the education sector just like they would treat the financial services sector, which is as a market place.” His message to them is for them always to speak in terms of learning outcomes.
He asks Ed-Tech entrepreneurs to show him the actual impact their solutions would have. When he poses this question, three quarters if not more of entrepreneurs just drop away and that is why he has been “sorely disappointed with the state of start-ups” in this space.
One of the key areas he feels requires our attention is political leadership: one of the challenges is in the way that schools and education systems procure products. Often the high cost of acquisition of a student is so high because one has to go from school to school individually, and that becomes challenging as a business model for Ed-Tech. He feels procurement shouldn’t be thought of simply as how many whiteboards are being purchased but, rather, those making the procurement decisions should think about how to procure the best numeracy apps, how best to bring in personalisation into the classroom. This more enlightened type of conversation is happening in Brazil, it is also happening in the UK but, unfortunately, it is not happening in much of the world.
On the topic of philanthropy, he views philanthropy “as courage capital”, to invest in areas where the public sector in particular will just not be able to. And by doing so he feels that philanthropy can strengthen the public sector – research, programming, knowledge-sharing etc.
He sees convening as being exactly the use of courage capital. Convening is very expensive and because it costs so much not many people do it, and they don’t do it well enough. That’s why the Varkey Foundation is keen to bring people together and getting them to talk about education. At the last Global Education & Skills Forum, they had nearly 50 education ministers from around the world, 100 philanthropic leaders from around the world, teachers, academics – bringing a multiple range of perspectives. This leads to conversations that drive the field forward. Importantly, they invite and host those representing the whole spectrum of views, from teachers’ unions to for-profit private education providers, and everything in between.
On the question whether private, for-profit education providers have a role to play: Vikas notes that over the years he has witnessed many ideological fault lines in education and, indeed, scepticism regarding the role of private, for-profit actors is one of them – one of many.
The answer lies on whether classroom outcomes are improved, whether kids end up doing better. If you keep this in mind then whether it’s private, public, not-for-profit, it really doesn’t matter, in his view. He observes that the conversation has matured over recent years and people do appreciate the private sector has a role to play.
On the topic of political engagement, Vikas provides interesting insight, noting that there are only a few countries in the world where the education minister they have actually wants to be the education minister; as opposed to using that position as a staging post for something bigger or actually exiting a government. He sees it usually as a job on the way up or the way down.
Because of this, they explored (and are exploring) the idea of having a Best Education Minister Prize. There is a need to show people what good education leadership looks like. He prompts any interested listeners to get in touch if this is something they’d like to explore.
Vikas’ key takeaway for those in the education policy, foundation and Ed-Tech space: in education, nothing starts or ends without teachers. So, make sure you actually consult teachers and involve them in the design. These are the sort of conversations that he has found to be the most fruitful and eye-opening.
-- Full episode notes are available at Lidji.org including useful links and guest bios. Please subscribe to this podcast if you find it useful and informative - Thank you!
Chairman of the Varkey Foundation, Vikas Pota, joins Alberto Lidji to discuss the Global Teacher Prize, Ed-Tech and universal access to quality education.
Vikas is passionate about quality education, advocacy, education technology (Ed-Tech) and political engagement. The Varkey Foundation is the driving force behind the Global Teacher Prize, which awards $1 million every year to an outstanding teacher. They have made five annual awards thus far.
Moreover, the Varkey Foundation also convenes key stakeholders via their high-profile Global Education & Skills Forum in Dubai, where last year around 50 education ministers from around the world were in attendance.
The $1 million award was presented by the well-known actor, Hugh Jackman, and is aimed at inspiring and increasing the status of teachers in every country.
Advocacy is key and Vikas feels the philanthropy sector does a terrible job at communicating. As a sector he feels there’s a need to step up and ask how do we capture people’s imagination – “communication is critical to everything that we do”.
The Varkey Foundation is a global foundation, which has been around for approximately 10 years. They’ve gone from being a CSR arm of GEMS Education, to being a corporate foundation and, now, to being a family foundation.
Internationally, they engage with policymakers and key stakeholders on the ground. In Argentina, for instance, they have implemented a leadership and innovation program where nearly 6,000 school principals and directors have taken the course themselves – this is in partnership with five provinces in Argentina and Vikas notes it has been hugely successful.
When asked whether ‘workforce’ was one of the key problems, Vikas replied that in the UK for example there is a recruitment and retention crisis. Teachers don’t want to stay in the job. UN Sustainable Development Goal Number 4 focuses on the provision of a quality education for all – Vikas notes it requires the recruitment of an additional 69 million new teachers to deliver SDG4 globally.
While at Davos a few years back, Vikas had a discussion on whether teachers would be replaced by robots. Encouragingly, he notes the conclusion was that teachers’ jobs would not be replaced by robots – and that’s why it’s important to invest in capacity building for the teaching profession. However, Vikas recognises the tremendous potential of deploying education technology to improve outcomes.
In addition to being the Chairman of the Varkey Foundation, Vikas is also the CEO of Tmrw Digital, a for-profit vehicle aimed at education technology.
On the Ed-Tech front, he recognises that the challenges are significant. He believes we don’t really understand the true potential that technology has in transforming lives in classrooms.
While meeting Ed-Tech entrepreneurial start-ups and innovators every day to learn about productivity, personalisation etc, what he notes is: “the thing I found most interesting is how woeful the state of affairs is when it comes to ed-tech entrepreneurs, who actually treat ed-tech or the education sector just like they would treat the financial services sector, which is as a market place.” His message to them is for them always to speak in terms of learning outcomes.
He asks Ed-Tech entrepreneurs to show him the actual impact their solutions would have. When he poses this question, three quarters if not more of entrepreneurs just drop away and that is why he has been “sorely disappointed with the state of start-ups” in this space.
One of the key areas he feels requires our attention is political leadership: one of the challenges is in the way that schools and education systems procure products. Often the high cost of acquisition of a student is so high because one has to go from school to school individually, and that becomes challenging as a business model for Ed-Tech. He feels procurement shouldn’t be thought of simply as how many whiteboards are being purchased but, rather, those making the procurement decisions should think about how to procure the best numeracy apps, how best to bring in personalisation into the classroom. This more enlightened type of conversation is happening in Brazil, it is also happening in the UK but, unfortunately, it is not happening in much of the world.
On the topic of philanthropy, he views philanthropy “as courage capital”, to invest in areas where the public sector in particular will just not be able to. And by doing so he feels that philanthropy can strengthen the public sector – research, programming, knowledge-sharing etc.
He sees convening as being exactly the use of courage capital. Convening is very expensive and because it costs so much not many people do it, and they don’t do it well enough. That’s why the Varkey Foundation is keen to bring people together and getting them to talk about education. At the last Global Education & Skills Forum, they had nearly 50 education ministers from around the world, 100 philanthropic leaders from around the world, teachers, academics – bringing a multiple range of perspectives. This leads to conversations that drive the field forward. Importantly, they invite and host those representing the whole spectrum of views, from teachers’ unions to for-profit private education providers, and everything in between.
On the question whether private, for-profit education providers have a role to play: Vikas notes that over the years he has witnessed many ideological fault lines in education and, indeed, scepticism regarding the role of private, for-profit actors is one of them – one of many.
The answer lies on whether classroom outcomes are improved, whether kids end up doing better. If you keep this in mind then whether it’s private, public, not-for-profit, it really doesn’t matter, in his view. He observes that the conversation has matured over recent years and people do appreciate the private sector has a role to play.
On the topic of political engagement, Vikas provides interesting insight, noting that there are only a few countries in the world where the education minister they have actually wants to be the education minister; as opposed to using that position as a staging post for something bigger or actually exiting a government. He sees it usually as a job on the way up or the way down.
Because of this, they explored (and are exploring) the idea of having a Best Education Minister Prize. There is a need to show people what good education leadership looks like. He prompts any interested listeners to get in touch if this is something they’d like to explore.
Vikas’ key takeaway for those in the education policy, foundation and Ed-Tech space: in education, nothing starts or ends without teachers. So, make sure you actually consult teachers and involve them in the design. These are the sort of conversations that he has found to be the most fruitful and eye-opening.
-- Full episode notes are available at Lidji.org including useful links and guest bios. Please subscribe to this podcast if you find it useful and informative - Thank you!
Executive Director of the Bernard van Leer Foundation, Michael Feigelson, joins Alberto Lidji to discuss political engagement, diversity of leadership and support for Early Childhood Development.
Michael speaks passionately about engaging with global policymakers and diverse stakeholders in support of Early Childhood Development. We hear of Michael's early days as a consultant at McKinsey & Co, his non-profit work in Mexico and his subsequent rise to lead one of the world’s earliest and most effective advocates of Early Childhood Development -- the Bernard van Leer Foundation has been active in this field since the 1960s.
When asked about the tension between scalability and high quality in Early Childhood Development programs, he quickly points out that this tension isn’t confined to the world of Early Childhood Development exclusively; it is a general theme in life, in business, and in philanthropy.
Michael goes on to talk of their high scale work in Brazil, in conjunction with government and with the Maria Cecilia Souto Vidigal Foundation.
He is candid that along with scale there certainly are many quality issues being identified, but this should not prevent one from aiming to scale. Michael’s view is to go fast and go for scale, and work for quality in the meantime. Don’t let perfect be the enemy of the good – “the reality of scaling anything up is that it’s messy, and you’re going to have problems, and it’s going to fail in different parts.”
Michael notes that when driving forward programs at such scale and dealing with governments, you need to keep in mind that political contexts are fluid, and you need to get your program to a point -- in your window of opportunity -- where it’s irreversible and that means you need to get it big enough, so there’s a large enough number of people and constituents, from parents, to policymakers, to politicians who are invested in it. From “a political standpoint, pace matters, speed matters”.
