Episoder
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Maharshi Vaishnav, CEO of Educate Girls, discusses the organisation's mission and initiatives to tackle the persistent issue of girls’ exclusion from education in India. Maharshi notes that despite significant progress in universalising primary and middle school education through legislative reforms like the Right to Education Act of 2009, structural barriers such as entrenched patriarchy, poverty, and limited access to social welfare programs still keep many girls out of school. Educate Girls operates in these marginalised pockets, focusing on tribal and rural communities where the challenges are most acute.
Maharshi elaborates on the organisation’s multi-faceted approach: identifying out-of-school girls, enrolling them in educational institutions, ensuring their retention, and addressing learning gaps through a proprietary remedial curriculum. This curriculum emphasises foundational literacy and numeracy in Hindi, English, and mathematics, complemented by life skills training for older girls. The innovative use of open schooling enables girls in areas lacking high school infrastructure to continue their education and achieve formal qualifications equivalent to high school graduation.
The organisation’s scale is impressive, spanning four states—Rajasthan, Madhya Pradesh, Uttar Pradesh, and Bihar — covering 35,000 villages and engaging with over 55,000 schools. Educate Girls has enrolled 1.8 million previously out-of-school girls and improved learning outcomes for over 2 million children. These efforts are supported by 3,200 full-time staff and 21,000 community volunteers.
A key highlight of the discussion is the evaluation of Educate Girls’ impact through a randomised controlled trial (RCT). Conducted in collaboration with IDinsight, this RCT demonstrated substantial learning gains among participating students.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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New Year's Special: Thoughts on Strategy, Fundraising and the Search for Talent. Have a listen and it just might make your 2025 even brighter.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Lisa Hamilton, President and CEO of the Annie E. Casey Foundation, delves into the organisation’s mission and its groundbreaking efforts to create lasting change for children and families across the United States.
The foundation, established by Jim Casey, the founder of UPS — the world's largest logistics company — carries forward a legacy rooted in empowering young people facing adversity. With an annual grant distribution exceeding $100 million and an endowment of $3.5 billion, the foundation focuses on child welfare, economic opportunity, community development, and juvenile justice reform.
Lisa highlights the foundation’s innovative approach to philanthropy, acting as a catalyst for systemic change rather than merely funding ongoing programs. By identifying promising ideas, piloting initiatives in diverse communities, and leveraging data to scale proven solutions, the foundation partners with nonprofits, government agencies, and community stakeholders to effect change at scale. She underscores the importance of improving systemic operations — whether within juvenile justice, child welfare, or education systems — to ensure sustainability and broad impact.
A key topic of the discussion is the foundation’s Thrive by 25 initiative, which focuses on adolescence as a critical and transformative period of development. Lisa emphasises the necessity of providing young people aged 14 to 24 with the resources and opportunities to succeed, including access to housing, education, financial stability, and meaningful adult relationships. She stresses the importance of aligning programs with emerging brain science, which highlights adolescence as a time of heightened potential for growth and learning.
Lisa calls for a collective reimagining of adolescence as a time of promise rather than peril. She celebrates this life stage as a cornerstone of human development and a fertile period for nurturing leadership, resilience, and creativity.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Mark Norbury, Chief Executive of UnLtd, explores the dynamic world of social entrepreneurship, highlighting the organisation’s commitment to empowering leaders who are transforming their communities.
UnLtd has long championed social entrepreneurs across the UK, providing both financial and practical support to help innovative ideas flourish. Over the past five years, the organisation has seen a seismic shift in its approach and impact, driven by the challenges of the pandemic, economic inequalities, and rising demand for support in an increasingly volatile social landscape.
A key focus of the episode is the Growth Impact Fund, UnLtd’s pioneering social investment vehicle. Designed to foster equity and opportunity, the fund prioritises entrepreneurs from underrepresented backgrounds, including Black, Asian, minority ethnic, and disabled communities. This initiative reflects UnLtd’s recognition of the untapped entrepreneurial talent in these groups and its commitment to dismantling systemic barriers to access.
Mark sheds light on the evolving definition of social entrepreneurship, emphasising its core: creating financially sustainable solutions that drive meaningful social change. From supporting grassroots innovators to scaling high-impact organisations, UnLtd’s efforts encompass not only financial assistance but also wraparound support, including business mentorship, peer learning opportunities, and pro bono professional services. This holistic approach is vital for fostering sustainable growth and enabling social entrepreneurs to navigate complex challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Ella Gudwin, CEO of VisionSpring, offers an exploration of how access to affordable eyeglasses is not merely a matter of health but a transformative lever for economic development, productivity, and individual well-being. VisionSpring’s innovative hybrid model exemplifies the intersection of philanthropy and social enterprise, as it tackles one of the most pervasive yet solvable challenges in global health: the lack of access to eyeglasses for over one billion people worldwide.
