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Organizational Culture As a Tool for Change

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Organizational Culture As a Tool for Change SUMMER 2020 2020 SUMMER NUMBER 3 18, VOLUME By Jennifer Howard-Grenville, Howard-Grenville, Jennifer By Brooke Lahneman & Simon Pek Lahneman Brooke SOCIAL SOCIAL INVESTOR Priscilla Boiardi Priscilla & Serneels Steven By Karoline By Heitmann, Karoline Roza, Lonneke THE RISE OF THE CORPORATE Culture as a Organizational Tool for Change Tool & Grace & Charles Grace CAUSAL A.I. CAUSAL THE CASE FOR By Sema Huang Vincent K. Sgaier, By Brij & Kothari A BILLION PEOPLE Tathagata Bandyopadhyay Tathagata LIFELONG LIFELONG READING FOR Stanford Social Innovation Review Organizational Culture as a Tool for Change / Lifelong Reading for a Billion People / The Rise of the Corporate Social Investor / The Case for Causal AI Summer 2020 / Vol. 18, No. 3 Ford Found-Realizing Demo-Q2-2020-mech.pdf 2 3/24/20 3:12 PM C M Y CM MY CY CMY K Stanford Social Innovation Review / Summer 2020 1 Published by the Stanford Center on Philanthropy and Civil Society SUMMER 2020 / VOLUME 18, NUMBER 3 ON THE COVER FEATURES Illustration by Raymond Biesinger Organizational Culture as a Tool for Change 28 BY JENNIFER HOWARD-GRENVILLE, BROOKE LAHNEMAN & SIMON PEK New research into organizational culture demonstrates how people can guide social and sustainability goals and help foster a more inclusive environment. Lifelong Reading for a Billion People 34 BY BRIJ KOTHARI & TATHAGATA BANDYOPADHYAY Same language subtitling (SLS) on India’s major TV channels went from concept in 1996 to national broad- cast policy in 2019. This is the story of how we did it. The Rise of the Corporate Social Investor 42 BY KAROLINE HEITMANN, LONNEKE ROZA, PRISCILLA BOIARDI & STEVEN SERNEELS The strategic alignment between business and corporate foundations, impact funds, and accelerators shows enor- mous potential for achieving social impact. But they can align in different ways, each with its strengths and weaknesses. The Case for Causal AI BY SEMA K. SGAIER, VINCENT HUANG & 50 GRACE CHARLES Using artificial intelligence to predict behavior can lead to devastating policy mistakes. Health and development programs must learn to apply causal models that better explain why people behave the way they do to help iden- tify the most effective levers for change. 2 Stanford Social Innovation Review / Summer 2020 , If corporate leaders and investors ever fooled themselves into thinking that their success did not depend on the well-being of society, their mistake is now plain to see. — FROM BIG STRUCTURAL CHANGE P. 67 DEPARTMENTS 4 EDITOR’S NOTE 6 VIEWPOINT Leading During and After a Crisis 57 New Leadership for Global Health The Adaptive Leadership Framework can help 5 SSIR ONLINE the international health community address Series / Reader Comments communicable diseases and other threats. BY ASHVEENA GAJEELEE, CLAIRE CHAUMONT & JEFF GLENN 6 WHAT’S NEXT Farm to Table Corals / From Plastic to Pavement / 59 Building Investor Appetite for The People’s Platform / A Green Fix for Chain Link Nutritious Food Increasing access to quality food requires money from investors for food-related enterprises. FIELD REPORT BY STELLA NORDHAGEN & SOFÍA CONDÉS 11 Data-Centering the Community The United States Needs Its Own 20 61 To be a good neighbor, Microsoft supplements WASH Sector its data centers with local investments to boost Water, sanitation, and hygiene projects are des- economic and social development. perately needed at home. BY HEATHER BEASLEY DOYLE BY GEORGE MCGRAW 13 Bank You BanQu is the world’s first noncryptocurrency RESEARCH blockchain app to help the world’s poorest peo- 63 Paradox of American Health Care / Nonprofit Advo- ple establish a verifiable economic identity. cacy and Democracy / Supply and Demand of Chari- BY SARAH MURRAY table Giving / Varieties of Volunteer Experience 15 Driving Water-Scarce Food Solutions Securing Water for Food supports entrepreneur- BOOKS ial innovations aimed at helping farmers in de- 67 Big Structural Change veloping nations maximize food production and 57 Rebecca Henderson’s Reimagining Capitalism in a minimize water usage. World on Fire BY ARIANE SIMS REVIEW BY MARK R. KRAMER 17 Scaling Story Time 69 Experimentation and Its Discontents An adaptive learning approach bolsters a unique Michael Luca and Max H. Bazerman’s The Power partnership that has changed the way parents of Experiments read to their kids in hundreds of thousands of REVIEW BY LISBETH B. SCHORR households across India. BY JENNIFER BALJKO 71 Digital Bookshelf 20 CASE STUDY 72 LAST LOOK Climate Refugees The Dawn of Responsible Finance Since the Great Recession, leaders in finance and investing have launched efforts to make SPECIAL SUPPLEMENT BETWEEN PAGES 62 AND 63 their industries more equitable, sustainable, and Technology for Change socially productive. Today the world