• Case Study

Youth for Unity and Voluntary Action (YUVA): Instituting an ideal

  • Source : ISDM & CSIP
  • 1 March 2023
This case study traces the journey of Youth for Unity and Voluntary Action (YUVA), a Mumbai-based NGO co-founded in 1984 by Minar Pimple and his peers to develop an indigenous model of social work. Despite India’s changing landscape, YUVA remains committed to empowering marginalised youth, fostering social justice, and upholding feminist ideals. The case explores YUVA’s evolution, leadership transitions, financial struggles, and resilience. It also highlights the role of academic spaces in shaping civil society and offers insights into how a feminist organisation operates, providing a valuable perspective on organisational development and talent management in the social sector.
  • Case Study

Ummeed Child Development Center: A hope for Acceptance

  • Source : ISDM & CSIP
  • 1 March 2023
This case study explores the journey of Ummeed Child Development Center, a Mumbai-based non-profit dedicated to developmental disabilities in children. Founded by developmental paediatrician Vibha Krishnamurthy, Ummeed has played a pioneering role in bringing these disabilities into public discourse and fostering holistic awareness and interventions. By transforming parental anxiety into a collective, supportive process, it has become a key reference for childhood disabilities. The case also examines how Ummeed sustains a culture of care, integrating diverse expertise while staying true to its mission. It speaks to management practitioners, parents, and society at large, offering hope and inclusivity.
  • Case Study

Good Business Lab: Designing for Wellbeing

  • Source : ISDM & CSIP
  • 2 March 2023
This case study explores the journey of Good Business Lab (GBL), a non-profit founded in Bengaluru in 2017, now operating across India, the USA, and Latin America. GBL applies research to encourage businesses, especially in labour-intensive industries, to invest in worker wellbeing. By blending rigorous research with a balanced business-worker approach, it has carved a unique niche in India’s social sector. With nearly 100 employees, GBL focuses on organisational design, sustainability, and embedding wellbeing—its core research theme—into its own practices, offering insights into building a research-driven, impact-focused organisation in a dynamic, global landscape.
  • Book

A New Era of Giving

  • Source : ISDM
  • 2 March 2023
The act of giving is deeply entrenched in Indian culture, a virtue that has only grown with time. Philanthropy in India is growing at a steady pace, with a surge in funds and advancements in practices. The question remains, how can this redistribution of wealth be effectively harnessed to achieve transformative social change and more inclusive development? In A New Era of Giving, thought leaders from India and abroad share their insights and perspectives on the challenges and issues to be addressed to make a shift from a charitable model of support to an approach that prioritises social justice.
  • Case Study

Society for Nutrition, Education and Health Action (SNEHA): An ethos of care

  • Source : ISDM & CSIP
  • 1 January 2023
This case study explores the journey of SNEHA (Society for Nutrition, Education and Health Action), a public health non-profit founded in Mumbai in 1999. Rooted in India’s tradition of community-driven healthcare, SNEHA focuses on prevention, maternal and child health, and reducing reliance on institutional care. From modest beginnings, it now manages Rs. 29 crore in funds, scaling pilot projects into large interventions. The case examines how SNEHA’s adaptive approach, organisational culture, and technology adoption have enabled it to sustain high-quality care with a team of 500 staff and 6,000 volunteers in densely populated urban settlements.
  • Case Study

Quest Alliance: Learning how to learn

  • Source : ISDM & CSIP
  • 1 January 2023
Quest Alliance emerged during India’s digital revolution, aligning with technology-driven changes in education and employment. Based in Bengaluru, it has grown with support from leading financial, IT, and development organisations. Founded in 2005, it expanded rapidly from a small team in 2009 to 234 employees managing INR 62 crore in 2022. Despite its growth, Quest remained committed to investing in team learning and development—a crucial focus in civil society. The case examines its journey, founder Aakash Sethi’s vision, and its talent-building model, emphasising self-learning and 21st-century skills for both employees and youth transitioning to employment.
  • Paper / Report

Talent Management Practices in the Indian Social Sector

  • Source : ISDM & CSIP
  • 9 September 2022
This report explores talent management practices and drivers of talent motivation which operate within the social sector. The report also outlines the talent investments made by organizations, and captures the factors driving talent to work in the social sector.
  • Paper / Report

Talent Management in the Indian Social Sector: A Summary Report

  • Source : ISDM & CSIP
  • 2 September 2022
Talent management (TM) directly impacts organisational performance, especially in social purpose organisations (SPOs), where human effort cannot be replaced by technology or funding. An SPO’s success depends on its personnel’s experience, knowledge, skills, and behaviours. However, TM in SPOs remains underexplored. To address this gap in India, ISDM and CSIP – Ashoka University conducted the “Talent Management in the Indian Social Sector” study (2021–22), producing five reports, 18 case studies, and three literature reviews. This report summarises the key findings from these studies, offering insights into TM practices within the Indian social sector.
  • Paper / Report

Talent Management in the Indian Social Sector: A Joint Study by ISDM, CSIP & Ashoka University

  • Source : ISDM & CSIP
  • 2 September 2022
Talent management (TM) directly impacts organisational performance, especially in social purpose organisations (SPOs), where human effort cannot be replaced by technology or funding. An SPO’s success depends on its personnel’s experience, knowledge, skills, and behaviours. However, TM in SPOs remains underexplored. To address this gap in India, ISDM and CSIP – Ashoka University conducted the “Talent Management in the Indian Social Sector” study (2021–22), producing five reports, 18 case studies, and three literature reviews. This report summarises the key findings from these studies, offering insights into TM practices within the Indian social sector.
  • Paper / Report

What is compensation?

  • Source : ISDM
  • 3 September 2022
The study found the existence of a positive relationship between education and experience levels within an organization, with the salary of the executive staff. Managerial performance has a positive relation to compensation, and the two measures of such performances used by organizations are fundraising and cost-effectiveness, especially when deciding the CEO’s compensation levels. The study also finds that executive-employee level factors such as intrinsic motivation could have a negative impact on the compensation levels of an organization’s staff, as intrinsically motivated individuals may accept wages for their efforts that are lower than the norm in the organization/sector.
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