Two tips from Michael if you’re looking to engage with governments:
(1) Government is a huge entity in any country with thousands of people. There’s a tendency to think about government as a sort of homogenous entity but like any institution of that size it’s not at all. It’s filled up with people, thousands of different types of people with different interests. In Michael’s experience there are always people inside government who deeply want to do something for babies and toddlers. And a lot of the work is just finding those people who are committed and passionate about Early Childhood Development -- it’s not about creating the leadership; it’s actually already there but just needs to be supported and augmented.
(2) Ensure there’s a diversity of leadership. You don’t want the program to be tied to a single political party; you wanted it to be tied to all of the political parties. You don’t want it to be just the national government; you want it to be the state an local government, too. You don’t just want it to be the public sector; you want it to be the private sector and civil society as well. So, you’re really trying to create a broad group of leaders who will all be advocating for Early Childhood Development in their own way.
As far as getting ministries to work with each other, Michael notes there is this insistence on having all the ministries talking to each other, and policies across all the sectors and somebody co-ordinating everything. Yes, once in a while this happens but more often than not, what he looks for is a good anchoring point to start with – either for a platform that already exists, or for a ministry that can act as the anchor, or for the top authority in the country to take the lead (ie the prime minister) and that’s the best way to get co-ordination.
The latter part of the conversation focuses on their Urban95 initiative, which aims to look at cities and urban planning from the vantage point of the height of a child – 95cm. If you could experience a city from 95cm, what would you change? Urban95 is active in more than 10 cities globally.
An interesting observation is that air quality came up as a key topic. About 93% of the world’s kids breathe air that is under the WHO standard today. And the exposure to polluted air doesn’t just have an impact on a child’s health today but also on their lung growth and brain function in the long-term. Moreover, the air is dirtier at 95cm (as opposed to an adult’s normal height); and to add to that babies and toddlers breathe about four times as frequently because they have shorter breaths than adults, so they’re taking in more dirty air than adults and they can’t filter it as well.
The key takeaway from Michael: Set goals that are far too big for you to reasonably achieve by yourself, because that’s what’s needed in the world and it forces you into a collaborative mode.
For additional links, guest bios and resources, visit Lidji.org -- please subscribe to this podcast and recommend it to others if you find it enjoyable. Thank you.
Executive Director of the Bernard van Leer Foundation, Michael Feigelson, joins Alberto Lidji to discuss political engagement, diversity of leadership and support for Early Childhood Development.
Michael speaks passionately about engaging with global policymakers and diverse stakeholders in support of Early Childhood Development. We hear of Michael's early days as a consultant at McKinsey & Co, his non-profit work in Mexico and his subsequent rise to lead one of the world’s earliest and most effective advocates of Early Childhood Development -- the Bernard van Leer Foundation has been active in this field since the 1960s.
When asked about the tension between scalability and high quality in Early Childhood Development programs, he quickly points out that this tension isn’t confined to the world of Early Childhood Development exclusively; it is a general theme in life, in business, and in philanthropy.
Michael goes on to talk of their high scale work in Brazil, in conjunction with government and with the Maria Cecilia Souto Vidigal Foundation.
He is candid that along with scale there certainly are many quality issues being identified, but this should not prevent one from aiming to scale. Michael’s view is to go fast and go for scale, and work for quality in the meantime. Don’t let perfect be the enemy of the good – “the reality of scaling anything up is that it’s messy, and you’re going to have problems, and it’s going to fail in different parts.”
Michael notes that when driving forward programs at such scale and dealing with governments, you need to keep in mind that political contexts are fluid, and you need to get your program to a point -- in your window of opportunity -- where it’s irreversible and that means you need to get it big enough, so there’s a large enough number of people and constituents, from parents, to policymakers, to politicians who are invested in it. From “a political standpoint, pace matters, speed matters”.
Two tips from Michael if you’re looking to engage with governments:
(1) Government is a huge entity in any country with thousands of people. There’s a tendency to think about government as a sort of homogenous entity but like any institution of that size it’s not at all. It’s filled up with people, thousands of different types of people with different interests. In Michael’s experience there are always people inside government who deeply want to do something for babies and toddlers. And a lot of the work is just finding those people who are committed and passionate about Early Childhood Development -- it’s not about creating the leadership; it’s actually already there but just needs to be supported and augmented.
(2) Ensure there’s a diversity of leadership. You don’t want the program to be tied to a single political party; you wanted it to be tied to all of the political parties. You don’t want it to be just the national government; you want it to be the state an local government, too. You don’t just want it to be the public sector; you want it to be the private sector and civil society as well. So, you’re really trying to create a broad group of leaders who will all be advocating for Early Childhood Development in their own way.
As far as getting ministries to work with each other, Michael notes there is this insistence on having all the ministries talking to each other, and policies across all the sectors and somebody co-ordinating everything. Yes, once in a while this happens but more often than not, what he looks for is a good anchoring point to start with – either for a platform that already exists, or for a ministry that can act as the anchor, or for the top authority in the country to take the lead (ie the prime minister) and that’s the best way to get co-ordination.
The latter part of the conversation focuses on their Urban95 initiative, which aims to look at cities and urban planning from the vantage point of the height of a child – 95cm. If you could experience a city from 95cm, what would you change? Urban95 is active in more than 10 cities globally.
An interesting observation is that air quality came up as a key topic. About 93% of the world’s kids breathe air that is under the WHO standard today. And the exposure to polluted air doesn’t just have an impact on a child’s health today but also on their lung growth and brain function in the long-term. Moreover, the air is dirtier at 95cm (as opposed to an adult’s normal height); and to add to that babies and toddlers breathe about four times as frequently because they have shorter breaths than adults, so they’re taking in more dirty air than adults and they can’t filter it as well.
The key takeaway from Michael: Set goals that are far too big for you to reasonably achieve by yourself, because that’s what’s needed in the world and it forces you into a collaborative mode.
For additional links, guest bios and resources, visit Lidji.org -- please subscribe to this podcast and recommend it to others if you find it enjoyable. Thank you.
Founder and CEO of Ethical Angel, Alex Fahie, joins Alberto Lidji to discuss social entrepreneurship and his platform connecting corporates and employees to good causes around the UN Sustainable Development Goals (SDGs)
Alex is a social entrepreneur and regular listener of The Do One Better! Podcast.
He explains how Ethical Angel aims to create valuable experiences for individuals, and to mobilise the private sector and employees in ways to find challenges and causes that are trying to make the world a bit better. In the process, providing them with an easy conduit with ways to action them.
Ethical Angel is a young firm and recently went to market at the start of 2019. Their almost 20 clients are currently based mainly in the UK but, out of their 190 prospects, there’s a wide global footprint. Ethical Angel aims to serve a global client base.
They’ve raised approximately £230,000 from angel investors thus far. Alex talks candidly about the invaluable nature of his peer network in supporting him as he faces self-doubt and endures the emotional peaks and troughs.
The firm has attracted experienced and skilled individuals to their Advisory Board and as Ambassadors of the firm. Their Ambassador Board initially formed around Sir Stephen O’Brien, who was the Founder and first CEO of Business in the Community. Other Ambassadors include Lord Michael Hastings who is KPMG’s Global Head of Citizenship.
Alex isn’t shy in letting us know Ethical Angel was initially meant to be something quite different. The original idea was for it to be a fund for angel investors keen on ethical investing.
However, Alex noticed there was something much more valuable in trying to create a platform that brings the goodwill and resources of the private sector and tries to connect these with pressing social causes that are aligned with the Sustainable Development Goals.
The Ethical Angel platform creates individual experiences for companies and their employees. There is an appreciation that interests and skillsets are unique, and the platform reflects this. It not only serves to connect but, importantly, it also captures data – currently approximately 30 metrics – that help to inform individuals, managers and corporates alike; demographics, geography, areas of engagement, tangible reach and impact numbers.
Alex concedes that in order for success to be achieved, Ethical Angel’s business model needs to tick several boxes for clients. Indeed, the benefit to clients stretches beyond doing good and ticks boxes around corporate optics, the bottom line and human capital retention as well.
Alex notes that for him success is about affecting as many individuals as possible with valuable experiences that result in a highly positive social impact. He’d love to be in a position where he’s able to present Ethical Angel’s data on what global businesses have done through their people to make a real difference in the world.
For episode notes, Alex’s bio and relevant links, please visit Lidji.org Please subscribe to this podcast if you’ve enjoyed it – thank you.
Founder and CEO of Ethical Angel, Alex Fahie, joins Alberto Lidji to discuss social entrepreneurship and his platform connecting corporates and employees to good causes around the UN Sustainable Development Goals (SDGs)
Alex is a social entrepreneur and regular listener of The Do One Better! Podcast.
He explains how Ethical Angel aims to create valuable experiences for individuals, and to mobilise the private sector and employees in ways to find challenges and causes that are trying to make the world a bit better. In the process, providing them with an easy conduit with ways to action them.
Ethical Angel is a young firm and recently went to market at the start of 2019. Their almost 20 clients are currently based mainly in the UK but, out of their 190 prospects, there’s a wide global footprint. Ethical Angel aims to serve a global client base.
They’ve raised approximately £230,000 from angel investors thus far. Alex talks candidly about the invaluable nature of his peer network in supporting him as he faces self-doubt and endures the emotional peaks and troughs.
The firm has attracted experienced and skilled individuals to their Advisory Board and as Ambassadors of the firm. Their Ambassador Board initially formed around Sir Stephen O’Brien, who was the Founder and first CEO of Business in the Community. Other Ambassadors include Lord Michael Hastings who is KPMG’s Global Head of Citizenship.
Alex isn’t shy in letting us know Ethical Angel was initially meant to be something quite different. The original idea was for it to be a fund for angel investors keen on ethical investing.
However, Alex noticed there was something much more valuable in trying to create a platform that brings the goodwill and resources of the private sector and tries to connect these with pressing social causes that are aligned with the Sustainable Development Goals.
The Ethical Angel platform creates individual experiences for companies and their employees. There is an appreciation that interests and skillsets are unique, and the platform reflects this. It not only serves to connect but, importantly, it also captures data – currently approximately 30 metrics – that help to inform individuals, managers and corporates alike; demographics, geography, areas of engagement, tangible reach and impact numbers.
