Latest news with #socialimpact
Forbes
12 hours ago
- Business
- Forbes
In Tech, Everyone Loves A Unicorn—Here's Why Running A Zebra Is Better
Wietse Van Ransbeeck is the CEO and Co-Founder of Go Vocal, on a mission to make democracy more inclusive, participatory and responsive. When my team and I co-founded Go Vocal in 2015, it was because we wanted to be part of reinvigorating democracy for the 21st century. Of course, there were many avenues we could have pursued to be part of achieving this. Launching a nonprofit might have seemed like an obvious choice, but that's not where we landed. Today, Go Vocal is a SaaS company, supporting more than 500 local governments worldwide. We're also a B Corp, committed to meeting ambitious social impact targets as well as delivering profit for our shareholders. B Corps like us are required to meet standards of verified "social and environmental performance, transparency and accountability." And we're in good company, with almost 10,000 businesses like Patagonia and Ben & Jerry's all certified by B Lab to balance profit and purpose. Another way you might describe us is as a zebra. Zebras are social animals that tend to live together in groups. More interested in collaboration than competition, they graze on the tough, dry grass that other animals are unable to digest, helping out their neighboring species in the process. In tech, unicorns are shiny new startups worth over $1 billion, while zebras are the businesses willing to take on the chewy challenges of making our world a better place. And we're in it for the long game, valuing sustainable solutions over a quick, lucrative exit. We're driven to serve our shareholders and our stakeholders. While unicorns famously 'move fast and break things,' zebras tend to be more graceful. We don't want to cause damage to people or the planet—in fact, quite the opposite. We don't want to prioritize growth at all costs. We know the world's biggest challenges require long-term commitment. That's why, when making our product roadmap, we prioritize developments that serve citizens over short-term client-focused monetization. And we're selective about who we work with—we only work with governments that are genuinely interested in championing democracy. What we've found at Go Vocal is that our results are circular: When we deliver results for our shareholders, their trust in us grows, and their financial backing enables us to keep innovating in service of our clients and their communities. Our economic system tends to favor binaries—business or nonprofit, profitable or socially conscious. With our distinct mix of black and white, zebras offer the world the best of both. That doesn't mean it's always sunshine and rainbows in the Serengeti. Because we value sustainable growth over the long term, it can be harder for zebras to attract new investment when competing with those sparkly unicorns. At the same time, as a company, we aren't eligible to apply for the grants offered to nonprofits working on similar social challenges. Optimizing at both ends takes a lot of energy because we have both financial and impact goals to meet. But we know that our financial health is a prerequisite to prioritizing our impact. In challenging years, we must give more weight to the financials to ensure the longevity of our company, and then in the growth years, we can build on that financial buffer to think bigger about our impact. These days, it feels like we're able to strike a comfortable balance. We reached profitability last year, and we have the ambition to keep growing. As our whole team knows, that's what's going to enable more meaningful impact. Critics of social impact businesses like ours are quick to say that our values are only a marketing ploy, with no substance behind them. Or that our competing priorities of profit and purpose lead to inefficiencies. Our company is proof positive that we can offer substance and profit at the same time. And we don't have anything to hide—the administrators of our B Corp certification, B Lab, help keep us honest about our impact, offering industry benchmarking for a healthy sense of perspective. As an employer, we also know that the generation entering the workforce today is driven by the need for a sense of purpose at work, and we have plenty of that to offer. Companies wanting to retain employees will need to find ways to act like a zebra and offer something more than just a paycheck. So, what can we do to grow our modest stripy herd? 1. Enact policies for purpose. Governments could offer tax incentives or subsidies for businesses with proven social or environmental impact and prioritize zebras in the public procurement process. If the purpose of government is to compensate for certain externalities, why not support zebras to be more competitive, so they can deliver even more impact? 2. Educate the next generation of zebras. Integrate social entrepreneurship into school curricula and entrepreneurship programs to encourage big-picture thinking about purpose alongside profit. 3. Celebrate businesses championing purpose and profitability. Currently, zebras don't attract any of the hype of unicorns. What would it look like if there were fewer headlines about record-breaking startup valuations and more about the tangible good being offered by zebras? As we dream of a new zebra economy, we need to find new measures of success. That doesn't have to mean letting go of profit as a success indicator but making space for a new generation of foals who can balance profit and purpose for more meaningful work, shaping a more equitable world. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Fast Company
2 days ago
- Business
- Fast Company
