Driving a Coaching Culture

Shifting from corporate to social sector

By Ruchi Sarin Sharma

As a part of a dynamic organization striving to make social impact, ensuring we have motivated, engaged and strong managers is essential to our success, especially when sustainable change can take years to achieve.  

We all know that investing in human capital is the only way, but we often struggle to address the needs of our multigenerational workforce.  While we may explore and implement best practices from other sectors that seem relevant to us and buttress the organisation with all the required processes, structures, policies and clearly articulated employee value proposition – there is an opportunity we may be overlooking to further promote that ‘great place to work’.

Before we delve into the opportunity, let’s look at the challenges that the Human Resources, Talent Management or Human Capital work streams all seem to have experienced from our talented workforce:

  • I’ve now been with the organisation for 4 months and while my role has allowed me to make an impact, I need more learning opportunities and want to know what’s next for me.  
  • I see that we’ve appointed a leader who I will be reporting to – how does that impact my ability to move up in the organisation and what will it take for me to get to that leadership position?
  • Because I’ve been in the organisation since inception and as I am committed to being here, shouldn’t the organization recognize and reward me and outline a certain career path given my tenure?

The common thread across all these statements is around career progression and development – the on-going and consistent challenge across most organisations in the development sector. Does the answer lie in developing more cross-functional learning opportunities, launching structured secondments, devising rotational programs to create more defined career planning?  Do we need to develop robust learning and development programs?

In most cases – it is often difficult to plan the career path in our sector as we continue to face disruption,  are driven by mandates of our stakeholders such as donors and are required to be extremely nimble and adept in changing direction, re-positioning strategies, and trying out alternative approaches. All these and other factors make it difficult to commit to a career path that we may have envisioned and could have initially offered. So what can we do to ensure we retain our key performers and high potential individuals and keep them engaged in a sector that is already facing the challenge of securing top talent?

It’s clear that we need to be smart about capacity building within our organisations.  Driving a coaching culture within an organisation is essential to tackle the challenges we face within Human Capital.  

If we equip our managers with coaching fundamentals – we will enable an environment where there is ownership from our talent on driving their own career path, identifying the skills they want to acquire and develop solutions on how to achieve the same. This means individuals within the organisation would play a central role in facilitating their own learning, growth paths and create structures to serve as catalysts for such goal achievement, rather than expecting the organisation alone to provide solutions.


Recruiters Guide: What Not To Ask In A Job Interview?

Social Sector Interview Guide

By Rahul Balakrishnan

Hiring talent at the entry level is not an easy task. With no prior work experience by which to assess the candidate, employers often take leap of faith or rely on academic credentials. The same can be said for social sector job interviews. And so I thought why not address the ‘elephant in the room’ by the trunk and list down the questions one could avoid asking in an interview.

Tell me about yourself?

One of the most frequently asked questions in the book when we begin an interview. What do you expect a young 24 -year -old to say? Share their professional goals, enlist their skills or share what they to do in free time. Or do you want a philosophical answer from them – listing down the reasons why they were born?

Instead, how about making the candidate feel comfortable? And starting the interview by sharing something about yourself or the organization or giving a little glimpse of your work. This will allow the candidate to feel confident and inspired for the next 45-60 minutes.

Why are you leaving your current job to join us?

This question is designed to fail. This question often makes it awkward for the candidate, and employers end up adding more elements of bias instead of removing them. The answer could be very personal which means the candidate in most cases will build a wall between you and themselves.

Instead, asking the candidate about the favorite part of their current job and the most significant challenge they’ve faced, would be a good idea.

This will allow recruiters to know more about the candidate, their likes and dislikes, their weaknesses and in some cases how they react when challenged or pushed.

Can you collaborate?

Asking the above question is a good idea, but only if the candidate can comprehend what working alone looks like. In most cases, an interviewer will receive an affirmative answer.

Instead, one can ask what kind of teams has the candidate been a part of in the past and the role they have played. This will not only help in getting a similar answer but assist in understanding their role and attitude towards team dynamics.

What are your weaknesses or Areas of Development (AODs)?

By asking this question, recruiters put candidates in a stressful position.

Instead, ask the candidate about the biggest challenges they faced in their current role and how they overcame it? Now the answer to this question will help get insights that are far more relevant to judge the fit, mindset and overall problem- solving skills of the candidate.

Using Role Plays

Roleplays and elevator pitches have become increasingly common while hiring for external facing roles such as fundraising, business development etc. Usually, most job seekers prepare for such questions on the internet and as an interviewer, you seldom get the understanding of the actual sales/effective communication abilities.