Alex concedes that in order for success to be achieved, Ethical Angel’s business model needs to tick several boxes for clients. Indeed, the benefit to clients stretches beyond doing good and ticks boxes around corporate optics, the bottom line and human capital retention as well.
Alex notes that for him success is about affecting as many individuals as possible with valuable experiences that result in a highly positive social impact. He’d love to be in a position where he’s able to present Ethical Angel’s data on what global businesses have done through their people to make a real difference in the world.
For episode notes, Alex’s bio and relevant links, please visit Lidji.org Please subscribe to this podcast if you’ve enjoyed it – thank you.
Secretary General of the Duke of Edinburgh’s International Award Foundation, John May, joins Alberto Lidji to discuss international growth, non-formal education and their 1.3 million global participants.
John May became a head teacher in the UK at the age of 28 and he is passionate about the value of non-formal education. He’s quick to note that what happens in the classroom is only half the story and believes the Award provides young people with many of the things employers are looking for: resilience, communication skills, the ability to plan and to commit to things. He explains how the Award recognises and celebrates young people’s achievements outside the classroom.
The Award is growing quickly. While it has a presence in virtually every Commonwealth country, some of its most robust growth is in eastern Europe and the former Soviet republics. It is also offered in the USA and most recently there was interest expressed from people wishing to set up the Award in Uzbekistan. John enthusiastically notes: “you just never know where we’re going to pop up next”.
When asked whether there’s a winning formula for successful international growth without jeopardizing standards, John replies that there is. The Award tries to use the disciplines of social franchise in order to grow and reach as many young people as possible. They’ve spent much time looking at what good governance in non-for-profits looks like on an international scale, and how to ensure a sustainable business operation.
They have a host of different tools to help management teams (national operators) in different countries build capacity and ensure quality. They appreciate that well-meaning but inexperienced management teams need support and they work with such teams to help them achieve realistic multi-year strategies that take into account the need to scale up beyond start-up mode.
They also started providing management training through a certificate of business administration and, interestingly, they are about to launch an MBA for those running the Award across the world who would benefit from enhanced management skills – unlike most traditional MBA programs, this one puts the running of non-for-profit organisations firmly at the centre of the course.
They’re also embracing technology to cater to various parts of the organisation. Their Online Record Book (ORB) is a bespoke software platform that helps participants track their progress. There’s also a sister app for Award leaders (those who work with young adult participants as they pursue the Award), and an off-the-shelf extranet solution available to all adults in the Award.
On the topic of employability, John notes that while employers want technical competence from ‘first jobbers’, the reality is that most of all they want someone who’s ready to enter the job market and understand what being employed is all about. Communication skills, empathy, sticking with something – grit, resilience – and an ability to operate comfortably intergenerationally are key.
On the intergenerational point, John notes that: “when you think about it, we spend the whole of a young person’s education putting them only in contact for most of the day with people of the same age as themselves, and then they come into the workplace and they’re expected to operate comfortably with somebody who may be the same age as their parent, and they’ve had no experience of doing that. Well, the Award through the volunteering that young people will do often does bring them into relationships with a wide range of ages and so I think that really, really helps.” Non-formal education helps young people learn how to communicate effectively in ways that are often lacking in formal education.
Interestingly, the Award is not just delivered in schools. Far from it. There’s a firm belief that it should be available wherever young people come together for whatever reason. And, we hear of how the Award is successful in correctional facilities and juvenile detention centres.
John notes that “some of our biggest successes over the last few years have been in facilities where young people have the least opportunity to undertake those sorts of activity, particularly correctional centres and juvenile detention centres. In South Africa, our work with the correctional services has been, I think, genuinely life changing for young people. I was listening this morning to a report from New Zealand on New Zealand Radio of young people in the correction centres in Christchurch receiving their Bronze, Silver and Gold Awards. And, these young people being interviewed and saying this was the first time in their lives that they had felt in control of choice as to what they were going to do, and that they were developing skills and behaviours and attitudes that would lift them from crime. That’s pretty cool.”
When asked about his personal career path his answer was clear: he has had no career plan. John notes that: “all the time, as far as I’m concerned, my development as an educator and as a leader has been down to two things: the first would be another individual who has been kind enough to recognize in me some kind of quality that they felt could be developed; and my willingness to carpe diem – seize the day -- and make the leap that was being offered to me. And, I think you put both of those together and you end up with the opportunities that one can then take advantage of. Unfortunately, too many people plan their lives too carefully and miss the opportunities that are put out in front of them because they don’t quite fit the direction that they think that they have positioned themselves for.”
John’s key takeaway for listeners: ‘do the right thing’. In everything he does, he always asks himself what is the right thing to do.
Full episode notes, useful links and guest bios are available at Lidji.org - Please subscribe to this podcast if you enjoy the content. Thank you.
Secretary General of the Duke of Edinburgh’s International Award Foundation, John May, joins Alberto Lidji to discuss international growth, non-formal education and their 1.3 million global participants.
John May became a head teacher in the UK at the age of 28 and he is passionate about the value of non-formal education. He’s quick to note that what happens in the classroom is only half the story and believes the Award provides young people with many of the things employers are looking for: resilience, communication skills, the ability to plan and to commit to things. He explains how the Award recognises and celebrates young people’s achievements outside the classroom.
The Award is growing quickly. While it has a presence in virtually every Commonwealth country, some of its most robust growth is in eastern Europe and the former Soviet republics. It is also offered in the USA and most recently there was interest expressed from people wishing to set up the Award in Uzbekistan. John enthusiastically notes: “you just never know where we’re going to pop up next”.
When asked whether there’s a winning formula for successful international growth without jeopardizing standards, John replies that there is. The Award tries to use the disciplines of social franchise in order to grow and reach as many young people as possible. They’ve spent much time looking at what good governance in non-for-profits looks like on an international scale, and how to ensure a sustainable business operation.
They have a host of different tools to help management teams (national operators) in different countries build capacity and ensure quality. They appreciate that well-meaning but inexperienced management teams need support and they work with such teams to help them achieve realistic multi-year strategies that take into account the need to scale up beyond start-up mode.
They also started providing management training through a certificate of business administration and, interestingly, they are about to launch an MBA for those running the Award across the world who would benefit from enhanced management skills – unlike most traditional MBA programs, this one puts the running of non-for-profit organisations firmly at the centre of the course.
They’re also embracing technology to cater to various parts of the organisation. Their Online Record Book (ORB) is a bespoke software platform that helps participants track their progress. There’s also a sister app for Award leaders (those who work with young adult participants as they pursue the Award), and an off-the-shelf extranet solution available to all adults in the Award.
On the topic of employability, John notes that while employers want technical competence from ‘first jobbers’, the reality is that most of all they want someone who’s ready to enter the job market and understand what being employed is all about. Communication skills, empathy, sticking with something – grit, resilience – and an ability to operate comfortably intergenerationally are key.
On the intergenerational point, John notes that: “when you think about it, we spend the whole of a young person’s education putting them only in contact for most of the day with people of the same age as themselves, and then they come into the workplace and they’re expected to operate comfortably with somebody who may be the same age as their parent, and they’ve had no experience of doing that. Well, the Award through the volunteering that young people will do often does bring them into relationships with a wide range of ages and so I think that really, really helps.” Non-formal education helps young people learn how to communicate effectively in ways that are often lacking in formal education.
Interestingly, the Award is not just delivered in schools. Far from it. There’s a firm belief that it should be available wherever young people come together for whatever reason. And, we hear of how the Award is successful in correctional facilities and juvenile detention centres.
John notes that “some of our biggest successes over the last few years have been in facilities where young people have the least opportunity to undertake those sorts of activity, particularly correctional centres and juvenile detention centres. In South Africa, our work with the correctional services has been, I think, genuinely life changing for young people. I was listening this morning to a report from New Zealand on New Zealand Radio of young people in the correction centres in Christchurch receiving their Bronze, Silver and Gold Awards. And, these young people being interviewed and saying this was the first time in their lives that they had felt in control of choice as to what they were going to do, and that they were developing skills and behaviours and attitudes that would lift them from crime. That’s pretty cool.”
When asked about his personal career path his answer was clear: he has had no career plan. John notes that: “all the time, as far as I’m concerned, my development as an educator and as a leader has been down to two things: the first would be another individual who has been kind enough to recognize in me some kind of quality that they felt could be developed; and my willingness to carpe diem – seize the day -- and make the leap that was being offered to me. And, I think you put both of those together and you end up with the opportunities that one can then take advantage of. Unfortunately, too many people plan their lives too carefully and miss the opportunities that are put out in front of them because they don’t quite fit the direction that they think that they have positioned themselves for.”
John’s key takeaway for listeners: ‘do the right thing’. In everything he does, he always asks himself what is the right thing to do.
Full episode notes, useful links and guest bios are available at Lidji.org - Please subscribe to this podcast if you enjoy the content. Thank you.
Director at Galileo Watermark, Kenny Harmel, joins Alberto Lidji to discuss sustainability in the airline industry, ocean plastics, the Waste Hierarchy and more.
Galileo Watermark is a sustainability-focused firm that supplies British Airways, Cathay Pacific, United Airlines, Air New Zealand and other leading airlines with ‘aviation product’ – all the items one finds in an airplane cabin that are neither bolted on nor edible. They manufacture cutlery, blankets, cosmetic amenities and various other products – from economy to first class cabins – and focus their efforts on making these products more sustainable.
Kenny Harmel notes from the outset of the conversation that “sustainability is an obligation rather than a choice”.
Airlines are exploring how best to achieve affordable sustainability and we hear of innovation and successes, including Qantas Airways’ recent ‘zero waste’ flight – the first ever commercial flight to produce no landfill waste. None of the cutlery, textiles or other in-cabin amenities were sent to landfills or incinerated, as would normally have been the case.