Business leaders must prioritize employee well-being
As I've been watching deep cuts unfold across the federal government and nonprofit sectors, I can't help but feel deeply sad for the work that is at risk or has been cancelled, the knowledge that will be lost, and for the people who did the work. I know firsthand what it means to be on both sides of the equation. I've been the leader tasked with executing layoffs, and I've also been the one laid off. Both experiences gutted me. They made me reflect on what leadership really means and what we should be measuring when we define success. The problem is that we often gauge success by revenue, efficiency, and productivity while completely overlooking a key factor:the well-being of the people doing the work. A 2024 Gallup report revealed that only 21% of employees strongly agree that their organization cares about their overall well-being. While I agree that there are inefficiencies in every bureaucracy and organization, leaders have a responsibility to balance financial performance with other measures of success. At Catapult Design, a social impact design firm, we've made well-being a non-negotiable metric—on equal footing with financial performance and creative excellence. Because if an organization's work is meant to improve lives—whether in social innovation, government services, or private enterprise—how can we ignore what's happening inside our own walls? Well-being is the missing metric I worked at one consultancy that had indicators for measuring the quality of work and the financial health of the company. I thought that was amazing. It really kept the company on track because both were reported quarterly. The work was consistently good by many measures, and the company was very healthy from a financial perspective. When I left there to take a CEO position, I suggested to my new board that we measure the quality of our work and financial health but also add another indicator around team well-being. At first, this was around ensuring that we had the best benefits that a small business could offer. We were thoughtful around vacation time, sick leave, training days, and professional and personal stipends. But over time, we realized that well-being isn't just about benefits or hours worked—it's about how people experience their work. We started paying closer attention to overwork—not as the cause of burnout, but as an early signal. Research shows that burnout is less about working too many hours and more about things like lack of clarity, autonomy, or alignment with values. Still, sustained overwork often points to deeper systemic issues. We use it as a 'check engine' light of the well-being of the team. That's why we've built a practice that if anyone is consistently working more than 45 hours a week, they message me directly. Then we talk about why. Is it a broken process? Poorly scoped projects? Is someone quietly drowning? We bring those issues to the board and leadership meetings, treating them as seriously as financial projections. As we've deepened our approach to well-being, we've also learned it's shaped just as much by leadership behavior as by organizational policy. A few months ago, my team asked to formally review me. Their feedback was honest, thoughtful, and generous. One thing they shared was that when something seems obvious to me, I tend to move forward without discussion. But what's clear to me isn't always clear to others—and they wanted more transparency and space for shared decision making. That feedback was a gift. One small but meaningful change I made was to begin sharing my weekly board emails with the entire team. It's helped remove ambiguity and reduce stress about what's happening behind the scenes. We all know at Catapult Design that we are not immune to what is happening in the U.S. government right now. While I'm happy to see efforts for efficiency in financial performance, I worry about what's being lost in the process. As budgets shrink and priorities shift, how will the quality of government services be measured? And what happens to the well-being of those providing—and relying on—those services if we fail to track what really matters? 4 ways to prioritize employee well-being Prioritizing well-being isn't just a leadership philosophy; it's a strategic decision. We're always refining what this looks like, but here's how organizations can make it real: Make well-being a key performance indicator. Measure engagement, workload balance, and psychological safety as rigorously as revenue. Normalize feedback loops. If leaders aren't being reviewed by their teams, they're missing critical data about what's working (and what's not). Recalibrate workloads. If overwork is the norm, the problem isn't employees—it's leadership. Project scoping must align with reality, not just ambition. Champion transparency. When teams understand the organization's financial health and strategic direction, they feel more invested—and less anxious. Well-being matters more than ever We're in a moment of reckoning. Layoffs are making headlines across industries—from tech to media to government—and many organizations are under pressure to do more with less. It's not surprising that burnout and questions about leadership are surfacing more often in the process. In a world where talent is mobile and exhaustion is widespread, the best organizations won't just be those that survive financially—they'll be the ones that create workplaces where people want to stay, grow, and thrive. I've learned the hard way that leadership isn't about having all the answers. But I do wonder, if we don't prioritize the people who make the work possible, will anything else matter.
