Articles by Kimberly Bardy Langsam
Taking Control of the Value for Money Narrative: How Innovative Metrics Are Making Impact Part of the Financial Equation
The nonprofit VisionSpring—which provides affordable, high-quality eyeglasses to base of the pyramid customers—realized it needed a metric that could balance cost and impact, while keeping its target customers at the center of decision-making. Analysts at CASE and SoJo discuss the value of the “programmatic value for money metric” VisionSpring implemented, and explore how this type of metric can help organizations consider trade-offs between cost and impact.
‘You Hired me as a Ballerina and Now Want Me to be a Basketball Player’: Hard Truths About Evolving Talent at Scale
Does your talent strategy look the same as it did a year ago? If it does, you're probably doing it wrong – especially if your organization is scaling. According to Kimberly Langsam at CASE at Duke University, a growing organization's talent strategies and support infrastructure must constantly evolve. She explores why talent is one of the key challenges of scale, and shares insights from social entrepreneurs and others featured in a new report from the Scaling Pathways series.
Dead-end leads are frustrating for both entrepreneurs and investors. They involve wasted time and resources, disappointment, and the erosion of relationships – and sometimes the exchange of capital that's a poor fit for the entrepreneur’s business. To prevent these issues, the Center for the Advancement of Social Entrepreneurship (CASE) has created an online toolkit to help impact entrepreneurs identify their top investor targets. Kimberly Langsam and Cathy Clark at CASE summarize the simple four-step process – and CASE will host a free online demo with more information on March 13 and 19.