Gudwin emphasises the cascading effects of impaired vision in low-income settings, where individuals struggle to perform basic tasks, pursue education, and sustain livelihoods. She describes how VisionSpring reframes eyeglasses not only as a health intervention but also as a vital tool for economic empowerment. The organisation’s efforts focus on overcoming both supply- and demand-side barriers, ensuring glasses are accessible, affordable, and desirable. Central to this mission are the findings from groundbreaking studies. For instance, a 2018 randomised control trial with tea pickers demonstrated a 22% increase in productivity (and 32% for those over 50) after receiving basic near-vision spectacles. More recently, the Thrive Study in Bangladesh revealed a 33% rise in median monthly income for first-time eyeglasses wearers across diverse occupations. These results highlight the immense return on investment in vision correction, with life-changing impacts achieved at minimal cost. Gudwin underscores the importance of scaling solutions through partnerships, task-sharing frameworks, and global strategies like SPECS 2030 — a coordinated effort launched by the World Health Organization to close the clear vision gap. She outlines VisionSpring’s role in training over 25,000 community health workers and embedding vision services into primary care systems, demonstrating that solutions need not rely exclusively on optometrists, who are in short supply globally. Beyond accessibility, Gudwin stresses the critical task of generating demand. Misconceptions and stigma often deter people from using eyeglasses, especially in communities where glasses are seen as elitist or unnecessary. Addressing these cultural and psychological barriers, VisionSpring is working to normalise eyeglasses as essential tools, akin to sewing machines for tailors or seeds for farmers. The organisation’s commitment to “no more poor glasses for poor people” is manifest in its recent launch of stylish, affordable frames that respect individual dignity and preferences.Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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John O'Brien and Lucy Knill of Anthropy: Exploring the Future of Britain in the World. The conversation explores the origins, purpose, and transformative potential of Anthropy, a unique leadership gathering taking place in March 2025 that convenes diverse voices to envision and shape the future of Britain.
John O'Brien, the founder of Anthropy, reveals how the initiative was born during the isolation of the COVID-19 pandemic, inspired by the urgent need to rebuild the social fabric and economic stability of the UK while addressing the broader global context.
Anthropy is designed to foster long-term thinking, transcending immediate challenges to focus on creating a sustainable and equitable society for the next generation.
Held at the Eden Project in Cornwall, UK, a location symbolic of regeneration, Anthropy is intentionally designed to disrupt traditional conference formats. Lucy Knill, Anthropy’s managing director, elaborates on the event’s immersive structure, which integrates natural surroundings to inspire both intellectual and emotional engagement.
Over three days, participants experience a mix of large panels, intimate workshops, and informal conversations, all devoid of PowerPoint presentations. Instead, the focus is on authentic dialogue and connection.
By breaking down silos, Anthropy ensures cross-pollination of ideas between leaders from diverse fields, including business, arts, public service, and emerging talent. This melting pot of perspectives fosters unexpected collaborations and innovative solutions to shared challenges.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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The CEO of the David Lynch Foundation, Bob Roth, shares his insights on the role of Transcendental Meditation (TM) in tackling chronic stress and improving health outcomes. Filmmaker David Lynch and Bob Roth co-founded the foundation in 2005.
Roth highlights the devastating impact of toxic stress, which has evolved into a global crisis. Chronic stress, he explains, is distinct from everyday pressures and challenges; it overwhelms the nervous system, triggering a persistent "fight or flight" response that depletes physical and mental health.
This ancient, evidence-based meditation technique is simple, natural, and effortless — accessible to anyone from schoolchildren to corporate executives.
Roth notes that through regular practice, individuals experience profound relaxation that can reduce cortisol levels, lower blood pressure, and alleviate anxiety and depression.
We explore a range of angles, from TM's impact on stress levels and health to reducing healthcare costs and helping corporates improve their bottom line.
Roth highlights that stress-related conditions are the leading cause of death for firefighters, police officers, and healthcare professionals—populations who are now benefitting from TM programs delivered by the foundation.
Roth underscores the importance of integrating TM into mainstream healthcare systems, which he argues can transform public health outcomes at scale.