Instead, ask candidates how would they solve a roadblock your team faces on a daily basis. One, it will help you understand the research they have done. At the same time, it will help evaluate their persuasion skills. There are different ways to do this- either through a pre-assignment as the next steps post the interview or it can be a part of the interview as a whiteboard exercise.

Hope these insights were helpful. Do you have more pointers to add to this? Or ideas to share with me? Please comment below, or write to me at rahul@arthancareers.com

Snippets From Arthan’s First Human Capital Roundtable

By Anchal Kakkar

‘We want to create systemic change’. Almost all social impact organisations today, relate to this phrase. To create an impact in the society, it is no longer sustainable to work in isolation. One needs to collaborate and learn from each other.

To create this systemic change, however, organisations need the right talent in place. There is a need for people who will create, implement, sustain and adapt systems that enable systemic transformation in society. But how does one find such talent? Moreover, how does one groom this talent to equip them to take on the reins of leadership? With the younger millennial population joining the workforce, how does one truly leverage their talent? How does one forecast the future of work in the impact sector and prepare for the same?


The answers to these and many other questions were addressed at Arthan’s first Human Capital Roundtable held on the 20th of December 2018 in New Delhi. The event brought together thought leaders, practitioners and erudite professionals from the impact sector to come together and discuss these, along with other pertinent issues, and give direction on the way forward on human capital in the social sector.

The day began with a welcome address by Satyam Vyas (Founder & CEO, Arthan Careers), which set the tone for the day, by giving a snapshot of the human capital challenges in the social sector that Arthan has been exposed to through its work over the past 2 years. He stressed on the sharp disconnect between the demand and supply of jobs in the social impact sector. As part of an example, he shared how in the past year, Arthan has engaged with 40,000+ job seekers who were interested in close to 800 jobs that were shared on Arthan’s social sector job portal. Sharing this challenge, he set the tone for the event, which was centered around the theme of ‘Challenges and Opportunities in the human capital landscape in the social sector’.


The welcome address was followed by the keynote given by Yamini Aiyar (President, Centre for Policy Research). Yamini outlined a multitude of challenges that the social sector faces including the predicaments of the leadership, while beautifully weaving in her personal experiences and learning. She touched upon the issue of sustaining passion to convert it to something productive in the long run while managing the demands of funders for ‘immediate impact’ and ‘no mistakes’. Some of the other challenges she spoke of included – scaling a project that two-three people begin with, based on their passion to make an impact and how does one convert it into a thriving community of passionate individuals, juggling new ideas of work culture with individuals who switch from the corporate to the social sector, the ever dynamic pool of funders etc and so on. Her over-arching advice was – ‘to get more advice’. In this context, for example, Yamini said that while she understood that the concept of ‘coaches’ might be an added headache for an already overworked NGO leader, the outsider approach a coach offers can be rather beneficial. She further implored leaders to have a clear, definite vision and added that ‘putting the organisation on the couch’ every once in a while is very helpful.

The keynote was followed by three panel discussions centered around human capital in the social sector.

The first panel ‘Hiring and Grooming Talent for the Future’ was moderated by Shriya Sethi (Associate Director, International Innovation Corps) and the panelists included Shaveta Sharma-Kukreja (MD, Central Square Foundation), Ingrid Srinath (Director, Centre for Social Impact and Philanthropy, Ashoka University) and Srikanth Viswanathan (CEO, Janaagraha Centre for Citizenship and Democracy). 


Shriya kick-started the discourse by pointing out that retention of talent is key but difficult in the social sector due to factors, including but not limited, to the less lucrative financial incentives. The panel offered key insights given their vast and varied experiences in the corporate and the social sector. While Ingrid spoke about building a sense of shared purpose in the workplace and devolving authority systematically to promote inclusiveness, Srikanth stressed on empowerment, responsibility and flexibility being vital. He also added that there was a need to unlearn corporate sector values where they are not applicable. Shaveta introduced the discussion around the younger millennial employees who bring a vibrant, enthusiastic aura to the workplace but need a proper performance management system in place to best utilise their talent and constantly motivated demeanor.


On the subject of sustainable leadership and succession, Ingrid shared that organisations need to design for resilience, for succession to come naturally. An interesting insight was that founders too need to plan their future post transitioning out of an enterprise, and learn to let go, for the organisation to learn, grow and flourish on its own.

