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Analysis: Does Everything in the Social Sector Need to Scale?
In a world that no longer behaves like a scalable system, success must be something other than growth.
- Categories
- Investing, Social Enterprise
- Region
- Global
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Switzerland and Malawi Authorise the First Article 6.2 Activity in Malawi: Malawi Dairy Biogas Program
The greenhouse gas mitigation activity is authorised under Article 6.2 of the Paris Agreement, marking the first authorisation of its kind under the bilateral climate agreement between Malawi and Switzerland. It was developed in close partnership with Sistema.bio, EcoGen, ACT Group, and the KliK Foundation.
- Categories
- Energy, Environment, Social Enterprise
- Region
- Sub-Saharan Africa
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Three Questions for Five African Businesses: Insights from Sankalp Africa Summit’s ‘Enterprise Showcase’
The recent Sankalp Africa Summit featured an “Enterprise Showcase” where up-and-coming African businesses shared information about their work and missions. NextBillion interviewed five of these entrepreneurs and company representatives, asking each of them three questions: What are the main challenges you’re facing in running your business? What kind of support would help you overcome these challenges? And what’s one thing you wish funders understood about your business needs? Their responses reveal some of the innovative approaches and key issues that are emerging in Africa’s vibrant ecosystem of small and medium-sized enterprises.
- Categories
- Agriculture, Energy, Environment, Social Enterprise, Transportation, WASH
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When Uncertainty Becomes Structural: Entrepreneurship Support Organisations as Ecosystem Infrastructure in a New Fiscal Reality
Over the past year, the global development sector has changed at a speed and scale that would have seemed unlikely even two years ago. According to long-time development consultants Stephen Hunt and Nelson Okwonna, as funding dries up and uncertainty becomes structural, entrepreneurship support organizations (ESOs) are increasingly providing the collective functions that were once financed, governed and sustained through donor- and publicly funded programs. They discuss the implications of this shift for ESOs and entrepreneurs, exploring what it reveals about the key needs of entrepreneurship ecosystems — and about how ESOs must evolve to meet those needs.
- Categories
- Social Enterprise
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The Impact Sector is Confusing Satisfaction with Impact: Rethinking the Growing Reliance on Perception Surveys
Measurement standards in the impact sector have shifted toward perception surveys — i.e., forms that ask individuals to rate their personal experience with a program or organization — to quantify success. But as Juan Taborda Burgos, Jorge Bouchot and Miranda Hansen at Root Capital argue, perception-based metrics can mask a program’s ineffectiveness, potentially leading organizations to scale interventions that do not work. They share insights from a recent Root Capital report that reveal the downsides of relying solely on perception data, and offer four actionable principles that can help leaders navigate the pressure to demonstrate impact — while avoiding costly mistakes.
- Categories
- Agriculture, Investing, Social Enterprise
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Viewpoint: The Economy That Remembers: Institutional Amnesia and the Regenerative Correction
Modern capitalism has perfected a hidden discipline: the systematic design of economic systems that forget. What we call “externalities” are not costs that disappear — they are consequences displaced. The regenerative economy, at its core, is not simply greener or more inclusive. It is an effort to build systems that remember.
- Categories
- Investing, Social Enterprise
- Region
- Global
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Analysis: Innovation Under Constraint in the Global South
For the impact economy, the central challenge is not replication but responsibility. If scale reshapes power, then impact-aligned capital must take responsibility for how that power is structured and where value ultimately accrues.
- Categories
- Social Enterprise
- Region
- Global
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Impact Leadership Under Pressure: Four Lessons from Resilient Organizations
Impact leadership is hard even in the best of times. But as Erin Worsham and Kimberly Bardy Langsam at the Center for the Advancement of Social Entrepreneurship (CASE) explain, recent crises have put added stress on leaders and organizations across the sector. Drawing on insights gathered during COVID-19 and other crises, they share four key lessons that can help impact leaders navigate the pressure of the present while preparing their organizations for the future.
- Categories
- Social Enterprise
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