He notes that TM’s accessibility — it requires no belief system, takes just 20 minutes twice a day, and delivers immediate benefits — has contributed to its widespread adoption. The foundation’s global footprint now spans 35 countries and TM is endorsed by figures like Ray Dalio, Hugh Jackman, and Jerry Seinfeld, who actively support the foundation’s mission.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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The CEO of the Rodenberry Foundation, Lior Ipp, on elevating small, locally-led organizations driving systems change.
The Roddenberry Foundation aligns its philanthropic vision with the values of equity, diversity, inclusivity, and justice that were hallmarks of Gene Roddenberry’s Star Trek legacy.
The foundation operates four core programs designed to catalyze meaningful impact: the Catalyst Fund for early-stage, high-risk social enterprises; the Roddenberry Fellowship, which supports U.S.-based social justice leaders; the biennial Roddenberry Prize, which this year emphasizes "AI for Good"; and the +1 Global Fund, a funders’ collaborative addressing systemic challenges in underserved regions. Each program reflects a commitment to supporting innovative, underrepresented, and often overlooked organizations and individuals.
A highlight of the conversation centers on the +1 Global Fund. Initially launched as a COVID-19 relief initiative, it has evolved into a groundbreaking funders’ collaborative targeting small, locally-led organizations in Sub-Saharan Africa. These organizations — dubbed "triple threats" for their small size, local leadership, and systems-oriented approaches — are having outsized impacts despite their limited resources.
Lior discusses the success of the fund’s peer-nomination model, which taps into the knowledge of grassroots networks to identify high-impact candidates that might otherwise go unnoticed.
Lior emphasizes the foundation’s evolution from merely disbursing funds to fostering an ecosystem that includes capacity building, organizational development, and collaborative networks. The initiative’s mapping platform, set to launch next year, will provide unprecedented access to data about these often-overlooked organizations, bridging the gap between funders and grassroots changemakers. This tool aims to enable better funding strategies and illuminate the interconnectedness of organizations tackling global challenges.
The conversation also highlights the broader implications for philanthropy, urging funders to take calculated risks on small, locally-led organizations and collaborate more extensively. Lior underscores the necessity of moving beyond traditional funding approaches that prioritize well-established organizations and instead recognizing the transformative potential of small-scale systems changers.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Nick Grono, author of How to Lead Nonprofits and CEO of the Freedom Fund, delves into the unique challenges and responsibilities of nonprofit leadership, offering valuable insights drawn from two decades of experience in the sector.
Grono reflects on the complexities of guiding purpose-driven organizations, contrasting the quantifiable metrics of success in the private sector with the more elusive task of measuring impact in the nonprofit world.
He underscores how nonprofit leaders must grapple with ambiguity, balance diverse stakeholder expectations, and navigate the tensions between aspirational goals and practical realities.
We explore the nuanced role of culture in nonprofit organizations and highlight the transformative potential of a positive, cohesive culture — what he calls a "superpower" — founded on psychological safety. This environment, where all voices are valued and dissenting perspectives are welcomed, is crucial for fostering innovation and ensuring better decision-making. Grono stresses that such a culture is cultivated by leaders who model vulnerability, acknowledge their mistakes, and create spaces for candid dialogue.
The conversation also explores the thorny issue of impact measurement, which Grono argues is vital despite its inherent challenges. Unlike financial accounting in the corporate world, nonprofit impact is often subjective and context-dependent, demanding greater intentionality and honesty in its evaluation. Grono illustrates these difficulties with examples from his work at the Freedom Fund, noting the pitfalls of oversimplifying metrics like the number of meals served or people rescued, which may fail to capture the broader systemic changes nonprofits aim to effect.
Ultimately, Grono’s insights underscore the unique leadership skills required in the nonprofit sector — an ability to navigate complexity, inspire trust, and build cohesive teams, all while staying anchored to the organization’s mission. His reflections offer lessons not just for nonprofit leaders, but for anyone seeking to understand how to lead with purpose in a rapidly changing world.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Sidsel Kristensen, CEO of the LEGO Foundation, offers a deep look into the Foundation’s mission to champion playful learning and create sustainable, impactful initiatives for children globally. The LEGO Foundation has a 25% stake in the LEGO Group. At the heart of the LEGO Foundation’s work is its belief in learning through play — a philosophy Kristensen describes as a powerful approach to fostering creativity, resilience, and critical thinking in children, from infancy through adolescence.
Far beyond a brand rooted in toys, the LEGO Foundation is an influential force in global education and child development. This enables the foundation not only to lead initiatives independently but also to create robust alliances that drive systemic change in underserved communities worldwide.