The second panel on the ‘Future of Jobs in the Impact Sector’ included Arjav Chakravarti (Founder & CEO, Lumen Consulting), Moutushi Sengupta ( Director, India MacArthur Foundation) and Kashyap Shah ( India Education Lead, The Bridgespan Group),  and was moderated by Renu Shah (Founder, C3: Collaborate to Create Change). Questions that the panel deliberated upon ranged from how should the workforce be prepared with the skills and education that social organisations need to how will they hire with the changing nature of work while realising that the end-goal of an institution can change?

Kashyap described the changing nature of jobs in three trends – globalisation, demographic changes with respect to urbanisation and shifts in the working of the sector, and technological changes, mainly due to the rapid growth of the use of GIS (Geographic Information System)  in the sector. When questioned specifically about the education sector, he said that while the education system has done great work in expanding its reach, there is a lot of catching up to do in terms of quality. He stressed the need for more institutions focusing on the development sector, with more fellowship models coming to play.


Arjav gave his opinion on the skills needed in the sector by stressing that social organisations need to realise ‘how’ they want to use new talent which will be familiar with not just the use of simple technology, but also the advanced aspects of it, and how it wants to create space for this talent to grow and in turn help the organisations to grow. Moutushi spoke about the evolution of the educational requirements in the social sector over the years and shared that while there have been positive changes with respect to a variety of roles emerging, the negative change is that people focus more on work being a ‘job’ than what someone is ‘trying to achieve’.

The concluding panel of the day ‘Building the 21st Century Organisation’ was moderated by Satyam Vyas, with Ronald Abraham (Partner, IDinsight ) , Vinod Karate ( CEO & Founder, TheTeacherApp) and Gaurav Goel (Founder & CEO, Samagra) as the panelists. The dialogue was steered towards the dynamics of having ‘new generation of millennials’ in the workplace in the social sector and how one could keep them constantly motivated while leveraging their abundant talent.

Gaurav pointed out that social organisations today are no longer run by people from the corporate sector and that the new generation is willing to take risks and start their careers in the social impact sector itself, building the organisation as they go as they are not afraid of failure. Ronald mentioned that social impact organisations now tend to be focussed from a scientific point of view rather than just a feel-good factor and have a clearer analysis of what the problem is, its solution and implementation which enables them to scale more effectively. Vinod pointed to the growing prominence of the idea of a shared economy and how that feeds into the collaborative nature of the social impact sector.

The concluding remarks were given by Mahamaya Navlakha, VP- Arthan Foundation who summarised the learning from the day and very eloquently stated that to find ways to overcome current challenges, we need to be cognizant of the speed with which the world of work is changing, the social impact space being no exception.  She reiterated that it is for us to continue to create a path, innovate, build on opportunities and to walk the fine balance between passion and professionalism so that we can build sustainable organizations.

After hosting our first roundtable, we are looking forward to our next event this quarter. Arthan will be hosting an event on Demystifying Social Sector Careers in collaboration with Amani Institute and the International Innovation Corps on April 24th, 2019 in New Delhi. Follow this space for more updates.

Arthan Partners With Social Incubators To Provide HR Support To Early-Stage Social Enterprises

Arthan and Upaya

By Team Arthan 

The impact sector in India is booming. As more and more social enterprises emerge, there is also an increase in the number of foundations and incubators offering them support.

A big challenge that young entrepreneurs and early-stage organisations face is that of Human Capital. Problems vary from hiring needs to setting internal structures and policies. Arthan works closely with these incubators and foundations providing human capital support to their social innovators.

In early October 2018, Rahul Balakrishnan, Vice President-Human Capital and Radhika Jajoo, Operations & Research Associate, conducted a workshop on human capital at Upaya Social Ventures’ Upaya’s Agribusiness Accelerator Program. The session covered a range of topics -hiring strategies to find the right candidates, assessment techniques to gauge skill and match these with job responsibilities, procedures to onboard and chart the right career part for employees and ways to incentivise beyond financial gains.

In the second half of the workshop, there was a group discussion enabling companies to devise viable means to address hiring challenges (with a particular focus on the mid & entry-level positions) and take away implementable solutions. The attendees of the workshop were 11 young social entrepreneurs running agriculture ventures such as Laymen Agro Ventures Private Limited, ONganic Foods, Rural Roots and more.

Arthan and Upaya
Rahul Balakrishnan, Vice President Human Capital Arthan hosting the session at Upaya Social Ventures.

