We have seen that performance (good, bad and neutral) can be traced to a series of common challenges relating to the four performance criteria outlined above.
Although the particulars of these challenges are naturally wide ranging, depending on the nature of the social problem and the operating environment, most challenges call for actions in four common strategic areas: Stakeholder Engagement, Resource Mobilization, Knowledge Development, and Culture Management.
Now that we have identified performance criteria and critical strategic areas common to social sector organizations, we can start examining the interplay between strategic actions and performance, and how the two together can lead to sustainable social impact. The construct of strategic questions related to each strategic lens and cross-referenced with performance questions can be used to create a diagnostic tool to assess social enterprise performance.
The framework offers one explanation for why sustainable social impact appears much easier to achieve than it actually is! Although it looks like a simple puzzle when we sign up for it, achieving sustainable social impact actually requires solving a Rubiks Pyramid.
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