The State of Assessment: Why the ‘assess or not’ debate continues and how we can move beyond it (Part 1 of 2)
Recent debate has focused on whether businesses should assess social, economic and/or environmental impact. How did we get stuck here? In this two-part series, Heather Esper and Yaquta Kanchwala Fatehi of the William Davidson Institute explore the evolution of assessment and how to move beyond the paralysis.
Heather Esper and Yaquta Kanchwala Fatehi of the William Davidson Institute say it's time to stop debating whether businesses should assess social, economic and/or environmental impact, and move on to a conversation about how to extract the most value. They even offer five core activities to accelerate that value.
The Global Forum for Research and Innovation for Health recognised that health care innovations take more than research, but the challenges of "scaling up" and efficient collaboration were largely missed. We need to focus more on the development process following academic studies.
The Next Challenge for Impact Investing – Thinking Small to Think Big: Scaling up support to early-stage social enterprises
Both small investors and businesses are especially in need of partner and mentorship services, but they're left out of most impact investment networks. Global networks that serve as knowledge, best practice and deal flow platforms should focus especially on early-stage social enterprises and investors, which need the most support.
Landscape of Opportunities in India: Transforming health care through last-mile, private-sector solutions
A growing number of enterprises have developed innovative business models and technologies to tackle some of the toughest challenges in health care delivery. They are devising new and innovative products, services and business models to deliver affordable, quality health care at the last mile.
From Pilots to Systems (Part 2): Achieving systemic and scalable private sector engagement in tuberculosis care and prevention in Asia
When TB treatment providers are already well connected to the broader health system, and can be reached as a group, the task of engagement is more manageable. But that is the exception and not the rule in global health care markets. The PPM intermediary organization is the beginning of a consolidating force in an otherwise fragmented health care system.
From Pilots to Systems (Part 1): Achieving systemic and scalable private sector engagement in tuberculosis care and prevention in Asia
Public-private mix (PPM) is really a form of behavior change for both sides: for the public sector in their approach to engaging the private sector, and for the private sector in changing their practices. At its core, PPM is trying to replace low-quality, inefficient and potentially expensive health care provision with rapid, affordable and correct diagnosis and treatment, and monitoring to ensure success.
Closing the Market Gap: The Clinton Giustra Enterprise Partnership trains female entrepreneurs to sell a varitey of products in remote regions
The Clinton Giustra Enterprise Partnership created a distribution social enterprise model that trains female entrepreneurs as a door-to-door distribution network in remote regions. The model aims to create livelihoods for female entrepreneurs and to increase the access and affordability of essential and pro-poor goods to BoP communities.