confronts Nonprofits need digital technology to meet today’s pressing challenges and an economic crisis sparked by the COVID-19 serve their communities. This collection of articles explores the ways in which pandemic. Has the fight for financial reform the social sector can and already is applying a digital-first strategy to boost its found its moment? effectiveness. Sponsored by Salesforce BY SARAH MURRAY Register for the 15th Annual Nonprofit Management Institute Learn more at September 21-23, 2020 SSIR.ORG/NMI2020 “Thank you so very much for this wonderful and educational experience. It is clear that a lot of thoughtful time and planning went into it.” — 2019 attendee CenterStanford on Philanthropy PACS and Civil Society NMI-2020-SaveTheDate-Ad-040920.indd 1 4/13/20 10:55 AM 4 Stanford Social Innovation Review / Summer 2020 employees know how to change the cul- ture when needed? This article provides insights on those and other vital questions. The same is true for many of the arti- cles we have published over the last 17 years which are all available on our website. For example, during the Great Recession Leading During and After a Crisis of 2008 and 2009, we published a number of articles about how to manage during an any of you reading this issue December and January. With that publishing economic downturn such as the one we are of Stanford Social Innovation schedule we cannot possibly try to be topical. now in. One of these articles was “Outrun Review are probably wonder- There is another and more important the Recession,” published in the Winter ing why there aren’t any ar- reason that we don’t attempt to publish top- 2020 issue. It advised nonprofi ts to focus Mticles about the coronavirus ical articles in the magazine. Our mission on seven areas, such as “draw funders in,” pandemic and its impact on the social sector. is to fi nd and publish articles that provide “protect the core,” and “fortify the best We are, of course, aware that the pan- insight on important issues and challenges people”—all still good advice today. demic is having a tremendous impact on all that social sector leaders must deal with The way that SSIR can best respond parts of society, in particular on the people continually: How can an organization be to current events is online, where we can who are most vulnerable. We are also aware both innovative and able to operate pro- develop an idea into a published article in a that the pandemic has created a crisis for grams at scale? What are the attributes of few days if necessary. Since March, we have many nonprofi t organizations and social an eff ective leader? How can a business cre- published a steady stream of articles about businesses, as services and programs are ate social as well as economic value? the pandemic and its impact on the social forced to shut down or refocus, and reve- As it turns out, some of these eternal sector. One of these was “Radically Adapt- nues and donations decline, all at the very topics are essential now. Take our cover ing to the New World,” which examined the time when the need for many of these same story, “Organizational Culture as a Tool diff erent ways that organizations have sig- services and programs is greater than ever. for Change.” Many nonprofi t organizations nifi cantly changed how they do their work. But the magazine is not supposed to are having to adapt and pivot in response So even during this crisis, please take be topical. One of the reasons is that we to the pandemic and its eff ects, often very the time to go to our website and explore only publish four issues each year. We pick quickly. Some are able to do this more eas- the thousands of articles that SSIR has pub- the articles that we will publish months in ily than others, and one of the reasons for lished over the years. You are sure to fi nd advance of when you read them, often before that is the organization’s culture. Is it a something that will stimulate your thinking the last issue goes to press. Many of the arti- culture that responds well to change or and help you and your organization not just cles you are reading now were written last not? Do the organization’s leaders and its survive, but thrive. —ERIC NEE Stanford Social Innovation Review (ISSN 1542-7099) is published quarterly by the Stanford Center on Philanthropy and Civil Society, a program of the Institute for Research in the Social Sciences at Stanford University’s School of Humanities and Sciences: 559 ERIC NEE JOHANNA MAIR MICHAEL GORDON VOSS Nathan Abbott Way, Stanford, CA 94305-6042. Phone: (650) 724- Editor-in-Chief Academic Editor Publisher 3309, Fax: (650) 725-9316. Deputy Editor, Print David V. Johnson Publishing and Brian Karo Subscription Prices (One Year) Personal, $54.95 U.S./Canada Deputy Editor, Digital M. Amedeo Tumolillo Marketing Manager and $69.95 international for print and digital, $39.95 for digital only.
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