The majority of plastic cutlery one finds onboard an economy airplane cabin will be a virgin plastic product, made from polystyrene or polypropylene, and because of existing contamination regulations it will be sent to landfill or it will be incinerated. A number of airlines are looking at alternative solutions, such as compostable cutlery, and some are investing in stainless steel alternatives – although the latter has weight implications that impact fuel consumption and require additional water for sanitation.
Compostable cutlery is a hot topic in the airline industry right now, with the potential to reduce greatly the industry’s impact on the environment. Kenny is quick to note, however, the misconception many people have when they think of compostable cutlery’s properties. Many imagine something akin to a banana skin, which you can simply toss out into your garden and watch it compost naturally.
However, this is not necessarily the case since there is a difference between items that are home compostable and those that are industrially compostable. Unless a compostable product is specifically labelled as home compostable, it is compostable only under the right conditions of temperature, moisture, oxygen and, in actual fact, if the material is not intercepted, collected and treated in the right way, it can be almost as harmful as regular plastic.
In a broader context, Kenny observes that we, as a society, have been driven by convenience and cost, and we haven’t been thinking about the implications of this choice.
He provides detailed figures on the state of affairs – figures that are alarming by most measures. International politics factors into the conversation as well, and we hear how China’s role as a destination country for plastic waste has changed radically since the end of 2017. Up until that time, about 50% of the world’s plastic waste was exported to China.
China’s more stringent regulations in relation to the sort of plastic waste that is allowed to be exported to the country means that other countries are now having to deal with this problem – many are simply not equipped to do so.
Unlike Germany and Switzerland who have sophisticated expertise and very high rates of efficiency in terms of recycling plastic. Many of today’s recipient countries have neither the infrastructure, expertise nor capabilities to recycle such material.
We hear how even in the UK, different regions and different councils have different levels of recycling ability where, consequently, there is an asymmetric ability to recycle different types of material. This challenge is aggravated by the fact that most consumers aren’t well informed on precisely what can and can’t be recycled.
Kenny sheds light on the “waste hierarchy” framework, aimed at helping organisations and individuals minimise waste. The hierarchy: (1) reduce, (2) reuse, (3) recycle, (4) reclaim.
On a global level, just 2% of the plastic we manufacture is recycled. There are variances on this figure across countries, whereby countries such as Germany and Switzerland are well into the double digits but other countries quite simply are not. Countries such as Indonesia and Thailand aim to recycle but they don’t have the expertise to recycle to the same levels; and even in the UK there isn’t an ability to recycle to the same level as Germany and Switzerland.
Touching on the topic of plastic waste in the world’s oceans, Kenny notes that “the situation is so bad now that if you take a net and you dip it into any part of the ocean in any part of the world you’ll find traces of plastic”.
In 2017, he co-founded and launched the OCN initiative, which aims to work with organisations around the world to collect plastic waste from the world’s beaches, coastal areas and waterways, so as to give it a second life or multiple lives. This requires not only dedicated volunteers across the planet but, also, an understanding of the chemical challenges posed by the diverse types of plastic waste in the oceans.
He explains how the ‘intrinsic viscosity’ (IV) levels of different types of plastic waste, constrain what one can and can’t do with it once retrieved from the ocean. The challenge is that if you go to the beach to collect plastic it’s not all going to be the same type of plastic. OCN aims to find a way to give a second life or multiple lives to all the plastic one collects, irrespective of the type or quality of material; irrespective of its intrinsic viscosity.
The conversation goes beyond plastic, and Kenny references a fact many people are unaware of: the textile and clothing industry is the second biggest polluter, right behind the oil industry. And, here again, the waste hierarchy is suggested for sensible guidance. Consumers should think carefully how they handle clothing they no longer wish to use. (i.e. don’t simply throw your old clothes in the garbage/rubbish).
Going back full circle, Kenny observes that “air travel is never going to diminish, it’s only going to grow as the global population grows and globalisation increases”. Keeping the scale of the challenge in mind, we are advised that it’s important not just to do things better but, rather, to do better things.
Kenny’s key takeaway: the key thing is to be mindful of the materials you interact with day on day. Try to eliminate or reduce use of these materials where possible and try to understand where these materials go. Don’t throw things away and completely forget about them. Think about the end-to-end lifecycle of these materials since that’s the only way we’re going to achieve substantial change.
For full episode notes, guest bios and useful links visit Lidji.org
Please subscribe to this podcast on Apple iTunes, Spotify or your preferred platform -- it makes a world of difference in helping others find this podcast and benefit from the insight shared by our guests. Thank you!
Director at Galileo Watermark, Kenny Harmel, joins Alberto Lidji to discuss sustainability in the airline industry, ocean plastics, the Waste Hierarchy and more.
Galileo Watermark is a sustainability-focused firm that supplies British Airways, Cathay Pacific, United Airlines, Air New Zealand and other leading airlines with ‘aviation product’ – all the items one finds in an airplane cabin that are neither bolted on nor edible. They manufacture cutlery, blankets, cosmetic amenities and various other products – from economy to first class cabins – and focus their efforts on making these products more sustainable.
Kenny Harmel notes from the outset of the conversation that “sustainability is an obligation rather than a choice”.
Airlines are exploring how best to achieve affordable sustainability and we hear of innovation and successes, including Qantas Airways’ recent ‘zero waste’ flight – the first ever commercial flight to produce no landfill waste. None of the cutlery, textiles or other in-cabin amenities were sent to landfills or incinerated, as would normally have been the case.
The majority of plastic cutlery one finds onboard an economy airplane cabin will be a virgin plastic product, made from polystyrene or polypropylene, and because of existing contamination regulations it will be sent to landfill or it will be incinerated. A number of airlines are looking at alternative solutions, such as compostable cutlery, and some are investing in stainless steel alternatives – although the latter has weight implications that impact fuel consumption and require additional water for sanitation.
Compostable cutlery is a hot topic in the airline industry right now, with the potential to reduce greatly the industry’s impact on the environment. Kenny is quick to note, however, the misconception many people have when they think of compostable cutlery’s properties. Many imagine something akin to a banana skin, which you can simply toss out into your garden and watch it compost naturally.
However, this is not necessarily the case since there is a difference between items that are home compostable and those that are industrially compostable. Unless a compostable product is specifically labelled as home compostable, it is compostable only under the right conditions of temperature, moisture, oxygen and, in actual fact, if the material is not intercepted, collected and treated in the right way, it can be almost as harmful as regular plastic.
In a broader context, Kenny observes that we, as a society, have been driven by convenience and cost, and we haven’t been thinking about the implications of this choice.
He provides detailed figures on the state of affairs – figures that are alarming by most measures. International politics factors into the conversation as well, and we hear how China’s role as a destination country for plastic waste has changed radically since the end of 2017. Up until that time, about 50% of the world’s plastic waste was exported to China.
China’s more stringent regulations in relation to the sort of plastic waste that is allowed to be exported to the country means that other countries are now having to deal with this problem – many are simply not equipped to do so.
Unlike Germany and Switzerland who have sophisticated expertise and very high rates of efficiency in terms of recycling plastic. Many of today’s recipient countries have neither the infrastructure, expertise nor capabilities to recycle such material.
We hear how even in the UK, different regions and different councils have different levels of recycling ability where, consequently, there is an asymmetric ability to recycle different types of material. This challenge is aggravated by the fact that most consumers aren’t well informed on precisely what can and can’t be recycled.
Kenny sheds light on the “waste hierarchy” framework, aimed at helping organisations and individuals minimise waste. The hierarchy: (1) reduce, (2) reuse, (3) recycle, (4) reclaim.
On a global level, just 2% of the plastic we manufacture is recycled. There are variances on this figure across countries, whereby countries such as Germany and Switzerland are well into the double digits but other countries quite simply are not. Countries such as Indonesia and Thailand aim to recycle but they don’t have the expertise to recycle to the same levels; and even in the UK there isn’t an ability to recycle to the same level as Germany and Switzerland.
Touching on the topic of plastic waste in the world’s oceans, Kenny notes that “the situation is so bad now that if you take a net and you dip it into any part of the ocean in any part of the world you’ll find traces of plastic”.
In 2017, he co-founded and launched the OCN initiative, which aims to work with organisations around the world to collect plastic waste from the world’s beaches, coastal areas and waterways, so as to give it a second life or multiple lives. This requires not only dedicated volunteers across the planet but, also, an understanding of the chemical challenges posed by the diverse types of plastic waste in the oceans.
He explains how the ‘intrinsic viscosity’ (IV) levels of different types of plastic waste, constrain what one can and can’t do with it once retrieved from the ocean. The challenge is that if you go to the beach to collect plastic it’s not all going to be the same type of plastic. OCN aims to find a way to give a second life or multiple lives to all the plastic one collects, irrespective of the type or quality of material; irrespective of its intrinsic viscosity.
The conversation goes beyond plastic, and Kenny references a fact many people are unaware of: the textile and clothing industry is the second biggest polluter, right behind the oil industry. And, here again, the waste hierarchy is suggested for sensible guidance. Consumers should think carefully how they handle clothing they no longer wish to use. (i.e. don’t simply throw your old clothes in the garbage/rubbish).
Going back full circle, Kenny observes that “air travel is never going to diminish, it’s only going to grow as the global population grows and globalisation increases”. Keeping the scale of the challenge in mind, we are advised that it’s important not just to do things better but, rather, to do better things.
Kenny’s key takeaway: the key thing is to be mindful of the materials you interact with day on day. Try to eliminate or reduce use of these materials where possible and try to understand where these materials go. Don’t throw things away and completely forget about them. Think about the end-to-end lifecycle of these materials since that’s the only way we’re going to achieve substantial change.
For full episode notes, guest bios and useful links visit Lidji.org
Please subscribe to this podcast on Apple iTunes, Spotify or your preferred platform -- it makes a world of difference in helping others find this podcast and benefit from the insight shared by our guests. Thank you!
CEO of the UBS Optimus Foundation, Phyllis Costanza, joins Alberto Lidji to discuss social finance, philanthropy, blockchain, innovation, the SDGs and more.
