Giving Compass' Take:

• Odin Mühlenbein, writing for Stanford Social Innovation Review, discusses the momentum of systems change work in philanthropy, particularly, how targeted systems change can bring results.

• Why do some believe that systems change is linked to social entrepreneurship?

• Read about the roots of philanthropic systems change.

The idea of systems change is gaining momentum. The social sector is improving its tools and frameworks for systems change, and Co-Impact’s recent announcement to invest $500 million in systems change initiatives is set to spark serious interest in the donor community.

Ashoka, a global network of more than 3,500 social entrepreneurs, has always linked the notion of social entrepreneurship to systems change, so for us, this trend is very exciting. It is equally great news for all the other social entrepreneurs who want to achieve impact on a systems level, many of whom have been struggling to explain their approach to donors and partners.

There is, however, a misconception that could severely limit the potential of/and interest in systems change: that, by definition, it needs to be big.

On a practical level, the combination of targeted systems change and big vision seems motivating for social entrepreneurs. A big vision expresses core values and instills a sense of purpose, and a targeted systems change makes that vision actionable and to provides a sense of focus.

Another practical point is that it is much easier to develop strategies for targeted systems change than for big visions. Targeted systems change is more specific, smaller in scope, and often more closely related to ideas and networks that social entrepreneurs are already familiar with.

On a conceptual level, targeted systems change is just as systemic as a big vision. They examine roles and relationships, rules and norms, flows of information, system borders, and mindsets. This kind of “systems thinking” informs which systemic goals we should set ourselves by helping us focus on the structures and dynamics that lead to social problems in the first place.

Read the full article about systems change by  Odin Mühlenbein at Stanford Social Innovation Review.