There are a handful of essential questions that every organization – certainly, every organization taking on social challenges – must answer regularly and honestly: Are we solving the right problem? Have we outlived our usefulness? Is it possible we’re pursuing the wrong core strategy?
But that’s much, much easier said than done. For one, the key actors in any successful organization have bought in to its strategy, necessarily giving up the objectivity required for rigorous self-examination. For two, tackling questions is dangerously disruptive, introducing discomfort and insecurity among staff, volunteers and boards of directors.
This is why GreenHouse principals launched Insight Labs as the first-ever philanthropic think tank. Between 2010 and 2014, we we enlisted more than 750 big thinkers from business, government, philanthropy, academia and the arts to tackle the foundational challenges facing 45 public, private and social-sector institutions.
The Labs became best known for our novel approach: invite a dozen or so subject matter experts to tackle a challenge in which they did not have expertise; keep the invite list secret from even the participants until the project was launched; and do most of the work in a three-hour flurry. It was most aptly described as “the love child of a think tank and flash mob for good.”
Our first effort was on behalf of what is now Lurie Children’s Hospital in Chicago, whose nearly billion-dollar capital campaign had stalled in the wake of the 2008 recession. Together, we deconstructed the ground-breaking engagement strategy of Barack Obama’s first run for president, and mapped it to the potential, expanded role of children’s hospitals in society.
Over the next 60 months, we convened brain-trusts at the request of groups as diverse as NASA, the U.S. Holocaust Memorial Museum, the U.S. State Department, the TED Conferences, Boeing and Starbucks. Our approach was explored in books and magazines, including Forbes and Fast Company.
The Clinton Global Initiative broke important, new ground in social impact: holding corporations and social sector organizations accountable for their commitments to do good. As members of CGI, we made and fulfilled our own commitment to improve economic conditions for professional musicians in New Orleans.
“We commit to take action to improve the standard of living and bolster the social safety net for musicians working in New Orleans,” our pledge read. “Through this commitment, we will develop new, more effective models for directing financial resources and providing social services to musicians.”
We fulfilled the commitment through UX for Good, an initiative GreenHouse started with Jason Ulaszek to enlist the world’s top user experience designers in solving social challenges. The project in New Orleans was awarded the experience design industry’s top honor.