Dedication
Foreword
Introduction: Making the impossible possible
- Rise of the impact investor model
- Solving the world's problems with two simple rules
Part 1: Know what your everyday impact should be
Chapter 1: What is your purpose?
- Defining your raison d'ªtre
- The 'aha' moment
- Frequently asked questions
- Action to take
Chapter 2: What is your role?
- Gaining clarity
- Give a voice
- Shine a spotlight
- Rattle cages
- Frequently asked questions
- Action to take
Chapter 3: What is your scale?
- Letting your purpose drive your scale
- Determining scale based on capability
- Get customers
- Bring money through the door
- Spend money
- Do something valuable with the leftover money
- Build assets
- Invest in yourselves
- Deliver the best services possible
- To merge or not to merge?
- Frequently asked questions
- Action to Take
Chapter 4: What are your goals?
- Setting minimalist goals
- Frequently asked questions
- Action to take
Chapter 5: What are your values?
- Using values as a differentiator
- Frequently asked questions
- Action to take
Chapter 6: Gaining traction
- Discovering where and how to apply your energies
- Three ways to simplify your strategy
- Talk about what's not going to change
- Get your people to sell to your people
- Describe it simply
- Assessing uptake of the new strategy
- Frequently asked questions
- Action to take
Part 2: Create everyday impact, every day
Chapter 7: Care about results
- What assurances do you want?
- Three more must-have ingredients
- Frequently asked questions
- Action to take
Chapter 8: Focus on priorities
- Hitting the sweet spot of investment
- Fighting opportunity gluttony
- Frequently asked questions
- Action to take
Chapter 9: Futureproof by innovating
- Democratising innovation
- Innovating on demand
- Frequently asked questions
- Action to take
Chapter 10: Leverage your customers
- Gaining power through leverage
- Transferring power to your customers or beneficiaries
- Frequently asked questions
- Action to take
Chapter 11: Maximise your impact through partnerships
- Common customers, common cause
- Agreeing on principles
- Determining the depths of your partnerships
- Frequently asked questions
- Action to take
- Planning your partnerships (internal thinking)
- Improving your partnerships (external thinking)
Chapter 12: Profile through data and stories
- Painting a vivid picture through numbers
- Finding your stickiness
- Frequently asked questions
- Action to take
Chapter 13: Creating a meritocracy of ideas
- Two common misconceptions about scaling ideas
- Using 3D thinking to germinate your best ideas
- Reframing common biases that limit ideation
- Frequently asked questions
- Action to take
Conclusion: The true secret to making the impossible possible
- Rule #3
- It doesn't end here
About the author
Acknowledgements