The LEGO Foundation’s efforts focus on children aged 0-12, but Kristensen emphasises that the philosophy of playful learning is a lifelong mindset, encouraging curiosity, adaptability, and collaboration.
Kristensen underscores the necessity of learning from both successes and setbacks. To this end, the Foundation prioritises quality in grant-making, which she defines as investing thoughtfully, building a solid evidence base, and fostering a culture of continuous learning among grantees. The commitment to learning through evidence is central, with the Foundation’s partnerships not only serving children directly but also generating insights that shape policy.
A key area of discussion is the challenge of amplification: how to communicate the insights and successes of the Foundation’s initiatives in a way that resonates with governments, policymakers, and the wider public. Kristensen reflects on the importance of simplifying complex issues without diminishing their significance, helping communities and leaders see that playful learning is not mere play, but a strategic approach to lifelong skills development. She points out that the brand strength of LEGO enables the Foundation to amplify its message effectively, allowing partners to leverage this brand association to build their own credibility in local contexts.
Reflecting on the future, Kristensen outlines a strategy focused on impact, context-driven partnerships, and quality in grant-making, underscoring a vision that emphasises sustainability and scalability. She candidly discusses the complexities of creating sustainable change, noting that while philanthropy has a unique ability to take risks and innovate, it must also be accountable and pragmatic. The ultimate goal, Kristensen explains, is to influence ecosystems and drive changes that endure beyond individual grants or programs. She closes with a call for enhanced collaboration across funders, believing that transformative change requires collective efforts rather than isolated projects.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Geoff Wilson shares insights into his journey from financial success to a deep commitment to philanthropy, driven by a blend of personal values and a vision for the social impact potential within the asset management industry.
Growing up in a middle-class family in Melbourne, Australia, Wilson absorbed values that emphasized community engagement, a theme that he has woven into his professional life over 44 years in finance. Wilson's story is a testament to how philanthropic endeavors can be intricately tied to financial success and how strategic giving can transcend traditional methods.
Geoff Wilson is the founder of Wilson Asset Management in Australia, and this episode dives into Wilson's innovative financial model, which redefines the role of fund management fees. Inspired by a UK-based cancer research fund, Wilson established the Future Generation and Future Generation Global funds in Australia, where managers oversee assets pro bono. This model allocates management fees toward charitable causes rather than the fund’s bottom line. His structure not only benefits the charities but provides value to investors who pay lower fees while accessing premier fund managers. Wilson’s focus has centered on supporting causes like youth mental health and children at risk, establishing a collaborative funding approach that’s become influential within the Australian finance and philanthropic landscapes.
Wilson’s funds were received with initial skepticism in Australia, as the philanthropic landscape was, until recently, conservative about publicizing donations. However, his pro bono investment structure has since inspired other funds to adopt similar models, and it now channels millions annually into Australian charities. This initiative represents a "win-win-win" for fund managers, investors, and charities alike — a sentiment Wilson describes as the driving ethos of his model.
Beyond financial commitment, Wilson encourages others worldwide to replicate this model, suggesting that an interconnected global approach can support more resilient philanthropic ventures. Emphasizing that impactful giving is as much a personal journey as a financial one, he describes his own evolving sense of purpose: once focused on wealth accumulation, he now finds profound fulfillment in maximizing social impact and improving lives through sustainable philanthropic structures.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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In this engaging conversation, Dr Simon Lyster, Chair of the Essex Local Nature Partnership, delves into the promising strides being made in nature recovery within Essex, a region in the United Kingdom.
Despite the global trend of biodiversity loss and environmental challenges, Essex presents a model of positive change through collaborative efforts and innovative strategies.
This episode explores the multi-faceted approach taken by the Essex Local Nature Partnership, emphasising the importance of cross-sectoral cooperation and the involvement of diverse stakeholders—including conservation NGOs, local governments, businesses, farmers and communities.
Dr Lyster provides a nuanced understanding of how the UK’s 2021 Environment Act has become a cornerstone of these efforts. This legislation is particularly noteworthy for mandating that public authorities not only protect but enhance the natural environment. It has also introduced the principle of biodiversity net gain, which requires new housing developments to leave the environment at least 10% better than before.
This policy has encouraged a collaborative relationship between developers and environmentalists, turning a potential point of contention into an opportunity for mutual benefit. The ability to demonstrate biodiversity improvements has made developments more attractive, adding to their appeal and marketability.