UBS Optimus was founded 19 years ago in Switzerland, and today it is overseeing about 175 projects in approximately 20 countries. The Foundation started off supporting children and now has broadened its portfolio to include a range of thematic areas, from slavery to health and innovative finance. In 2019, it expects to grant out $80m and next year is aiming for $100m.
Phyllis thinks this is only “scratching the surface”. She notes that UBS, the bank, has roughly $2.5 trillion assets under management, so “even if we could just get half a percentage point [deployed for philanthropy], that’s $12.5 billion”.
UBS Optimus does not have an endowment, nor does it wish to establish one; 100% of the money that is donated by clients is deployed for programs. Phyllis notes that UBS Optimus’ strategy has not been to grow an endowment. The money “does us no good sitting in a bank, which I know is anathema to how bankers think. Our goal is to get the money in and to get it out as quickly as possible.”
UBS is actively supporting philanthropists. A lot of high-net-worth individuals don’t know where to start their philanthropy work, and many who are already on the journey don’t feel satisfied.
UBS did a survey of its clients, which revealed that more than 90% of their large clients are giving philanthropically but fewer than 20% are satisfied they’re making an impact, which as Phyllis notes is pretty extraordinary.
She sees really interesting trends globally: 99% of UBS’s clients in Hong Kong want to give back to mainland China, consequently, UBS Optimus has become the largest international grantor into China, which “is a bit of a scary position to hold because giving in China is incredibly complicated". Their European clients primarily want to give into Africa and some to South East Asia, whilst out of their American clients, 96% of philanthropic giving stays in the US, where there’s an appetite to give domestically.
UBS appreciates the value of peer-to-peer interaction and tries to connect their clients through different platforms. They’ve developed the ‘Global Philanthropist Community’ – a network of clients who identify the key thematic areas they’re interested in supporting, such as early childhood development, the environment, culture – UBS then connects the dots. They convene key stakeholders at their annual UBS Philanthropy Forum and have insightful gatherings across the world, from Detroit to Shanghai.
An interesting observation is that many trillions of dollars have been committed to charity as a consequence of ultra high-net-worth individuals signing ‘The Giving Pledge’, however, many of these people don’t know how to deploy these funds in a meaningful philanthropic and impactful way. She’s convinced that many clients actually come to UBS because of the bank's strong philanthropy offering.
There is an increasing number of financial options available for philanthropists, from traditional charitable giving all the way to impact investing. Strategic philanthropy and social finance falling somewhere in between the two. Social finance still falls within the philanthropy category because you’re getting concessional returns, as opposed to market rate returns.
Phyllis is passionate as she talks of a “really cool instrument”… “a really interesting, innovative debt instrument” called the ‘Social Success Note’. In the podcast she explains how it came about and how it was structured to support an organization called Impact Water. In this instance, the Rockefeller Foundation was ‘the outcome funder’ who collaborated closely with UBS.
Collaboration is essential, and UBS Optimus’ whole strategy is based on collaboration. They rarely go at it alone. There is increased cross-sector collaboration and acknowledgement that you’re not going to reach your goals if you go at it alone. She specifically references the collaborative platform Co-Impact, “which is doing extraordinary work with people who have signed The Giving Pledge to bring them together to solve really systemic problems in countries.”
Phyllis was involved in launching the first Development Impact Bond (DIB). She explains how the DIB worked to support an organisation called Educate Girls. UBS was the investor and collaborated with the Children’s Investment Fund Foundation (CIFF) to get this off the ground.
Impact measurement: randomised control trials (RCTs) are considered the gold standard of evaluations. However, an RCT is expensive and extremely time consuming and you don’t need to run an RCT for everything. Therefore, UBS Optimus are exploring things that may not require RCTs while still ensuring strong evaluation. On the innovative front, they’re looking at how blockchain might be used to verify outcomes for DIBs – and Phyllis notes “the potential there is tremendous”. Smart contracts are also being explored. In essence, what they really want to do is scale this process and look at how one can reduce the time it takes to bring these things to market and reduce the transaction costs currently involved.
As we delve into the UN Sustainable Development Goals (SDGs), Phyllis talks enthusiastically about their recently launched ‘TogetherBand’ campaign, in collaboration with BottleTop and the UN Foundation – a campaign aimed at raising awareness of each of the 17 SDGs. The campaign was launched in April 2019 and will last 17 months – each moth focusing on a different goal of the SDGs.
Phyllis is optimistic while realising there’s still much work to be done in the run-up to the 2030 deadline of the SDGs. Yes, we have to do a lot to achieve the Goals but the direction of travel is good. We’re seeing a reduction in the mortality rates of children under five years of age, poverty rates are going down, child marriage rates are going down; but we still have a lot to do. She thinks that when we look back in 2030, we’ll be proud of what we’ve achieved.
Not all SDG thematic areas are moving in the right direction, however. Phyllis is currently focusing on SDG 5 (Gender Equality) and notes that, still, women spend about three times as many hours as men in unpaid domestic and care work – unfortunately, “we don’t seem to be making a dent in that”.
The key takeaway Phyllis shared with global listeners: “challenge everything, that would be my message, especially in philanthropy. And really push. If something doesn’t look right, if something doesn’t seem right, you think you can do more; challenge it!”
Please subscribe to this podcast. For full episode notes, guest bios and useful links, visit Lidji.org
CEO of the UBS Optimus Foundation, Phyllis Costanza, joins Alberto Lidji to discuss social finance, philanthropy, blockchain, innovation, the SDGs and more.
UBS Optimus was founded 19 years ago in Switzerland, and today it is overseeing about 175 projects in approximately 20 countries. The Foundation started off supporting children and now has broadened its portfolio to include a range of thematic areas, from slavery to health and innovative finance. In 2019, it expects to grant out $80m and next year is aiming for $100m.
Phyllis thinks this is only “scratching the surface”. She notes that UBS, the bank, has roughly $2.5 trillion assets under management, so “even if we could just get half a percentage point [deployed for philanthropy], that’s $12.5 billion”.
UBS Optimus does not have an endowment, nor does it wish to establish one; 100% of the money that is donated by clients is deployed for programs. Phyllis notes that UBS Optimus’ strategy has not been to grow an endowment. The money “does us no good sitting in a bank, which I know is anathema to how bankers think. Our goal is to get the money in and to get it out as quickly as possible.”
UBS is actively supporting philanthropists. A lot of high-net-worth individuals don’t know where to start their philanthropy work, and many who are already on the journey don’t feel satisfied.
UBS did a survey of its clients, which revealed that more than 90% of their large clients are giving philanthropically but fewer than 20% are satisfied they’re making an impact, which as Phyllis notes is pretty extraordinary.
She sees really interesting trends globally: 99% of UBS’s clients in Hong Kong want to give back to mainland China, consequently, UBS Optimus has become the largest international grantor into China, which “is a bit of a scary position to hold because giving in China is incredibly complicated". Their European clients primarily want to give into Africa and some to South East Asia, whilst out of their American clients, 96% of philanthropic giving stays in the US, where there’s an appetite to give domestically.
UBS appreciates the value of peer-to-peer interaction and tries to connect their clients through different platforms. They’ve developed the ‘Global Philanthropist Community’ – a network of clients who identify the key thematic areas they’re interested in supporting, such as early childhood development, the environment, culture – UBS then connects the dots. They convene key stakeholders at their annual UBS Philanthropy Forum and have insightful gatherings across the world, from Detroit to Shanghai.
An interesting observation is that many trillions of dollars have been committed to charity as a consequence of ultra high-net-worth individuals signing ‘The Giving Pledge’, however, many of these people don’t know how to deploy these funds in a meaningful philanthropic and impactful way. She’s convinced that many clients actually come to UBS because of the bank's strong philanthropy offering.
There is an increasing number of financial options available for philanthropists, from traditional charitable giving all the way to impact investing. Strategic philanthropy and social finance falling somewhere in between the two. Social finance still falls within the philanthropy category because you’re getting concessional returns, as opposed to market rate returns.
Phyllis is passionate as she talks of a “really cool instrument”… “a really interesting, innovative debt instrument” called the ‘Social Success Note’. In the podcast she explains how it came about and how it was structured to support an organization called Impact Water. In this instance, the Rockefeller Foundation was ‘the outcome funder’ who collaborated closely with UBS.
Collaboration is essential, and UBS Optimus’ whole strategy is based on collaboration. They rarely go at it alone. There is increased cross-sector collaboration and acknowledgement that you’re not going to reach your goals if you go at it alone. She specifically references the collaborative platform Co-Impact, “which is doing extraordinary work with people who have signed The Giving Pledge to bring them together to solve really systemic problems in countries.”
Phyllis was involved in launching the first Development Impact Bond (DIB). She explains how the DIB worked to support an organisation called Educate Girls. UBS was the investor and collaborated with the Children’s Investment Fund Foundation (CIFF) to get this off the ground.
Impact measurement: randomised control trials (RCTs) are considered the gold standard of evaluations. However, an RCT is expensive and extremely time consuming and you don’t need to run an RCT for everything. Therefore, UBS Optimus are exploring things that may not require RCTs while still ensuring strong evaluation. On the innovative front, they’re looking at how blockchain might be used to verify outcomes for DIBs – and Phyllis notes “the potential there is tremendous”. Smart contracts are also being explored. In essence, what they really want to do is scale this process and look at how one can reduce the time it takes to bring these things to market and reduce the transaction costs currently involved.
As we delve into the UN Sustainable Development Goals (SDGs), Phyllis talks enthusiastically about their recently launched ‘TogetherBand’ campaign, in collaboration with BottleTop and the UN Foundation – a campaign aimed at raising awareness of each of the 17 SDGs. The campaign was launched in April 2019 and will last 17 months – each moth focusing on a different goal of the SDGs.