Last week, Rahul and Noor Bahal, Senior Associate- Operations, held a session for N/Core’s incubatees working in the education sector such as Slam Out Loud, Right Walk Foundation & Manzil Mystics. These primarily non- profit organisations have found talent management highly challenging.

The focus of this session was on how to regularly engage with employees and build the next level of leadership within the core team. ‘I think the cohort left with some key inputs, especially for hiring and some food for thought around talent management’ said Santosh Charan from N/Core who managed the session.

Arthan at N/Core
During Arthan’s session for N/Core’s incubatees

If you are a young social organisation, that needs HR support or quite simply an ear to share your challenges or concerns, reach out to anchal@arthancareers.com or rahul@arthancareers.com

Further, if you are an incubator /accelerator, seeking economical HR solutions for your organisations, write to us!

What I Learnt From Working At The United Nations

What I learnt after working at the UN

By Aditi Agrawal

Ever since I did my Masters at the LSE in London, I dreamt of working for the United Nations. I was very fortunate to live this dream and experience working at two UN agencies i.e. the International Labour Organization (ILO) and the United Nations Office for Project Services (UNOPS). I would like to share my experience as well as some tips for potential applicants here.

Getting a job in the UN – This tops the list as almost everyone who talks to me on this subject wants to know how to get in. The most important thing to do is to apply. Without submitting an application for a vacancy advertised, there is absolutely no chance of getting anywhere. Every agency advertises all their jobs on their website under the ‘Careers’ section. It is important to check these pages on a regular basis to ensure you don’t miss a deadline. The networking part comes at all stages, whether you have applied or are thinking of doing so and want to get some advice. But it absolutely essential for you to turn in your application online. 

Tip: Sign up for email alerts so you receive notifications in your inbox.

Apply to rosters – Many agencies follow a roster system in order to keep a ready pipeline for immediate hiring. It is a good idea to check and apply to any rosters that have been advertised. Typically, candidates in the roster pool will have been pre-selected and would have gone through the hiring process in advance so that they can be immediately deployed in case of a need.

Work on your applications diligently – Quality of applications matter and this includes cover letters tailored to the role. Read the job description, and as a first step try to determine whether you fit at least 60% of their requirements or not. Next, work on your application and customize it to the job requirements as far as possible. Applying with generic documents can vastly reduce one’s chances as once an applicant makes it through the basic screening; their applications are reviewed in detail. A good application can convince recruiters about the motivation and drive of a candidate, thereby increasing their chances of making it to the next round of the process.        

Tip: most agencies require the same or similar basic information and it is useful to keep this on a word document to save time when filling multiple applications.

Check the application process carefully – There are some websites specific to UN jobs such as unjobs.org, impactpool.org to name a couple. However, please remember to refer back to the specific agency’s ‘Careers’ section to see how to apply and to ensure that you have applied correctly. You do not want to miss the chance of securing your dream job simply because you did not read the instructions carefully.

Continue to apply relentlessly – The UN hiring process is exhaustive and takes a lot of time. It can get very disheartening to not hear back but this is not unusual, and the only thing to do is to keep applying.

Geography lessons – My Geography underwent a drastic update once I started working at the UN as there are 193 member countries, many of which I was not aware of. Working with people from different nations is a very enriching experience and teaches one about things on a global scale. The different parts of the world opened up before me in a way that I had never imagined possible. I also love the fact that I have a very wide network and invariably know people when travelling to different parts of the world.

Become culturally sensitive and embracing diversity – In an international work environment, everyone comes with their own set of experiences and ideas. Continued interaction with team members and the wider setup invariably leads to increased exposure to a wider cultural range. I have seen how significantly different cultures can be and yet work together in harmony. I have learnt a lot about the need to be sensitive and receptive. Culture has a big role to play in shaping people and has led to me having some very insightful conversations.

Improved perspective about the world – Being in an environment that is working at the grass root, as well as macro level, definitely increases one’s awareness about what is happening in the world. Most conversations center around what is happening in the world or about work that people are doing. Every story is unique and contributes to a better understanding of the issues at hand. Today I feel naturally inclined towards the news and much better equipped to participate in conversations about them.

Don’t Lose Hope  – Given the magnitude of the work being done with long waiting periods, unexpected roadblocks and non-achievement of initiatives, it is easy to get disillusioned and question the impact of one’s work. This also happens when one is working in a support function and not in a direct field role. I would like to stress here that each and every role and function is very important, similar to the cogs in a wheel. In order to achieve anything, everyone must be aligned. Therefore, one has to keep their chin up and continue to keep their belief in the cause that led them to want to work for the development sector in the first place.