Forbes
2 days ago
- Business
- Forbes
How Setting Aside Revenue For Good Helps Your Business Mission Grow
Ryan McFarland, Founder & CEO of Strider Bikes. Most businesses want to support causes they believe in and make a positive impact beyond their bottom line. As altruistic as we'd all like to be, we often put up roadblocks that stop us. I find the biggest roadblock to be that we see giving as an afterthought. It's something we consider only when profits allow, or when a pressing need arises. That's a reactive exercise and it will never allow you to truly help people or work on the projects you're passionate about—because there's always an excuse for why next month might be a better time to give. If you really want to commit yourself to giving, you need to turn your company's giving mission proactive. Carve off a percentage of your revenue for good—no questions asked, no hesitation, no second-guessing. That may be frightening, but I can tell you from experience that it will strengthen your operation and bring your business closer to its mission statement. The first (and most challenging) step is committing to your new revenue reality. A few years ago, I was reading a book called Blue Like Jazz, by Donald Miller. In one chapter, Miller describes a friend who took a percentage of his paycheck, committed it to God, put it in a jar and set it aside strictly for doing good. When his friend wanted to buy a new motorcycle, Miller suggested he dip into the jar on his dresser. But he couldn't. Why? He didn't consider that money his own. Yes, it was in his home, but it was designated for making the world a better place. That concept stuck with me. First, I obviously sympathized with wanting that new motorcycle! I got into the business of making balance bikes for kids because I just loved the idea of sharing my love of two wheels with my kids. Then I got so passionate about it, I wanted to share that love with kids around the world. But the more I focused on making a better bike and selling it, the farther I got from that original mission. If I wanted to teach every child how to ride, I had to go farther than convincing parents to just buy my bikes. I had to commit to more impactful projects. Not long after reading that book, we made a powerful decision to commit 1% of our monthly gross revenue—before cost of goods sold, before expenses, before knowing if there would even be any profits—to charitable initiatives that were core to our mission. That money, we thought, is no longer ours. It belongs to our giving mission. In the years that followed, we've gotten closer to what I always wanted our business to be. We've donated bikes to hospitals, custom-modified bikes for kids with height and limb differences, funded programs that teach kindergartners how to ride in PE class and more. The key that unlocked all those possibilities was the simple act of committing 1% of our revenue to a proverbial jar and accepting that it wasn't our money. It made giving a consistent, sustainable part of our business. More importantly, it made our giving more proactive. We no longer had to decide every month or every year whether we 'could afford' to give. It just became part of how we operated. You've already taken the step to bake giving into your budget, so treat your giving mission the same way you treat other parts of your business. Develop grand plans for your giving mission and map out the steps you need to get there. What revenue goal do you need to hit so that your 1% can help you reach your most lofty charitable goals? This has two advantages. First, if you start by thinking small, you have to continuously plan your next big giving project as your capacity for giving grows. Second, your big dreams give your team a compelling reason to help the business grow. Now, you're not just trying to grow your bottom line. You're pushing everyone toward an exciting mission-driven goal. Somewhere along the line, we've all seen some version of the sales goal thermometer. What if you could replace that number at the top with your team's most coveted charitable mission? The human element of your goal is much more compelling than any monetary incentive. In the end, you'll push your team to do good and your business will benefit as a natural consequence. Since launching our program—the Strider Rider Fund—we've been able to support more projects because our team has been invested in those giving missions. They help us brainstorm our big ideas and they feel connected to making those ideas a reality, which means they're also more connected to our brand's mission—to teach every child how to ride a bike. Because that money is always there, giving back is never stressful. Even if we don't hit our #1 goal, we can always find an impactful project within our roadmap. Then we get to look at this growing fund and dream about how we can use it to make an even bigger difference. This single decision to set aside a percentage of our revenue changed the way we give. It has allowed us to give literally millions to the causes we love, and I believe it can change the way businesses everywhere approach doing good. If you really have a passion, especially one that's in line with your business mission, choose a percentage and stick to it. Set it aside, and let it become part of the DNA of your company. Don't leave it up to emotion, timing or financial ups and downs. Carve it off the top, and then run your business knowing that what's left is what you have to work with. You'll be amazed at how much that tiny percentage allows you to accomplish, and how it transforms the way you and your team approach your business. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Zawya
3 days ago
- Business
- Zawya
Ma'an launches Athar+ to empower social enterprises, non-profits in Abu Dhabi
ABU DHABI - In a significant step to advance community-driven change, the Authority of Social Contribution – Ma'an, the Abu Dhabi Government's official channel to receive social contributions, operating under the Department of Community Development, announces the launch of Athar+ (Athar Plus), Abu Dhabi's first purpose-driven hub dedicated to accelerating social impact. This launch comes as part of the 'From the Community to the Community' label, an initiative launched during the 'Year of Community' by the Authority, aimed at promoting community engagement. Athar+ brings together social enterprises, non-profits, and impact makers into one collaborative ecosystem for social entrepreneurship. Funded by community contributions, Athar+ is an initiative by the Authority of Social Contribution – Ma'an, designed to enable impact-driven organisations to thrive. The hub provides designated workspaces, expert mentorship, professional services, and tailored growth programmes—all aimed at helping social enterprises and non-profits scale their missions and deepen their impact across Abu Dhabi. Located at Madar_39, Athar+ serves as a catalyst for collaboration, entrepreneurship, and inclusion; offering a dedicated workspace for impact-driven organisations to develop solutions, share knowledge, and access the resources they need to build a more inclusive and resilient future. On this occasion, Dr. Mugheer Khamis Al Khaili, Chairman of the Department of Community Development, affirmed that the Authority of Social Contribution – Ma'an continues, throughout the 'Year of the Community,' to launch impactful initiatives and creating an enabling environment that supports the achievement of sustainable positive impact for Abu Dhabi's society. Dr. Al Khaili stated, 'The launch of Athar+ platform reflects the social sector's commitment to building an ecosystem that empowers third sector entities, including public benefit organisations and social enterprises—entities that have emerged from the community to serve the community. More than 150 third sector organisations are expected to benefit from this platform, offering unique services, programs, and initiatives to members of our society.' He added, 'We will spare no effort in strengthening Abu Dhabi's position as an enabling city for all institutions dedicated to serving the community and addressing social challenges with innovative and effective solutions.' Abdullah Humaid Al Ameri, Director-General, the Authority of Social Contribution – Ma'an, said, 'Athar+ comes as part of the Authority of Social Contribution – Ma'an's efforts to empower the third sector, promotes social entrepreneurship, and build a thriving ecosystem that enables this sector. The hub aims to accelerate the growth of non-profits, social enterprises and social initiatives through capacity-building, mentorship and fostering collaboration and networking opportunities. These efforts contribute to addressing social priorities in Abu Dhabi while building a more cohesive and inclusive community.' He also expressed his appreciation to the Abu Dhabi community members for their contributions to support this pioneering initiative, particularly commending Abu Dhabi Commercial Bank for its contribution, representing a model of effective collaboration between the public and private sectors in driving community-focused initiatives. He emphasised that such steadfast commitment serves as a cornerstone for achieving inclusive and sustainable development. With offerings such as capacity-building workshops, networking events, one-on-one advisory support, and flexible membership options, Athar+ reinforces the Authority's long-standing commitment to connecting the community and nurturing an active, empowered social sector. Through the launch of Athar+, the Authority of Social Contribution – Ma'an strengthens Abu Dhabi's position as a regional leader in social entrepreneurship as well as reflecting the Authority's broader vision of enabling a culture of giving, participation, and measurable social progress.