Phyllis is optimistic while realising there’s still much work to be done in the run-up to the 2030 deadline of the SDGs. Yes, we have to do a lot to achieve the Goals but the direction of travel is good. We’re seeing a reduction in the mortality rates of children under five years of age, poverty rates are going down, child marriage rates are going down; but we still have a lot to do. She thinks that when we look back in 2030, we’ll be proud of what we’ve achieved.
Not all SDG thematic areas are moving in the right direction, however. Phyllis is currently focusing on SDG 5 (Gender Equality) and notes that, still, women spend about three times as many hours as men in unpaid domestic and care work – unfortunately, “we don’t seem to be making a dent in that”.
The key takeaway Phyllis shared with global listeners: “challenge everything, that would be my message, especially in philanthropy. And really push. If something doesn’t look right, if something doesn’t seem right, you think you can do more; challenge it!”
Please subscribe to this podcast. For full episode notes, guest bios and useful links, visit Lidji.org
CEO of the Sutton Trust, James Turner, joins Alberto Lidji to discuss their work in improving social mobility and tackling inequality in the UK.
The Sutton Trust was founded in 1997 and is focused on improving education, social mobility and fighting inequality. They have a wide portfolio of research and program activity, focused on children from their very early years all the way up to young adults in university, workplace and access to the professions.
The Sutton Trust differs from many others by combining research and policy advocacy work alongside practical programmatic work. These two aspects build on each other and help inform and establish credibility. The Sutton Trust reach circa 6,000 people each year, and through policy and working with government they have a much bigger impact beyond that.
They’re particularly interested in social mobility on the high end; looking at who are the future leaders in society and who are taking the top jobs, the most prestigious and influential jobs. This is because the people in these strata of society have such an impact on society that it really matters that they are representative of society at large, as opposed to representing the wealthy and affluent.
It’s important not only to support research into these policy areas but also to put effort into ensuring this research gets strong coverage in the media, since this helps get policymakers interested and engaged. The Sutton Trust have never been afraid to ruffle feathers or be controversial or provocative when necessary.
When James got into this space, the term ‘social mobility’ was very much a technical term, used almost exclusively within academia. It is only more recently, since the early 2000s, that it has entered mainstream discourse and, now, it has really become much more prevalent and visible in government strategy documents and press releases – even to the point where it now almost suffers from being used too much.
Intergenerational mobility and transfer of poverty: James notes there is a broadly embraced view that social mobility in the UK is not as high as it should be and it’s not as high as in other countries. Education is a key driver for this and what one’s parents do, how much they earn, what occupation they have, unfortunately, has a big bearing on what their children go on to do.
James notes there’s a bit of an arms race in social mobility. Education is such a currency that, understandably, well off parents do all they can to give their young people an advantage, so it’s getting harder for the state to compensate against that.
The Sutton Trust has been charting the rise of paid-for private tuition. How much your parents earn dictates a lot what school you go to; on top of this you have a burgeoning private tuition market, which further accentuates this advantage; and now you see this in tertiary education as well – where more and more students are getting degrees – so it’s now about ‘have you obtained a master’s degree, have you obtained a PhD, have you done an internship?’ So, the barriers are increasing.
Besides the educational attainment angle, the Sutton Trust has a strong interest in the aspirational and guidance piece so that young people are informed on all the career choices and educational opportunities at their disposal.
The advice and guidance teachers give is crucial. Many young people don’t submit applications to some of the top universities because of misperceptions, or because some teachers may not advise their students to apply to some of these top universities for fears they may not fit in – fears which are often unfounded.
Part of the challenge is in getting students to submit an application in the first place. James observes that many of the students from disadvantaged backgrounds who end up going to top universities tend to do just as well as their peers and thrive in those environments.
Yes, it can be overwhelming to go to Oxford University or Cambridge University if you’ve come from an inner-city state school, so part of the work is on preparing such students for the experience. Also, universities are now much more aware of this and they do try to support such students when they are at university. Things are changing and moving in the right direction.
Early childhood matters and education inequality sets in early: research shows that by age 4, children from disadvantaged families are almost a year behind their peers. There are gaps in development, in vocabulary and other factors. And, once children enter the system, these gaps often tend to widen rather than close. The importance of trying to intervene early is crucial. There are various ways to address this and the Sutton Trust is looking at parental engagement as a key factor. What happens at home -- not just in the classroom -- is highly consequential. The quality of the education itself, not just the fact that young people are in school, is also vitally important.
The Sutton Trust are looking for partnerships and supporters. They are a very outward looking international charity looking to exchange notes with interested parties and organisations across the globe. There is much insight that can be shared. They’ve had a longstanding collaboration with the Carnegie Foundation in the US, for instance.
The Sutton Trust have learned a lot from the US experience. They’ve also worked with foundations in Australia and Canada as well; they’re always looking at what’s beyond the British Isles and what they should be learning from other countries.
James' key takeaway for listeners: he notes that quite often we focus on the negative; on the low social mobility, on the high inequality. But what the Sutton Trust has shown is that change is possible and there are many, many examples of young people who have done incredible things.
For full episode notes, guest bios, links and more, visit Lidji.org
CEO of the Sutton Trust, James Turner, joins Alberto Lidji to discuss their work in improving social mobility and tackling inequality in the UK.
The Sutton Trust was founded in 1997 and is focused on improving education, social mobility and fighting inequality. They have a wide portfolio of research and program activity, focused on children from their very early years all the way up to young adults in university, workplace and access to the professions.
The Sutton Trust differs from many others by combining research and policy advocacy work alongside practical programmatic work. These two aspects build on each other and help inform and establish credibility. The Sutton Trust reach circa 6,000 people each year, and through policy and working with government they have a much bigger impact beyond that.
They’re particularly interested in social mobility on the high end; looking at who are the future leaders in society and who are taking the top jobs, the most prestigious and influential jobs. This is because the people in these strata of society have such an impact on society that it really matters that they are representative of society at large, as opposed to representing the wealthy and affluent.
It’s important not only to support research into these policy areas but also to put effort into ensuring this research gets strong coverage in the media, since this helps get policymakers interested and engaged. The Sutton Trust have never been afraid to ruffle feathers or be controversial or provocative when necessary.
When James got into this space, the term ‘social mobility’ was very much a technical term, used almost exclusively within academia. It is only more recently, since the early 2000s, that it has entered mainstream discourse and, now, it has really become much more prevalent and visible in government strategy documents and press releases – even to the point where it now almost suffers from being used too much.
Intergenerational mobility and transfer of poverty: James notes there is a broadly embraced view that social mobility in the UK is not as high as it should be and it’s not as high as in other countries. Education is a key driver for this and what one’s parents do, how much they earn, what occupation they have, unfortunately, has a big bearing on what their children go on to do.
James notes there’s a bit of an arms race in social mobility. Education is such a currency that, understandably, well off parents do all they can to give their young people an advantage, so it’s getting harder for the state to compensate against that.
The Sutton Trust has been charting the rise of paid-for private tuition. How much your parents earn dictates a lot what school you go to; on top of this you have a burgeoning private tuition market, which further accentuates this advantage; and now you see this in tertiary education as well – where more and more students are getting degrees – so it’s now about ‘have you obtained a master’s degree, have you obtained a PhD, have you done an internship?’ So, the barriers are increasing.
Besides the educational attainment angle, the Sutton Trust has a strong interest in the aspirational and guidance piece so that young people are informed on all the career choices and educational opportunities at their disposal.
The advice and guidance teachers give is crucial. Many young people don’t submit applications to some of the top universities because of misperceptions, or because some teachers may not advise their students to apply to some of these top universities for fears they may not fit in – fears which are often unfounded.
Part of the challenge is in getting students to submit an application in the first place. James observes that many of the students from disadvantaged backgrounds who end up going to top universities tend to do just as well as their peers and thrive in those environments.
Yes, it can be overwhelming to go to Oxford University or Cambridge University if you’ve come from an inner-city state school, so part of the work is on preparing such students for the experience. Also, universities are now much more aware of this and they do try to support such students when they are at university. Things are changing and moving in the right direction.
Early childhood matters and education inequality sets in early: research shows that by age 4, children from disadvantaged families are almost a year behind their peers. There are gaps in development, in vocabulary and other factors. And, once children enter the system, these gaps often tend to widen rather than close. The importance of trying to intervene early is crucial. There are various ways to address this and the Sutton Trust is looking at parental engagement as a key factor. What happens at home -- not just in the classroom -- is highly consequential. The quality of the education itself, not just the fact that young people are in school, is also vitally important.
The Sutton Trust are looking for partnerships and supporters. They are a very outward looking international charity looking to exchange notes with interested parties and organisations across the globe. There is much insight that can be shared. They’ve had a longstanding collaboration with the Carnegie Foundation in the US, for instance.
The Sutton Trust have learned a lot from the US experience. They’ve also worked with foundations in Australia and Canada as well; they’re always looking at what’s beyond the British Isles and what they should be learning from other countries.
James' key takeaway for listeners: he notes that quite often we focus on the negative; on the low social mobility, on the high inequality. But what the Sutton Trust has shown is that change is possible and there are many, many examples of young people who have done incredible things.
For full episode notes, guest bios, links and more, visit Lidji.org
We explore how ELMA manages its investment portfolio, embraces partnerships and transforms the landscape in the areas in which it operates. ELMA is a low profile organisation but its philanthropy is right up there with household names in this space. They have a strong collaborative spirit and Tom is unequivocal that partnership is key to success.
Much of ELMA was built by successful business entrepreneurs, so they embrace a financial and investment management approach that very much adheres to private sector standards.
Tom argues that one needs to assess potential grantees in a holistic way, analysing beyond program activity and giving due consideration to core functions such as operations, accounting, and command and control processes.
At ELMA they do everything from funding very small community organisations to very large, multi-year, multi-million-dollar grants that seek to engender some kind of systems change at a national or multi-country level. ELMA is perfectly able to make grants along the lines of peer institutions (e.g. Gates, MacArthur, Skoll) and also perfectly happy to make small grants where the situation calls for these.