The United Nations symbolizes peace and harmony but for me personally, more than anything else, it reinforces my belief and gives me hope that we can indeed make this world a better place.


Delhi Government Invites Young Leaders To Work For Them, Launches Fellowship

Urban fellowship delhi government

The Delhi government has announced the Chief Minister’s Urban Leaders Fellowship Programme (CMULF).  The fellowship aims to attract young leaders from across the country who can provide support in addressing significant urban challenges.

‘’Thrilled to announce the launch of Delhi CM’s Urban Leaders Fellowship Programme. If you are a young professional, under 35 yrs age, have a dream to contribute for India, we invite you to work with us in #DelhiGovernanceRevolution,’ tweeted Delhi Deputy Chief Minister Manish Sisodia yesterday.  

Candidates who pass the selection process will be assigned to work with different ministers or government officials in areas including education, health, transport and more.

Minimum Requirements: Graduates with a minimum of five years of full-time work experience. Those with a PhD degree and one year of work experience can apply.  Chartered Accountants, Company Secretaries are also eligible to apply for the fellowship if they have three years of post-registration work experience.

The deadline for submitting applications for CMULF is November 4. For more information visit their website


Creating Inclusive And Diverse Work Cultures


By Omang Agarwal

6th of September, 2018 saw Indian skies illuminated with the spectrum of rainbow colours. A 157- year-old colonial law saw the light of 21st century India – a country of 1.25 billion people could now celebrate identity, love and inclusiveness without barriers. This overthrow of Article 377 came after a 17-year struggle by members of the community, lawyers, activists and allies who have participated in hundreds of mobilisation drives, protests, online campaigns and petitions.

As much as we celebrate the verdict, it is important to acknowledge its history, the struggle, the future and the need for its faster adaptation. The law may be in place, but it is important to redouble efforts to make inclusiveness the norm – everywhere.

An excellent place to start its implementation is at offices and educational institutes as they carry the moral responsibility of instilling values guided by diversity, change, and creating safe and equal spaces and only because it is where we spend most of our lives.  Through this article, we intend to highlight the critical trends in the movement and provide suggestions to create nondiscriminatory and safe spaces for our schools and offices.

Conscious, Condition Culture –  

Address the issue upfront, and commit to equality & diversity at offices

Often organisations and companies have tiptoed around the LGBT issue, treating it like the elephant in the room. This is a great time to change this. Talking about wider representation, open conversations and acceptance in business is a good start but not enough.  Both employees and organisations need to take a stand and truly commit to diversity. A company that can pledge its support to employees irrespective of their skin colour, caste, economic background, gender or sexuality stands to benefit hugely; firstly by creating a sense of empowerment among employees and secondly by setting an industry standard that can pave the way for change across society.  

Demonstrating collective support

Corporations abroad have often publicly shown their support for the LGBTQIA community. For instance, in July, Apple Inc. employees marched together in San Francisco’s pride parade. At the same time, Burger King was trending on Twitter for their Pride Burger. While these events greatly encourage celebrating the LGBTQIA community, support is not a one-time affair and organisations must establish sustainable measures through anti-discrimination rules and turn the wheel forward by setting an inclusive culture where individuals from the LGBTQIA community are not seen as the ‘other.’ Sustainable steps will ensure that such changes are part of the cultural conditioning of the company.  

Changing mindsets is a significant and most crucial step, and this does not happen overnight. It is a  However this is something organisations must invest in.

Companies could over a period of time conduct inclusiveness audits that include infrastructure, employment regulations and other changes which can be done to make sure the office is a safe space for all employees. This will help companies move forward the agenda of inclusion of all while making sure that LGBT members’ needs are fulfilled. Workplaces that who encourage the community and bring in a culture of inclusiveness only stand to gain as creating empowering spaces impacts regarding employee satisfaction, commitment and productivity.

A more holistic way would also be to engage with partners, stakeholders, competition companies and customers.

Student housing startups in India sent out letters and messages to all customers on the day of the SC statement being realised with a new set of anti-discrimination house rules and how all customers regardless of their background and beliefs could become partners in inclusion.

“I remember when I received the letter a fellow housemate was overjoyed to see it, he identified as gay and the letter also helped us to reach out to him and pledge our support in maintaining inclusion within the house. It was indeed a day for celebration – since the house had a different festive spirit that day, now we have an entire wall which talks about all our housemates’ identity and beliefs and amongst those is a big LGBT flag. It just makes us celebrate each other every morning every day” – Omang


#DecodingSocialSector: A Guide To Reference Checks

Reference checks

– Aditi Agrawal

A reference check is a process by which organisations get information about candidates they are looking to hire from the candidates’ previous employers. This information may include details such as their work experience, education, background, personal information etc.