Throughout the conversation, Dr Lyster emphasises the crucial role of community involvement in driving this nature recovery. Local groups have been empowered to undertake conservation activities, from creating wildflower meadows to restoring wetlands. This grassroots energy complements top-down policies and builds momentum for ecological restoration at a landscape scale.
The partnership's ongoing work to develop a comprehensive Local Nature Recovery Strategy for Essex is set to provide a clear vision for the future, detailing priority areas for habitat restoration and enhancing ecological connectivity across the county.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Jared Blumenfeld, President of the Waverley Street Foundation, discusses the foundation’s bold mission to deploy $3.5 billion over ten years to tackle climate change. The foundation was created and funded by Laurene Powell Jobs.
Blumenfeld explains that unlike traditional foundations with perpetual funding models, Waverley Street’s "spend-down" approach reflects the time-sensitive nature of the climate crisis, seeking to galvanize action that can yield transformative results within the short window left to mitigate severe environmental impacts.
Blumenfeld highlights the foundation’s core focus areas: regenerative agriculture and renewable energy. He stresses that these are not arbitrary selections but fundamental systems that underpin resilience in communities and can foster economic stability while addressing environmental challenges.
By focusing on community-driven solutions, the foundation aims to empower local actors who are vital to generating the political will and corporate accountability necessary to drive large-scale change.
One of the foundation’s defining characteristics is its "bottom-up" strategy, where solutions emerge from local communities rather than being imposed by top-down mandates. Blumenfeld explains that communities must see tangible improvements in their lives from climate interventions. This is especially important to create a groundswell of public support for climate policies, which often stall due to a lack of localized relevance.
The foundation has grown significantly in its first two years, evolving from a startup-like team of four to a robust organization with 27 staff members, all aligned with this grassroots ethos.
Geographically, the foundation’s efforts are concentrated in G20 countries, including the U.S., Mexico, Brazil, India, Indonesia, and South Africa. Blumenfeld emphasizes that the challenge is global, but the foundation has strategically narrowed its focus to these key regions to maximize impact.
By prioritizing regenerative agriculture and renewable energy, Waverley Street aims to transform food and energy systems, thereby strengthening both ecological and economic resilience in the face of increasing climate shocks.
Blumenfeld also delves into the complexities of deploying such a vast corpus of philanthropic funding. He reflects on the difficulty in identifying high-impact grantmaking opportunities and how the foundation has used a "success mapping" approach to identify promising initiatives that can be scaled globally.
Looking ahead, Blumenfeld is optimistic about the momentum building in the climate space, particularly the growing intersection of climate with other philanthropic areas such as education, healthcare, and agriculture. He calls for a broader definition of climate philanthropy, one that engages with a diverse range of sectors and funders who may not traditionally see themselves as part of the climate movement but are crucial to achieving systemic change.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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CEO Roundtable Discussion: The Entrepreneurial Mindset to Drive Social Impact. The CEOs of the Duke of Edinburgh's International Award Foundation - Australia (Peter Kaye), the Veddis Foundation (Murugan Vasudevan), Maanch (Darshita Gillies), and the MD of the Peter Jones Foundation (Bill Muirhead), join Alberto Lidji in his capacity as Visiting Professor at the Hunter Centre for Entrepreneurship at Strathclyde Business School and Founder of the Do One Better Knowledge Hub and Podcast to discuss why an entrepreneurial mindset is invaluable in driving forward social impact. Alberto was formerly the Global CEO of the Novak Djokovic Foundation. The panel was also joined by Dr Phil Considine, Director of Executive Development at Strathclyde Business School.
This discussion was held live on 4th October 2024 with a global audience. The panel was based in England, Scotland and India.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Catherine Johnstone, CEO of Royal Voluntary Service (RVS), provides a compelling and thoughtful analysis of the evolving role of volunteering in society, highlighting the ambitious initiatives and rich legacy of the RVS.
The organisation, with a history dating back to World War II, has played a pivotal role in mobilising citizens to take active roles in their communities. From backfilling roles on the home front during the war to feeding the nation and building community resilience through Meals on Wheels and social welfare programs, RVS has continually adapted to meet the needs of the times.
Johnstone delves into the organisation's efforts to modernise, not only through its services but also through its use of technology. A striking example of this innovation is the virtual village hall, an online platform where 60,000 users engage in activities such as yoga, book discussions, and social interaction. This platform is a testament to RVS's ability to leverage digital spaces to foster community and connection. More impressively, the organisation managed to mobilise over a million volunteers during the pandemic, providing crucial services such as helping vulnerable individuals access medical appointments and medications. This period, according to Johnstone, was one of the most exhilarating and challenging in her career, where RVS demonstrated the power of civic mobilisation at scale.