They are heavily involved in Africa and it is interesting to hear Tom speak with great passion about the South African Constitution and how that country’s state of affairs and wellbeing impacts the broader continent and context.
He believes partnership and collaboration are invaluable. However, he cautions that collaboration doesn’t come naturally for everyone; nor does everyone necessarily know how to approach collaboration, and the administrative, managerial and logistical complexities it entails.
Part of the challenge in coming together is often a lack of experience in harmonising reporting systems; harmonising one’s own grant-award agreements, and there being little or no experience in defining key measures of success in a collaborative setting with other funders. Most foundations’ experience is typically derived from addressing these issues on a one-to-one basis with their implementors.
We hear from Tom how there is no single right or wrong way to approach collaboration. In some collaborative platforms there’s an arrangement whereby everybody roughly agrees that initiative “X” will be funded/supported but each backer will do it in their own specific way, with one of the partners stepping forward and taking on the role of co-ordinator in a semi-official way.
In other instances, though, a third-party collaborative platform may be involved (Tom references Co-Impact, for instance) whereby there is a dedicated fund manager allocating financial resources. The question for some who may be considering this approach, however, is whether funding partners feel comfortable delegating autonomy on how to deploy capital to a third party.
Tom encourages family offices and sophisticated business stakeholders to think creatively about how they provide their support. He notes that the quantum of capital is there; that is not the challenge. What’s not always present, though, is a way of deploying funds efficiently and effectively at the right time, at the right place.
He notes there is a need for family offices to deploy their business acumen and expertise in business management, financial management, partnership management, project management, business development management etc etc – this is precisely the stuff that the philanthropy field is often lacking. It has the money and it has somebody who knows how to treat a child, but it doesn’t always have managerial expertise.
Even though many family offices have a high degree of sophistication in these areas, what often happens is that they leave all of this expertise at the door opting, instead, simply to sign a cheque. What they should be doing, though, is brining all of these other skills to their philanthropy.
When asked what he thinks global listeners should take away from this podcast episode, Tom replies: “the power of one”. Do not get hung up by the scope and scale of the challenges that exist, or the magnitude of the inequities that define our world. No matter how big the problem is that relates to your interest area, believe that you can create a momentum that really engenders significant systems change . You just have to believe in the possible. Engage and you will be satisfied with the impact you achieve.
Full episode notes, links and Tom's bio available at Lidji.org
We explore how ELMA manages its investment portfolio, embraces partnerships and transforms the landscape in the areas in which it operates. ELMA is a low profile organisation but its philanthropy is right up there with household names in this space. They have a strong collaborative spirit and Tom is unequivocal that partnership is key to success.
Much of ELMA was built by successful business entrepreneurs, so they embrace a financial and investment management approach that very much adheres to private sector standards.
Tom argues that one needs to assess potential grantees in a holistic way, analysing beyond program activity and giving due consideration to core functions such as operations, accounting, and command and control processes.
At ELMA they do everything from funding very small community organisations to very large, multi-year, multi-million-dollar grants that seek to engender some kind of systems change at a national or multi-country level. ELMA is perfectly able to make grants along the lines of peer institutions (e.g. Gates, MacArthur, Skoll) and also perfectly happy to make small grants where the situation calls for these.
They are heavily involved in Africa and it is interesting to hear Tom speak with great passion about the South African Constitution and how that country’s state of affairs and wellbeing impacts the broader continent and context.
He believes partnership and collaboration are invaluable. However, he cautions that collaboration doesn’t come naturally for everyone; nor does everyone necessarily know how to approach collaboration, and the administrative, managerial and logistical complexities it entails.
Part of the challenge in coming together is often a lack of experience in harmonising reporting systems; harmonising one’s own grant-award agreements, and there being little or no experience in defining key measures of success in a collaborative setting with other funders. Most foundations’ experience is typically derived from addressing these issues on a one-to-one basis with their implementors.
We hear from Tom how there is no single right or wrong way to approach collaboration. In some collaborative platforms there’s an arrangement whereby everybody roughly agrees that initiative “X” will be funded/supported but each backer will do it in their own specific way, with one of the partners stepping forward and taking on the role of co-ordinator in a semi-official way.
In other instances, though, a third-party collaborative platform may be involved (Tom references Co-Impact, for instance) whereby there is a dedicated fund manager allocating financial resources. The question for some who may be considering this approach, however, is whether funding partners feel comfortable delegating autonomy on how to deploy capital to a third party.
Tom encourages family offices and sophisticated business stakeholders to think creatively about how they provide their support. He notes that the quantum of capital is there; that is not the challenge. What’s not always present, though, is a way of deploying funds efficiently and effectively at the right time, at the right place.
He notes there is a need for family offices to deploy their business acumen and expertise in business management, financial management, partnership management, project management, business development management etc etc – this is precisely the stuff that the philanthropy field is often lacking. It has the money and it has somebody who knows how to treat a child, but it doesn’t always have managerial expertise.
Even though many family offices have a high degree of sophistication in these areas, what often happens is that they leave all of this expertise at the door opting, instead, simply to sign a cheque. What they should be doing, though, is brining all of these other skills to their philanthropy.
When asked what he thinks global listeners should take away from this podcast episode, Tom replies: “the power of one”. Do not get hung up by the scope and scale of the challenges that exist, or the magnitude of the inequities that define our world. No matter how big the problem is that relates to your interest area, believe that you can create a momentum that really engenders significant systems change . You just have to believe in the possible. Engage and you will be satisfied with the impact you achieve.
Full episode notes, links and Tom's bio available at Lidji.org
CEO of 100 Women in Finance, Amanda Pullinger, joins Alberto Lidji to talk about their invaluable peer network, educational initiatives and philanthropy.
In this episode, Amanda provides insight into the work of 100 Women in Finance and shares her thoughts and observations on the need to inspire young women and to improve the numbers of women who hold senior positions in the finance industry – particularly in investment roles.
Founded in 2001 (originally known as 100 Women in Hedge Funds), it is a global network of professionals in the finance and alternative investment industries working together to empower women at every stage of their careers. They have a focus on peer engagement, philanthropy and educational initiatives.
The organisation enjoys royal patronage from Prince William, The Duke of Cambridge, who first became patron of 100 Women UK Philanthropic Initiatives in 2009, and from The Duchess of Cambridge and Prince Harry who also became patrons in 2012.
More than $50 million have been raised by 100 Women in Finance events in support of philanthropy.
A key focus is 100 Women in Finance’s Next Generation initiative. Amanda notes that the percentage of women who are fund managers hasn’t really shifted for the past 20 years. There are many reasons for this but she realised there was a need to overcome some of the myths about the finance industry and some of the negative press the industry has received. Indeed, while some criticisms about the industry are well founded, much of the negativity is overstated and isn’t actually accurate.
An approach of 100 Women in Finance is to showcase successful women in the finance industry and, through the use of role models, get into schools, universities and business schools, so the next generation of young women can see that there are some fantastic opportunities in the industry.
Demystifying what the finance industry does is a critical factor for the next generation – the reality is very different from what one sees in films such as the Wolf of Wall Street. There is a need to change how young women perceive the finance industry and to make them aware they can actually make a positive impact by working in finance.
Irrespective of gender, attracting millennials to the finance industry requires much more than simply underscoring how intellectually interesting or lucrative this field can be. The next generation want to know they’re making a difference to everyday men and women, and underscoring the increasing prevalence and importance of impact investing, ESG-integrated investing and sustainable investing is important in this new context.
When asked how the inclusivity landscape has changed over the last five years, Amanda provided a very telling anecdote: this year she was invited to attend 8 events in London related to International Women’s Day (she was a speaker at 4 of them) and “it felt this year like it was International Women’s Day on steroids”.
Amanda feels we’re talking about the issues more but she’s not sure that we are actually doing as much as we can to provide solutions to the issues.
A lot of what’s happened over the last 5 years is that there have been the headlines and there have been the statistics and the focus on the data, but what’s interesting is that with all the studies that have come out saying that diverse teams produce better results – across industries and across sectors – the numbers still haven’t really changed.
She worries that people are going to get bored, thinking here we go again with the unconscious bias training; and her worry is that people will tire of the talk. Consequently, Amanda’s focus has been on finding solutions and exploring how to activate these solutions so the numbers really do change.
Full episode notes and additional resources are available at Lidji.org
CEO of 100 Women in Finance, Amanda Pullinger, joins Alberto Lidji to talk about their invaluable peer network, educational initiatives and philanthropy.
In this episode, Amanda provides insight into the work of 100 Women in Finance and shares her thoughts and observations on the need to inspire young women and to improve the numbers of women who hold senior positions in the finance industry – particularly in investment roles.
Founded in 2001 (originally known as 100 Women in Hedge Funds), it is a global network of professionals in the finance and alternative investment industries working together to empower women at every stage of their careers. They have a focus on peer engagement, philanthropy and educational initiatives.
The organisation enjoys royal patronage from Prince William, The Duke of Cambridge, who first became patron of 100 Women UK Philanthropic Initiatives in 2009, and from The Duchess of Cambridge and Prince Harry who also became patrons in 2012.
More than $50 million have been raised by 100 Women in Finance events in support of philanthropy.
A key focus is 100 Women in Finance’s Next Generation initiative. Amanda notes that the percentage of women who are fund managers hasn’t really shifted for the past 20 years. There are many reasons for this but she realised there was a need to overcome some of the myths about the finance industry and some of the negative press the industry has received. Indeed, while some criticisms about the industry are well founded, much of the negativity is overstated and isn’t actually accurate.
An approach of 100 Women in Finance is to showcase successful women in the finance industry and, through the use of role models, get into schools, universities and business schools, so the next generation of young women can see that there are some fantastic opportunities in the industry.
Demystifying what the finance industry does is a critical factor for the next generation – the reality is very different from what one sees in films such as the Wolf of Wall Street. There is a need to change how young women perceive the finance industry and to make them aware they can actually make a positive impact by working in finance.
