Позитивные изменения. Том 3, № 4 (2023). Positive changes. Volume 3, Issue 4(2023)

A notable example is presented in a panel discussing nature-based solutions. The Optimus Foundation spearheaded an experiment where nine competing nonprofits from Indonesia and Vietnam were united in a 1.5-year program. This collaboration focused on mangrove restoration and protection, involving major organizations and policymakers, developing financial models for scalability, enhancing organizational capacity, and implementing measurement and technology solutions. The outcome was an eye-opener for other donors who were impressed by the synergistic efforts of these traditionally siloed players. This example, though rare, plants a seed for future collaborative efforts.

Suddenly the conversation takes another turn, highlighting that the quality of impact measurement is influenced by the perceptions held by entrepreneurs, nonprofit teams, and investors regarding Impact Measurement and Management (IMM). Facilitating discussions about the purpose of IMM for each party can greatly simplify the process. A new resource, IMMJourney. com, is mentioned as a helpful tool for guiding such conversations.

Despite the array of strategies and insights available to those involved in impact measurement, numerous unanswered questions persist, particularly regarding the role of trust. It is acknowledged that significant impacts often arise from trustful relationships between organizations, yet quantifying this aspect of impact remains elusive. We understand that reality surpasses the simplicity of a plan; it is inherently complex, and achieving systemic change necessitates collaborative efforts between donors and innovators.

Therefore, the exploration of relationships and trust becomes crucial in the context of impact measurement.

BIG BUSINESS AS A PARTNER OF IMPACT ENTREPRENEURS

The enduringly relevant topic of collaboration between impact entrepreneurs and corporations resurfaces here again, reflecting its importance in recent years. EVPA shares an encouraging statistic: 75 % of corporations express a desire to align more closely with the social agenda, a notable increase from pre-pandemic figures.

This shift underscores a growing recognition of the need to emphasize the ‘Social’ aspect in the Sustainable Development Goals (SDGs). However, a quick survey conducted among attendees about their experiences of partnerships between impact entrepreneurs and corporations reveals a less optimistic reality. The missing element in these collaborations is often trust. Building trust is crucial, especially in the initial stages of a partnership. An insightful piece of advice shared in this context is to avoid delving too quickly into the impact pathway of the future. Instead, it is more beneficial to first establish whether there is common ground in understanding the current state of the world. This is important because partners frequently have differing perceptions of the present situation, and these discrepancies can make working together towards a shared future challenging.

Representatives from the Danone Ecosystem Fund and IKEA’s Social Entrepreneurship branch shared their experiences and insights into their impact journeys. The corporate values and history of social innovation at companies like Danone and IKEA set them apart as exemplary models of flourishing collaborations with social enterprises. These collaborations significantly impact both the corporations and the social enterprises involved. For instance, IKEA, drawing on the legacy of its founder for over 80 years, operates at the intersection of business and social impact. IKEA Social Entrepreneurship supports 100 social entrepreneurs annually, contributing to both the product and service dimensions of the company.

It was expected but still exciting to hear that a critical and increasingly common question put to corporations by their clients and partners is about trust: “Can we trust you to make the world better, or at least not to make it worse?” Systemic problems necessitate systemic solutions. It is evident that neither entrepreneurs nor investors can tackle these challenges single-handedly; what’s required is radical collaboration. It’s thrilling to hear that trust and collaboration are the key factors of system change, even though they haven’t been measured yet.

Are corporations ready for this level of partnership? Are the majority of donors present at the event ready to embrace and support the new blended finance models that are being rapidly experimented with globally? Can humanity use its time effectively to preserve the planet? Will the younger generation, our teenagers, overcome their apprehension about the future? Questions that have yet to be pondered.