Organisational Learning, Knowledge Innovation & Dissemination

This strand promotes learning and knowledge-sharing within organisations by creating systems and processes that capture, codify, and leverage both tacit and explicit organisational knowledge.

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U&I: Nurturing Empathy for EffectivenessCase Study

2 March 2022

U&I: Nurturing Empathy for Effectiveness

U&I is a volunteer-driven charitable organization based in Bengaluru, Karnataka, India. It provides non-formal education to underprivileged children in 25 cities around India, through a network of over 2,300 volunteers. The casestudy engages with the ways in which conscious design can nurture structures, spaces and processes that enable the integration of an organization’s mission and volunteer model with the leadership’s core principles of empathetic care and authentic relationships. It provides an opportunity for learners to reflect on how designing for empathy can produce tangible programmatic impact, develop in-house leadership and build a self-sustaining organizational culture and volunteer ecosystem.

The grassroots and the grass tree: Humana People to People India (HPPI)Paper / Report

1 June 2022

The grassroots and the grass tree: Humana People to People India (HPPI)

Humana People to People India (HPPI) is a non-profit organization working for the holistic development of marginalised populations in rural and urban India. Established in 1998, today it is an organization with an organizational strength of over 4,000 people, and working in 7,000 villages across 92 districts. The case engages with how HPPI evolved a structure, culture and organizational leadership to hold together multiple kinds of talent as well as work closely with the State and public delivery system that inform the current development narrative. The case can also inform learners of principles of design as they grow to scale.

A Typology of Organisations in the Indian Social SectorPaper / Report

2 August 2022

A Typology of Organisations in the Indian Social Sector

The Indian social sector is vast and growing, but existing typologies fail to capture its diversity. Most research focuses on Western economies, where social enterprises differ in structure and demands. To address this gap, we first review existing typologies of social sector enterprises. Then, we propose a hierarchical typology tailored to India, considering multiple characteristics. Finally, we identify key factors for applying this framework. This approach aims to enhance understanding of India’s unique social sector landscape.

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