Zawya
3 days ago
- Business
- Zawya
Athar+: Authority of Social Contribution – Ma'an launches new hub to empower social enterprises and non-profits in Abu Dhabi
Abu Dhabi: In a significant step to advance community-driven change, the Authority of Social Contribution – Ma'an, the Abu Dhabi Government's official channel to receive social contributions, operating under the Department of Community Development, announces the launch of Athar+ (Athar Plus), Abu Dhabi's first purpose-driven hub dedicated to accelerating social impact. This launch comes as part of the 'From the Community to the Community' label, an initiative launched during the 'Year of Community' by the Authority, aimed at promoting community engagement. Athar+ brings together social enterprises, non-profits, and impact makers into one collaborative ecosystem for social entrepreneurship. Funded by community contributions, Athar+ is an initiative by the Authority of Social Contribution – Ma'an, designed to enable impact-driven organisations to thrive. The hub provides designated workspaces, expert mentorship, professional services, and tailored growth programmes—all aimed at helping social enterprises and non-profits scale their missions and deepen their impact across Abu Dhabi. Located at Madar_39, Athar+ serves as a catalyst for collaboration, entrepreneurship, and inclusion; offering a dedicated workspace for impact-driven organisations to develop solutions, share knowledge, and access the resources they need to build a more inclusive and resilient future. On this occasion, His Excellency Dr. Mugheer Khamis Al Khaili, Chairman of the Department of Community Development, affirmed that the Authority of Social Contribution – Ma'an continues, throughout the 'Year of the Community,' to launch impactful initiatives and creating an enabling environment that supports the achievement of sustainable positive impact for Abu Dhabi's society. His Excellency Dr. Al Khaili stated: 'The launch of Athar+ platform reflects the social sector's commitment to building an ecosystem that empowers third sector entities, including public benefit organizations and social enterprises—entities that have emerged from the community to serve the community. More than 150 third sector organizations are expected to benefit from this platform, offering unique services, programs, and initiatives to members of our society.' He added: 'We will spare no effort in strengthening Abu Dhabi's position as an enabling city for all institutions dedicated to serving the community and addressing social challenges with innovative and effective solutions.' His Excellency Abdullah Humaid Al Ameri, Director General, the Authority of Social Contribution – Ma'an, said: 'Athar+ comes as part of the Authority of Social Contribution – Ma'an's efforts to empower the third sector, promotes social entrepreneurship, and build a thriving ecosystem that enables this sector. The hub aims to accelerate the growth of non-profits, social enterprises and social initiatives through capacity-building, mentorship and fostering collaboration and networking opportunities. These efforts contribute to addressing social priorities in Abu Dhabi while building a more cohesive and inclusive community.' His Excellency also expressed his appreciation to the Abu Dhabi community members for their contributions to support this pioneering initiative, particularly commending Abu Dhabi Commercial Bank for its contribution, representing a model of effective collaboration between the public and private sectors in driving community-focused initiatives. He emphasised that such steadfast commitment serves as a cornerstone for achieving inclusive and sustainable development. With offerings such as capacity-building workshops, networking events, one-on-one advisory support, and flexible membership options, Athar+ reinforces the Authority's long-standing commitment to connecting the community and nurturing an active, empowered social sector. Through the launch of Athar+, the Authority of Social Contribution – Ma'an strengthens Abu Dhabi's position as a regional leader in social entrepreneurship as well as reflecting the Authority's broader vision of enabling a culture of giving, participation, and measurable social progress. About the Authority of Social Contribution – Ma'an Established in 2019 by the Department of Community Development Abu Dhabi (DCD), The Authority of Social Contribution – Ma'an is the Abu Dhabi government's official channel to receive social contributions through a unified platform, dedicated to uniting community efforts and fostering a culture of giving by collecting contributions, directing them towards social priorities, empowering social enterprises, and promoting volunteering to build a cohesive community. The Authority supports projects that address social priorities in the health, education, environment, infrastructure, and social services, aiming to nurture a collaborative and active community by connecting individuals and entities in the public, private, and civil society spheres to support their communities. Contributions made to the Authority of Social Contribution - Ma'an are transparently deployed in full to social projects led by key partners meaning benefactors can maximise the impact their funds have in driving community engagement and providing access to essential resources, programmes, and funding for organisations across Abu Dhabi to achieve their Corporate Social Responsibility and sustainable development goals.