Employers usually do a reference check before the finalise hiring someone. The applicants themselves provide the details of the referee.

There are various reasons for conducting a reference check. A few key ones are listed below:

  • To verify the authenticity of the information provided by the candidate during the hiring process
  • To get details on both, the applicant’s hard and soft skills, and to ascertain his fit
  • To identify any behavioural patterns displayed during his previous work stint

Reference checks are usually carried out by organisations themselves. But in some instances, these may also be outsourced to specialised agencies.

Some guidelines that employers can follow before going in for reference checks are:

  • Seek permission from the applicant for the reference checks
  • Restrict the queries strictly to previous employment and job-related information
  • Have a list of standard questions ready for this purpose
  • One may also email the questions to the referee directly and ask them to document the same
  • A reference check is the last, and most critical step before a job offer is rolled out. Therefore, job applicants must be very careful in selecting the right referee.

Referees provide additional information that may not come through to your potential employer in the hiring process. They are able to shed light on a candidate’s work history, behaviour, education, skills and qualifications. This helps to reinforce what a candidate may have already said through their application.

Apart from the above, referees may also be asked to comment on more specific things such as work habits, punctuality, working style etc.

Who Can Be Referee?

Ideally, a referee must be someone who has been closely associated with you professionally and is in a position to provide a relevant reference for you. Some people who would qualify as a referee are:

  • Former employers – direct, indirect supervisors
  • Teachers/PhD Supervisors
  • People you have worked closely with- this may also include clients or people who may have reported to you

Some tips to choose a referee are:

  • Ask for their permission to list them as your referee
  • Keep them updated each time you put down their name as a referee
  • Have a minimum of three referees available
  • Review your referees each time you apply for a new job and only list the ones most relevant to the current opportunity

A good referee can make a lot of difference to one’s application and therefore it is essential to exercise caution when choosing a referee for this purpose.

Apply now to the INSEAD Social Entrepreneurship Programme (ISEP) !


Impact business is a rapidly growing movement focusing on finding sustainable solutions to neglected problems at all levels of the society, by creating and implementing innovative solutions to improve communities, and the lives of people.

The INSEAD Social Entrepreneurship Programme (ISEP), launched in 2006, is integrating cutting-edge theory and practice for impact business, with the deep academic knowledge of INSEAD faculty and expert practitioners. ISEP has demonstrated the potential to create social and economic value through collaboration among entrepreneurs, companies, investors and an engaged public sector. The one-week INSEAD Social Entrepreneurship Programme (ISEP) is still accepting applications for its Nov 2018 edition, both in Singapore and in France. Partial scholarships are available for high-potential participants from mission-driven organisations (but with limited budgets).

Program Director Jasjit Singh shares, ‘ISEP is INSEAD’s flagship programme in the social impact space, and targets not just social entrepreneurs but also people working in inclusive business, public policy, NGOs, foundations and impact investing. It involves top thought leaders in this space and has a vast and successful global alumni network built over the years. I am the Programme Director for ISEP in Singapore, where, this year  we will be talking about topics such as Strategies for Impact, Impact-Driven Business, Launching Impact Ventures, Building Impactful Business Models, Scaling Up Impact Ventures, Leadership for Impact Ventures, Ecosystems for Impact, Impact Evaluation, Value Negotiations, Impact Investing and Cross-Sector Collaboration.’

Highlights of the program

  • Understanding the impact and the role of impact venture leaders and the challenges they face.
  • Gaining in-depth knowledge of leadership and management skills – organisational and negotiation skills to manage a growing social enterprise or impact venture.
  • Applying business tools to empower communities and leverage markets to achieve sustainability and social impact
  • Joining a dynamic global network of leaders pioneering social innovation, impact and best practices.

This programme is open to entrepreneurs and executives from companies or organisations involved in furthering the common good. Candidates should hold a leadership role (CEO, founder, or senior management) for social entrepreneurial or impact business activities, generally operating for at least three years. Participants from both for-profit and non-profit organisations are welcome. ISEP uses a rolling admissions process to ensure a diverse group of participants with a broad experience. Early applications are encouraged, given limited funding available for scholarships. For more details, visit their website. 

You can also write to Hans Wahl at ISEP@insead.edu.