Irrespective of gender, attracting millennials to the finance industry requires much more than simply underscoring how intellectually interesting or lucrative this field can be. The next generation want to know they’re making a difference to everyday men and women, and underscoring the increasing prevalence and importance of impact investing, ESG-integrated investing and sustainable investing is important in this new context.
When asked how the inclusivity landscape has changed over the last five years, Amanda provided a very telling anecdote: this year she was invited to attend 8 events in London related to International Women’s Day (she was a speaker at 4 of them) and “it felt this year like it was International Women’s Day on steroids”.
Amanda feels we’re talking about the issues more but she’s not sure that we are actually doing as much as we can to provide solutions to the issues.
A lot of what’s happened over the last 5 years is that there have been the headlines and there have been the statistics and the focus on the data, but what’s interesting is that with all the studies that have come out saying that diverse teams produce better results – across industries and across sectors – the numbers still haven’t really changed.
She worries that people are going to get bored, thinking here we go again with the unconscious bias training; and her worry is that people will tire of the talk. Consequently, Amanda’s focus has been on finding solutions and exploring how to activate these solutions so the numbers really do change.
Full episode notes and additional resources are available at Lidji.org
Ex-McKinsey & Company Global Director of Sustainability and Social Impact, Dorothée D'Herde, joins Alberto Lidji to talk about the business case for acting sustainably, new value pools and key trends.
Dorothée was at McKinsey for almost a decade and whether you’re a corporate CEO, a well-meaning consumer or simply trying to understand the latest thinking in this space, you’ll find this episode highly informative.
Dorothée gives listeners a succinct and powerful definition of sustainability, which simply put is about ensuring there’s “enough, for all, forever”.
Much of the conversation can be boiled down to meat, plastics and money. Diets are changing, awareness of key issues is more pronounced, and we’re about to experience the biggest intergenerational transfer of wealth – the next generation of investors are aligning investments and sustainability much more robustly than before.
What do you think of the ostensible tensions in sustainability adherence between the developed and developing world? Well, Dorothée is quick to point out she dislikes the ‘us’ vs ‘them’ mindset – we are all in this together. We all need to take action; hope alone is insufficient.
She notes that at McKinsey, much attention was paid to the ways in which CEOs can derive value from sustainability: looking at key areas such as safeguarding your license to operate; cutting your costs by using less water, less energy; and finding new ‘value pools’.
There is a strong business case for being sustainable, and this is highly encouraging.
Dorothée references the Better Business, Better World report where business opportunities and new value pools derived from the Sustainable Development Goals (SDGs) are identified to the tune of $12 trillion. Opportunities are wide-ranging, from food & agriculture and cities, to energy & materials, and health & wellbeing.
What should you do if you want your business to align with best practice in sustainability? Where do you start and who do you go to? There’s no single answer but by listening to this episode you’ll have a better idea of what your next step should look like.
Full episode notes and additional resources are available at Lidji.org
Ex-McKinsey & Company Global Director of Sustainability and Social Impact, Dorothée D'Herde, joins Alberto Lidji to talk about the business case for acting sustainably, new value pools and key trends.
Dorothée was at McKinsey for almost a decade and whether you’re a corporate CEO, a well-meaning consumer or simply trying to understand the latest thinking in this space, you’ll find this episode highly informative.
Dorothée gives listeners a succinct and powerful definition of sustainability, which simply put is about ensuring there’s “enough, for all, forever”.
Much of the conversation can be boiled down to meat, plastics and money. Diets are changing, awareness of key issues is more pronounced, and we’re about to experience the biggest intergenerational transfer of wealth – the next generation of investors are aligning investments and sustainability much more robustly than before.
What do you think of the ostensible tensions in sustainability adherence between the developed and developing world? Well, Dorothée is quick to point out she dislikes the ‘us’ vs ‘them’ mindset – we are all in this together. We all need to take action; hope alone is insufficient.
She notes that at McKinsey, much attention was paid to the ways in which CEOs can derive value from sustainability: looking at key areas such as safeguarding your license to operate; cutting your costs by using less water, less energy; and finding new ‘value pools’.
There is a strong business case for being sustainable, and this is highly encouraging.
Dorothée references the Better Business, Better World report where business opportunities and new value pools derived from the Sustainable Development Goals (SDGs) are identified to the tune of $12 trillion. Opportunities are wide-ranging, from food & agriculture and cities, to energy & materials, and health & wellbeing.
What should you do if you want your business to align with best practice in sustainability? Where do you start and who do you go to? There’s no single answer but by listening to this episode you’ll have a better idea of what your next step should look like.
Full episode notes and additional resources are available at Lidji.org
CEO of ActionAid UK, Girish Menon, joins Alberto Lidji on “International Women's Day” to talk about improving the lives of girls and women globally.
Learn and be inspired by the candid observations of Girish Menon, CEO of ActionAid UK. If you ever wondered how international development organisations actually work and what it takes to be a CEO in a complex organisational landscape -- where lives truly are on the line -- you'll enjoy this episode and take away several key pointers.
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, to think more about sustainability and to embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
CEO of ActionAid UK, Girish Menon, joins Alberto Lidji on “International Women's Day” to talk about improving the lives of girls and women globally.
Learn and be inspired by the candid observations of Girish Menon, CEO of ActionAid UK. If you ever wondered how international development organisations actually work and what it takes to be a CEO in a complex organisational landscape -- where lives truly are on the line -- you'll enjoy this episode and take away several key pointers.
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, to think more about sustainability and to embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
Marks & Spencer’s Director of Sustainable Business, Mike Barry, joins Alberto Lidji to share key trends in sustainability and identify “the single most important, most profound change”.
Mike Barry is a trailblazer in the world of sustainability and leads sustainability at M&S, one of the world's great food and clothing retailers.
We hear him explain how “just making old capitalism less bad ain’t good enough” and gain invaluable insight as he clinically points out “the most important things that a Marks & Spencer's can do" to make the most difference in reducing carbon footprint. The shareholder base is definitely more energised and rest assured, disruption is coming!
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, to think more about sustainability and to embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
Marks & Spencer’s Director of Sustainable Business, Mike Barry, joins Alberto Lidji to share key trends in sustainability and identify “the single most important, most profound change”.
Mike Barry is a trailblazer in the world of sustainability and leads sustainability at M&S, one of the world's great food and clothing retailers.
We hear him explain how “just making old capitalism less bad ain’t good enough” and gain invaluable insight as he clinically points out “the most important things that a Marks & Spencer's can do" to make the most difference in reducing carbon footprint. The shareholder base is definitely more energised and rest assured, disruption is coming!
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, to think more about sustainability and to embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
Managing Director of the Jacobs Foundation, Sandro Giuliani, joins Alberto Lidji to shed light on how their $7bn endowment and strategic operations improve the lives of children and youth globally.
If you ever wondered how global philanthropy works, this is the episode for you. Sandro Giuliani, Managing Director of the Jacobs Foundation, explains what it takes to achieve long-term, sustainable, system-wide change and sheds light on co-funding, intellectual partnerships, impact investing and private/public partnerships.
The Jacobs Foundation has a $7bn endowment, a robust portfolio of philanthropic initiatives, and strategic partnerships with global foundations, national and local governments, and several of the world's leading academic centres of excellence, including Berkeley, MIT, Wharton and Oxford. They drive knowledge and research forward through an incredible Fellowship program and, ultimately, focus on children and youth.
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, to think more about sustainability and to embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
Managing Director of the Jacobs Foundation, Sandro Giuliani, joins Alberto Lidji to shed light on how their $7bn endowment and strategic operations improve the lives of children and youth globally.
If you ever wondered how global philanthropy works, this is the episode for you. Sandro Giuliani, Managing Director of the Jacobs Foundation, explains what it takes to achieve long-term, sustainable, system-wide change and sheds light on co-funding, intellectual partnerships, impact investing and private/public partnerships.
The Jacobs Foundation has a $7bn endowment, a robust portfolio of philanthropic initiatives, and strategic partnerships with global foundations, national and local governments, and several of the world's leading academic centres of excellence, including Berkeley, MIT, Wharton and Oxford. They drive knowledge and research forward through an incredible Fellowship program and, ultimately, focus on children and youth.
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, to think more about sustainability and to embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
The Chair of Ernst & Young’s EY Foundation, Patrick Dunne, joins Alberto Lidji to talk social entrepreneurship, impact, employability, education in Africa and helping disadvantaged youth.
Patrick Dunne is Chair of Ernst & Young's EY Foundation and Chair of ESSA (Education Sub Saharan Africa), as well as being a serial social entrepreneur. Hear his personal story and learn from his business experience -- a journey from humble beginnings that has led to leadership positions at some truly remarkable philanthropic organisations and social enterprises.
Clarity of purpose, getting the right people and appointing first-time CEO’s – he shares plenty of tips for you to take away.
If you’re at all interested in diverse social enterprise models; helping children and young adults from disadvantaged backgrounds break through and running programs in sub-Saharan Africa, this episode is for you.
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, think more about sustainability and embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
The Chair of Ernst & Young’s EY Foundation, Patrick Dunne, joins Alberto Lidji to talk social entrepreneurship, impact, employability, education in Africa and helping disadvantaged youth.
Patrick Dunne is Chair of Ernst & Young's EY Foundation and Chair of ESSA (Education Sub Saharan Africa), as well as being a serial social entrepreneur. Hear his personal story and learn from his business experience -- a journey from humble beginnings that has led to leadership positions at some truly remarkable philanthropic organisations and social enterprises.
Clarity of purpose, getting the right people and appointing first-time CEO’s – he shares plenty of tips for you to take away.
If you’re at all interested in diverse social enterprise models; helping children and young adults from disadvantaged backgrounds break through and running programs in sub-Saharan Africa, this episode is for you.
The Do One Better! podcast is hosted by Alberto Lidji, former Global CEO of the Novak Djokovic Foundation, and aims to inspire listeners to be more philanthropic, think more about sustainability and embrace social entrepreneurship. Full episode notes and additional resources are available at Lidji.org