The discussion also highlights the disruption caused by the pandemic, which revealed the UK’s deep well of volunteering potential. Johnstone discusses how pre-pandemic notions of volunteering often centred on older, wealthier demographics with time to spare, limiting broader participation. During the COVID-19 crisis, the surge of 12.4 million people volunteering in various capacities — from mutual aid groups to vaccine centres — demonstrated that the desire to contribute is widespread across all age groups and backgrounds. This shift, Johnstone suggests, presents an opportunity to rethink how volunteering is structured, making it more accessible, flexible, and suited to modern lifestyles.
Looking forward, one of the most exciting projects discussed is the upcoming launch of a "volunteering marketplace" in early 2025. This marketplace aims to create a frictionless, collaborative space where individuals can easily volunteer across organisations, with streamlined processes for background checks, training, and onboarding. Johnstone emphasises the need for a system where volunteers can move seamlessly between roles, with trust and transparency between organisations. This initiative seeks to expand the scope of volunteering, making it easier for people of all ages and backgrounds to get involved, whether through in-person roles or remote opportunities.
Johnstone also addresses the challenges of the current volunteering infrastructure, which is often underfunded and inconsistent across regions, particularly in areas that need it the most. She argues for the necessity of local and national collaboration and underscores how digital tools can play a critical role in making volunteering more universal and accessible.
The volunteering marketplace will not only cater to traditional charities but will also be designed to integrate with the public sector and businesses, aligning with corporate social responsibility goals. This marketplace, Johnstone explains, is part of a broader strategy to make civic engagement and active citizenship an integral part of British life. By facilitating the participation of businesses and individuals alike, the marketplace will enable more people to contribute in ways that are meaningful and impactful, reflecting the reality that people are not just workers or volunteers on certain days — they are citizens every day.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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John Goodwin, Executive Chairman of the Learning Economy Foundation, offers an insightful examination of how emergent technologies — particularly verified credentials and digital credentials — are set to transform global education and employment systems.
Through his role, John advocates for leveraging technology as a public good to promote equity, mobility, and individual agency, especially in underserved populations.
The Learning Economy Foundation, unlike traditional philanthropic organizations, focuses on developing open-source technologies and infrastructure that others can build upon, facilitating systemic change and innovation.
A major theme in the conversation is the role of verified digital credentials, which allow individuals to hold digital versions of diplomas and certificates that carry the same credibility as traditional paper equivalents. These credentials have wide-ranging applications, from employment and education to areas like property rights, and aim to simplify and secure the transfer of qualifications across borders and systems.
John emphasizes that the foundation is particularly focused on addressing gaps in the current education systems that fail to serve impoverished populations, especially in developing countries. By enabling the use of low-cost digital solutions, they hope to make a meaningful impact where educational inequity is most prevalent.
John’s past experience as CEO of the LEGO Foundation and his work with the Principles for Responsible Management Education (PRME), a UN initiative, further illustrates his commitment to systemic change in education. He acknowledges the inherent challenges of shifting long-established systems but stresses the importance of multi-stakeholder engagement and collaboration to drive meaningful progress.
Systemic change, as John learned during his tenure at LEGO, cannot be achieved in isolation; it requires the cooperation of governments, educational institutions, businesses, and technologists working together toward a common goal.
The conversation also touches on the importance of serendipity in this process. John highlights that while planning and strategy are vital, unexpected opportunities and collaborations often become key turning points. His reflections on embracing flexibility and agility offer a refreshing counterpoint to rigid planning in a field that demands innovation.
John’s vision for business education is also explored. As a board member of PRME, he champions the integration of responsible management practices into business school curricula, noting that one in three graduates globally come from business-related fields. He sees future leaders as vital to advancing the Sustainable Development Goals (SDGs), advocating for a broader understanding of success beyond profit maximization, focusing on the social and environmental impact of business decisions. John argues that the pace of change must accelerate to meet the urgency of the global challenges laid out by the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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In this engaging episode, Patrick Dunne and Rebecca Robins delve into the fascinating and timely subject of multigenerational organizations, drawn from insights in their book Five Generations at Work: How We Win Together, For Good.
For the first time in history, we have five distinct generations working concurrently across organizations globally, presenting both challenges and immense opportunities for innovation, collaboration, and social impact.
