The other part of deciding what to do is deciding what NOT to do. This is important for any organization to define in order to make tactical decisions. As not-for-profit organization we have to achieve impact with limited resources and therefore, this second half of the equation is especially critical.
Trying to develop and map out an efficient process that still encourages collaboration, was not easy. I wish I could say that we sat in a room until we drafted the perfect process. Instead, it took months of internal discussion, documentation, and most importantly, open engagement with our partners and stakeholders.
I got a taste of case studies in B-school as an exercise to develop creative problem solving skills. I simply couldn’t ignore the chance to live through in the most interesting case study to date.
Grand Challenges Canada will continue to build our pipeline of bold ideas, and to structure and implement deals that strike the appropriate ‘impact investment’ balance. We will also continue to promote the strengths and role of Canada in this space, informed and influenced by the knowledge we draw from our results and community stakeholders.
Grand Challenges Canada is a non-profit organization funded by the Government of Canada and supports innovators in global health with these funds, so it’s not a business in the sense of striving to make profits. However, it is very much a business in the operating model and key principles.
By providing something for everyone, it’s difficult to find the fundament of the High Level Panel on the Post-2015 Development Agenda.
Exciting news! Beginning tomorrow, I’ll be in London attending the G8 Social Impact Investment forum. The purpose of the forum is to bring a heightened focus to current and emerging trends when it comes to ‘impact investing’, as a companion to the annual gathering of G8 Leaders. I’ll be joined by a number of Canadian […]