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Hybrid Metrics: Connecting Shared Value to Shareholder Value

September 4, 2020

Today, investors are able to identify "good" companies and "profitable" companies but not companies doing the most good most profitably which is a missed opportunity for business, investors, and society.In Hybrid Metrics: Connecting Shared Value to Shareholder Value, we introduce a new approach that combines companies' social and environmental impact with standard measures of financial performance, making the connection between the two explicit. Hybrid metrics are still in the nascent stages, but the benefits and potential they hold are promising. We hope this report inspires companies, analysts, and investors to experiment with this concept and bring us closer to demonstrating the causal link between social/ environmental and financial performance — underscoring the importance of creating shared value.

The Social Ecosystem Dilemma -- And How to Fix It

January 23, 2020

An estimated $12 trillion in market opportunities are embedded within the Sustainable Development Goals. Companies can unlock these opportunities with shared value, addressing social challenges in ways that improve a business' competitive positioning and profitability. But long-entrenched social and environmental problems often thwart shared value strategies. While executives know how to manage their corporate ecosystem of suppliers, distributors, and related businesses, those approaches do not work for the social ecosystem of governments, NGOs, and local communities. This guide outlines concrete and actionable steps for companies to build shared value ecosystems, based on insights from 12 companies across industries from around the world.

The New Role of Business in Global Education: How Companies Can Create Shared Value by Improving Education While Driving Shareholder Returns

February 19, 2014

This paper articulates the case for a renewed role for business in global education through the lens of shared value. It is intended to help business leaders and their partners seize opportunities to create economic value while addressing unmet needs in education at scale. The concepts we describe apply across industries and to developed and emerging economies alike, although their implementation will naturally differ based on context

Better Outcomes, Lower Costs: How Community-Based Funders Can Transform U.S. Health Care

June 1, 2012

Mark Kramer and Dr. Atul Gawande discuss the untapped potential for community-based funders to transform the cost and quality of health care in the United States. Individually, these funders have the opportunity to make a profound and lasting impact on the health of their communities; together, they have the opportunity to create a national movement to achieve better outcomes at lower cost.

Channeling Change: Making Collective Impact Work

January 20, 2012

Large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations. Substantially greater progress could be made in alleviating many of our most serious and complex social problems if nonprofits, governments, businesses, and the public were brought together around a common agenda to create collective impact. Published in the Stanford Social Innovation Review, Winter 2011.

Collective Impact

January 1, 2011

Large-scale social change requires broad cross-sector coordination, yet the social sector remains focused on the isolated intervention of individual organizations. Substantially greater progress could be made in alleviating many of our most serious and complex social problems if nonprofits, governments, businesses, and the public were brought together around a common agenda to create collective impact. Published in the Stanford Social Innovation Review, Winter 2011.

Creating Shared Value

January 1, 2011

Creating shared value involves value creation for business that simultaneously yields more profit and greater social impact, resulting in powerful transformations and opportunities for growth and innovation in both business and society. The concept of creating shared value focuses on the connections between societal and economic progress, and has the potential to unleash the next wave of global growth and competitive advantage. Published in Harvard Business Review, January/February 2011.

Maximizing Impact: An Integrated Strategy for Grantmaking and Mission Investing in Climate Change

May 15, 2010

With funding from The Surdna Foundation, FSG has developed this report to help foundations identify how various mission investing instruments and opportunities can help them create greater impact. Guided by an expert Advisory Board and based on interviews with more than 50 practitioners from the field, the report provides a framework for foundations to think about how mission investments can create the greatest impact when combined with grants in an integrated program portfolio, with a specific focus on climate change.

Catalytic Philanthropy

September 1, 2009

Despite spending vast amounts of money and helping to create the world's largest nonprofit sector, philanthropists have fallen far short of solving America's most pressing problems. What the nation needs is Catalytic Philanthropy -- a new approach that is already being practiced by some of the most innovative donors.

Breakthroughs in Shared Measurement and Social Impact

July 23, 2009

A surprising new breakthrough is emerging in the social sector: A handful of innovative organizations have developed web-based systems for reporting the performance, measuring the outcomes, and coordinating the efforts of hundreds or even thousands of social enterprises within a field. These nascent efforts carry implications well beyond performance measurement, foreshadowing the possibility of profound changes in the vision and effectiveness of the entire nonprofit sector. This paper, based on six months of interviews and research by FSG Social Impact Advisors, examines twenty efforts to develop shared approaches to performance, outcome, or impact measurement across multiple organizations. The accompanying appendices include a short description of each system and four more in-depth case studies.

What's the Difference? How Foundation Trustees View Evaluation

May 1, 2009

Trustee Evaluation ToolkitTrustees care deeply about impact. Understanding results is part of their fiduciary duty. As foundations strive to improve performance, advance accountability and share knowledge, their desire for evaluation -- reliable data on organizational effectiveness -- grows. Based on discussions with trustees, we've heard that current evaluation approaches don't always generate useful information. In too many cases, foundation evaluation practices don't align with trustee needs. Trustees across the United States believe there are ways to improve how we determine the effectiveness of social investments. FSG Social Impact Advisors, with funding from the James Irvine Foundation, interviewed dozens of foundation trustees, CEOs and evaluation experts to uncover critical issues and exciting ideas related to evaluation. This "toolkit" shares highlights from these interviews, and explores innovative new approaches.

Risk, Return and Social Impact: Demystifying the Law of Mission Investing by U.S. Foundations

October 1, 2008

Discusses in detail the legal aspects of mission-related investing, including federal and state fiduciary laws, foundations' fiduciary responsibility, and emerging practices, and makes recommendations. Includes examples of investments and case studies.