Dunne and Robins argue that the current generational discourse has become reductive, often fixated on stereotypes that do little to foster understanding or promote synergy. Instead, they propose a new narrative that embraces the strengths of every generation — whether it be Gen Z's agility and digital fluency or the seasoned wisdom and reflective thinking that older workers offer. They emphasize the importance of shifting from an "either-or" mindset that pits generations against each other to a "both-and" approach that maximizes the contributions of all age groups.
The authors highlight key findings from six years of research, drawing on extensive interviews and case studies from diverse global organizations like LVMH, Mars and the EY Foundation. These organizations have successfully integrated intergenerational dynamics to not only solve internal business challenges but also to drive positive social outcomes.
They also discuss various models of collaboration, such as NextGen boards, which have proven effective in creating an inclusive environment where different generations can share leadership and decision-making roles.
The episode also touches on how different cultures define generations and how these definitions impact workplace dynamics. From the post-apartheid "Born Free" generation in South Africa to the "9X" generation in Vietnam, the authors provide a nuanced understanding of how context shapes generational identities.
Dunne and Robins conclude with a call to action, urging leaders to recognize the unique moment we are living through — where the convergence of generations presents a "renaissance" of sorts. Instead of framing generational differences as a source of tension, leaders should see this as a once-in-a-lifetime opportunity to foster collaboration and drive collective progress, not only within organizations but across broader societal challenges like climate change, inequality, and technological disruption.
This thought-provoking discussion reframes how we should think about multigenerational workplaces, encouraging a more optimistic and pragmatic view that underscores the power of collaboration across ages to "win together for good."
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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In this enlightening discussion, Sebnem Sener, Head of Private Finance for the SDGs at United Nations Development Programme's (UNDP) Sustainable Finance Hub, provides a nuanced analysis of the vast financial gap preventing the achievement of the Sustainable Development Goals (SDGs) by 2030. The current $4.2 trillion annual financing shortfall is daunting, yet Sener emphasizes that this represents merely 1% of global wealth, urging the private sector to increase investments in SDG-aligned projects, particularly in emerging markets.
Sener explains the central role of the UNDP’s Sustainable Finance Hub in mobilizing private capital to where it is most needed, highlighting the strategic use of the organization’s global network of 170 country offices. This network provides critical local insight, market intelligence, and an understanding of country-specific policy priorities, which are essential for identifying SDG-aligned investment opportunities.
A core theme of the conversation is the challenge of managing both financial and impact risks. Sener stresses the importance of impact management systems, urging businesses to consider impact risks on par with financial risks. She illustrates this by recounting her engagement with a maternity clinic in Tanzania, where environmental concerns around medical waste had to be addressed alongside the clinic's primary goal of improving maternal health. Sener’s example demonstrates how embedding impact management frameworks into business operations can mitigate negative outcomes and enhance the overall sustainability of investments.
The interview also sheds light on the critical issue of perceived risk in emerging markets, where investors often hesitate due to political instability, economic volatility, and regulatory uncertainty. Sener argues that these risks can be addressed through innovative financial instruments such as blended finance, guarantees, and green bonds, which help to de-risk investments and attract private capital.
Deal origination remains a significant hurdle in emerging markets, and Sener introduces the SDG Investor Map as a vital tool for overcoming this challenge. The map helps identify areas ripe for investment by aligning with country-specific development needs and successful business models. The SDG Investor Map draws on the on-the-ground intelligence from UNDP’s country offices, which play a pivotal role in vetting businesses and ensuring that they are truly aligned with SDG objectives, thus enhancing credibility for investors.
Sener’s insights also emphasize the importance of collaboration. The financial ecosystem for impact is broad and diverse, encompassing not only global banks and institutions but also regional and domestic investors whose efforts often go unnoticed. This intricate network, facilitated by UNDP, creates a more fluid and inclusive market for sustainable investments.
Looking ahead, Sener remains cautiously optimistic. While the progress toward the SDGs is far from sufficient—only 15% of targets are on track—the realignment of financial systems to embed sustainability at their core presents a promising pathway forward. For Sener, the solution lies in rethinking how businesses operate, ensuring sustainability is at the heart of decision-making processes.
Throughout the conversation, Sener’s wealth of experience, from her time advising HM Queen Máxima of the Netherlands to her current role at UNDP, shines through. Her understanding of financial inclusion and sustainable finance, combined with her optimism for the future, presents a compelling vision for how the private sector can play a transformative role in achieving the SDGs.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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Crisis on the Frontline: A Closer Look at the WFP’s Expanding Challenges
Geraldine O’Callaghan, Director of the World Food Programme's Global Office, sheds light on the profound challenges faced by the WFP as the gap between global hunger needs and available resources widens significantly.
