Impact Investing: a primer for family offices

The goal of this report is to help family offices ask the right questions as they contemplate their path into impact investing. It is important to recognize that impact investing may not suit all investors. There will be family offices which conclude impact investing is not appropriate at this stage for them. While we are passionate about the potential of impact investing, we acknowledge the best future for the sector is where each investor can make informed choices about their own best interest. Each investor and investment institution needs to evaluate if impact investing fits with its needs, interests and unique context. It is with that in mind that we offer this report as a resource and tool that family offices can use to begin the conversations internally, to craft and design their own engagement strategy on impact investing with family members, advisers and potential investees, as well as to ensure that not only is their wealth growing in value, but also that their wealth can reflect their values

Disruptive Innovation: Enabling Practitioners to Tackle the "Innovators Dilemma" With Graphical Techniques - A Focus on Resource Allocation

This paper presents the findings of part of a 30 month investigation, conducted to better understand the persistent failure of management practitioners to fund potentially disruptive innovations. A Mode 2 case study strategy was employed. The iterative transfer of knowledge, between four industrial cases and academia, has successfully culminated in new academic understanding of disruptive innovation and guidance for practitioners. It was found that funding decisions are mainly constrained by mental not physical processes. Organisations wishing to pursue disruptive innovations can challenge psychological attachments to incrementalism, and overcome the funding barrier, with a holistic understanding delivered through graphical portfolio tools

Private Sector Investment and Sustainable Development: The Current and Potential Role of Institutional Investors, Companies, Banks and Foundations in Sustainable Development

This paper seeks to provide the Financing for Development process with a perspective on the role institutional investors, companies, and foundations can play in the design and implementation of a financing strategy for global sustainability. This will help bridge the terminology and investment approaches of institutional investors, companies, foundations, and governments. The paper highlights ongoing efforts among private investors to increase the impact of their investments. It concludes with a set of key actions facing investors, companies and foundations in their transition towards investment practices that contribute to sustainable development

Water and Development Strategy: Implementation Field Guide

This document is intended to serve as a reference tool to help USAID Operating Units understand and apply the agency's 2013-2018 Water and Development Strategy. By publicly sharing the document, USAID aims to ensure coordination of their efforts with the wider water sector. The Field Guide will be periodically updated and comments from readers are welcome

Connecting the Dots: Linking Sustainable Wild Capture Fisheries Initiatives and Impact Investors

Wilderness Markets undertook a series of fishery value chain assessments to better understand the opportunities and constraints for private impact capital to flow into wild capture fisheries markets. Given the investments in developing sustainable fisheries pilots, Wilderness Markets expected to identify a range of investment opportunities in each of the fisheries assessed. However, they did not find investment opportunities that could address the suite of challenges associated with improving financial and social outcomes, while also contributing to conservation outcomes, particularly in developing country fisheries. Wilderness Markets' research indicates the lack of triple-bottom line (TBL) investment opportunities is due to six main constraints to an economically sustainable fisheries value chain—data, management, market differentiation, infrastructure, finance and the lack of investable entities

A legacy handbook for manufacturing

Legacy Handbook reviewing emda's experience of manufacturing activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area

Aligning Capital With Mission: Lessons from the Annie E. Casey Foundation's Social Investment Program

The Annie E. Casey Foundation engaged InSight at Pacific Community Ventures to conduct the first comprehensive third-party evaluation of the SI Program, with research support from the Center for the Advancement of Social Entrepreneurship (CASE) at Duke University's Fuqua School of Business. The evaluation focused on the social impact of the SI Program and its impact measurement practices, and had the following objectives: ? Provide a comprehensive review of the social impact that has been achieved to date through the SI Program. ? Assess the systems and processes used by the SI Program to measure and report on its impact, identifying the SI Program's strengths in impact measurement and areas for improvement. ? Surface evidence-based findings and lessons that can assist the Foundation and other investors in rigorously examining and enhancing the social impact of their investments, in order to support the continued development of the impact investing field

Scaling Up Inclusive Business -- Solutions to Overcome Internal Barriers

Sustainability challenges including poverty, social unrest, climate change and environmental degradation have become ever more urgent. Business has the technology, innovation capacity, resources, and skills to play a key role in providing the radical solutions the world desperately needs.The objective of this brief is to kick off greater dialogue on the internal barriers companies face along the pathway to scale in inclusive business and how to overcome them. Building on the hands-on experience of businesses active in this space and the valuable insights of experts, the following pages identify some of the most common internal barriers and the solutions that leading companies are using to tackle them. We gained new insights by looking at the work of thirteen companies: CEMEX, Grundfos, Grupo Corona, ITC Ltd., Lafarge, Masisa, Nestlé, Novartis, Novozymes, SABMiller, Schneider Electric, The Coca-Cola Company, and Vodafone. We also interviewed two leading academics doing research in this area, Cornell University's Erik Simanis (United States) and Universidad de los Andes' Ezequiel Reficco (Colombia)

A legacy handbook for business support

Legacy Handbook reviewing emda's experience of business support activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area