With operations in 120 countries, the WFP is confronted with a staggering increase in hunger, exacerbated by economic turmoil, escalating conflicts, and the relentless impacts of climate change.
Geraldine details how these factors have driven a nearly threefold increase in the number of people facing acute food insecurity over the past five years. Despite the WFP’s efforts to expand its reach, the organization now struggles to meet less than half of the global hunger needs, forcing tough decisions on the ground.
This discussion underscores the urgency of rethinking how the international community responds to crises, emphasizing the necessity for more sustainable and anticipatory action.
Innovative Approaches: Embracing New Solutions Amidst Dire Straits
While the global hunger situation appears increasingly dire, Geraldine O’Callaghan brings attention to the importance of innovation and creative funding solutions. She discusses how the WFP is exploring partnerships with non-traditional donors, including Gulf States and the private sector, to diversify and stabilize funding sources.
Geraldine also highlights the promising role of technology and innovation in addressing food security, from AI and early warning systems to simple yet impactful solutions like climate-resistant crops and organic waste recycling.
The conversation pivots from the bleakness of the current global landscape to a more hopeful perspective, where innovative approaches could significantly improve the efficiency and impact of the WFP’s efforts. This exploration into cutting-edge strategies and partnerships offers a glimpse of potential pathways to closing the gap between needs and resources.
A New Vision: The Long-Term Perspective on Global Food Security
Wrapping up the conversation, Geraldine reflects on her extensive experience in the development sector and stresses the need for a shift towards long-term, strategic interventions. She argues that the traditional short-term, reactive responses to humanitarian crises are no longer sufficient. Instead, there must be a focus on building resilience within vulnerable communities and integrating anticipatory action into the international response framework.
Geraldine’s call for embracing risk, tolerating failure, and investing in long-term solutions, even in the face of seemingly insurmountable challenges, serves as a powerful takeaway for listeners. Her vision is clear: sustainable change in global food security will only be achieved through a courageous commitment to long-term planning and innovation, even when immediate outcomes are less visible.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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In this episode, Jessica Anderen, CEO of the IKEA Foundation, provides an in-depth look at the Foundation's commitment to addressing the most pressing global challenges, particularly poverty and climate change.
She reflects on her journey within the IKEA ecosystem, from her extensive background in the corporate world to her current leadership role at the Foundation, highlighting the continuity in values that has driven her work over the years.
The IKEA Foundation, established by IKEA's founder Ingvar Kamprad 15 years ago, has evolved from a small organization into a significant philanthropic entity, now distributing around 400 million euros annually.
The Foundation focuses on sustainable livelihoods and environmental protection, recognizing the intrinsic link between climate change and poverty. The organization’s mission is aligned with the UN Sustainable Development Goals (SDGs), and its strategy is built on a foundation of strong values and a commitment to creating lasting systemic change.
Jessica emphasizes the importance of being on the ground and listening to the people directly affected by these global challenges. Her global experience, having lived and worked in various regions such as China, Bangladesh, and India, has given her unique insights into the local impacts of climate change and poverty.
This perspective informs the Foundation's approach, which prioritizes partnerships with local organizations that are deeply embedded in their communities and capable of driving sustainable change.
A key aspect of the IKEA Foundation’s work is in the energy sector, particularly in accelerating the shift to renewable energy. Jessica shares an inspiring example from their partnership with the SELCO Foundation in India, which aims to provide sustainable solar energy solutions to healthcare facilities, significantly improving access to care for millions of people. This project illustrates the Foundation's broader strategy of supporting initiatives that offer practical, scalable solutions to global challenges.
Jessica also discusses the Foundation's approach to developing its new strategic cycle, which will take them to 2030, a pivotal year for the SDGs. The strategy is being co-created with partners across different regions, ensuring that it is responsive to the needs on the ground and capable of delivering meaningful impact. Jessica stresses the importance of accountability, both within the Foundation and among its partners, and the need for clear, pragmatic communication to drive action.
Her leadership is characterized by a blend of urgency and optimism, informed by her corporate background, which she leverages to bring a results-oriented mindset to the philanthropic sector. She advocates for simplicity and inclusivity in language and approach, ensuring that their work is accessible and actionable for everyone involved.
Jessica believes that by staying true to their values, continuously learning, and fostering intense collaboration across sectors, the IKEA Foundation can create meaningful, lasting change that benefits people and the planet for generations to come.
Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.
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