Would be good to share ideas here about how to effectively adapt leadership for social impact in the current geopolitical and climate reality. What would help us be as effective as possible in this new external reality?
The considerable tailwinds against changing business models/company behaviour and the nervousness for companies to take leadership positions. The community needs to consider rallying around and being consistent around 2 or 3 big asks with clear evidence of why these changes need to happen and give those companies who do want to make changes, the support including the clear rationale for doing so. In short, be a louder, more consistent and pragmatic voice than the other noise that companies are presented with,
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Discouragement. The political climate has squeezed corporations into compromising a values-driven approach to enterprise. Community champions are subsequently already facing apathy, compromise & emboldened anti-social sentiments & perspectives.
The increasing polarisation will make public debate more hostile & uncomfortable. So it will feel increasingly expensive to stand up for principles & the greater good.
And without appropriate self-care & support, it will feel increasingly exhausting & depleting.
Thankfully, progress is a huge energiser. But what are the dials on the dashboard that will indicate the kind of momentum that can sustain our efforts in such a hostile environment�
A1 : In 2025, businesses will have the opportunity to highlight their commitements around nutrition within the Nutrition For Growth Summit. This thematic should be a focus for all compagnies working in the food system (from the fork to the mouth) and all those gravitating around : finance institution, insurance compagnies, media and advertising⌠Improvments should be done to improve access to affordable, healthy and nutritious food for all.
For the other compagnies, if they have the opportunity to reach a large number of clients or employees, messages, CSR or nutrition at the workplace should be prioritized
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Managing the political transitions of 2025. Yes, thereâs the US, where policy shifts are going to have a major influence on the social impact space, but there are a lot of other countries that are dealing with the fallout of some pretty major political changes. At Swisscontact we are running in projects that support small and medium businesses in countries such as Georgia and Bangladesh, who are still facing major political crises that started last year. How can businesses find ways to support partners and stakeholders in countries with these kind of challenges.
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The geopolitical challenges will increase between the Global South and the Western countries. To handle it we need to focus on create problems facing by local communities around the world and develop more coordination
On a macro level: Our current system is broken and exacerbates the inequalities we face within our species. However, we need to ensure we live within our planetary boundaries, including its rising âfeverâ. We have inherited an economic structure that prioritises extraction, profit maximisation and continuous growth over human wellbeing and the survival of living systems on our planet. And Iâm not saying all profit is âbadâ, but itâs what you do with it that counts and how we perceive the economyâs relationship within society and the environment.
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Q2. What are the most significant challenges the social impact community will likely face in 2025, and how could we approach them?
My take:
In 2025, the social impact community in healthcare will face significant challenges driven by political, economic, and global health crises. The U.S. declaration to leave the World Health Organization (WHO) has created uncertainty about global health governance and funding, weakening coordinated responses to emergencies like pandemics and climate-related health crises. The reduced influence of a major player like the U.S. in WHO decisions undermines efforts to address global health inequities, especially in low- and middle-income countries (LMICs) that depend on international cooperation. To approach this, healthcare organizations must diversify partnerships, fostering stronger regional collaborations like those within the African Unionâs Centers for Disease Control (Africa CDC) and engaging with private sector entities for funding and technical support.
The rise in health emergenciesâfrom infectious disease outbreaks to the health impacts of climate changeârequires increased collaboration and resources at a time when political upheavals and economic instability threaten global solidarity. For instance, extreme weather events in Africa have led to surges in diseases like cholera and malaria, demanding urgent responses. Addressing this challenge involves prioritizing localized health systems that can quickly respond to emergencies. Decentralizing healthcare services and leveraging digital health technologies, such as telemedicine and real-time disease tracking, can bridge gaps in access and coordination. Additionally, governments and NGOs should invest in community health workers who act as first responders and maintain trust at the grassroots level.
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Totally agree in the need for preemptive collaboration that engages with people as suppliers within a community.
| a) | a) Global political shifts lead to reduced emphasis on social and environmental initiatives in some regions, potentially impacting international cooperation on issues like climate change and social inclusion. |
|---|---|
| b) | Economic pressures in both developed and developing countries making it harder for consumers to prioritize socially and environmentally responsible products, potentially reducing market demand for such goods. |
| c)** | Decreasing international development assistance** and changes in government incentive programs for social impact initiatives, particularly affecting deve |
| d) | Rising protectionist policies in various countries that may deprioritize or delay the implementation of sustainability standards and reporting requirements for businesses. |
| One example of this is the ESRS (European Sustainability Reporting Standards) for European organizations, with implementation repeatedly delayed and more recent indications that the overarching CSRD will reduce the amount of data required for reporting by 90%. |
I completely agree! Collaboration over competition is more important than ever given the scope of challenges weâre facing.
A2: Key challenges for 2025
- Backlash / retrenchment on DEI and climate change led by emergence of neo-conservative movements and governments.
- Unstable geopolitical environment with erosion of international norms and institutions and trust in same.
- Supply chain disruptions arising from shifting trading relationships and new protectionism.
- Impact measurement - being able to demonstrate both social and economic impact.
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A2: A significant challenge in the US will be the lack of sustainable public health funding. This along with the spread of misinformation about public health issues, especially vaccination, will leave our population vulnerable to disease.
Non-profits are also operating in a space of fear as we try and protect those populations that seek our services.
Ideas for how we can address this?
Absolutely! Seeking out women with influence at the community level to work with on developing solutions and building resilience is the best way forward.
Q2. What are the most significant challenges the social impact community will likely face in 2025, and how could we approach them?
Earning trust. Thereâs a growing skepticism around initiatives like CSR, ESG, and DEIânot just because of bad press, but because people question whether these efforts are real or just talk. To change that, we need to showânot tellâwhat impact looks like. Share the stories, back it up with results, and prove that these are real, lasting commitments â not just fluff.
Another challenge is making sure resources get to where theyâre needed most. Too many communities and causes are left behind while others get outsized resources based on proximity to capital, networks, and relationships. Fixing this means making equity a priority. Fund local organizations, let communities lead, and focus on the people who know what their challenges really are.
And finally, we need to stop working in silos. When organizations go it alone, they limit what they can do. Real change happens when we work together and break down gatekeeping.
Itâs not enough to have good intentionsâwe have to prove they work, engaging with skeptics in good faith.
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A2. One challenge is how to engage with diverse audiences and build trust between increasingly polarized stakeholders. How can we facilitate dialogues between civil society and private sector stakeholders? How can we educate diverse stakeholders on new perspectives and approaches to build bridges? At PDI we take a ânothing about us without usâ approach to impact. We also think that avoiding naming and shaming is important.
A2 - significant challenges: The negative impact of nationalism/chauvinism on budgets and, dare I say it, our hearts. We need to stay resilient and keep focused on why weâre doing this work. To quote civic engagement activist Pete Davis, we need to remain âlong haul heroes.â This week in the U.S., we commemorated the life of one of our greatest heroes, Dr. Martin Luther King, who reminds us that all of us âare caught in an inescapable network of mutuality, tied in a single garment of destiny. Whatever affects one directly, affects all indirectly. I can never be what I ought to be until you are what you ought to be, and you can never be what you ought to be until I am what I ought to be.â Onward, together!
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Will be great to hear more about the work you are doing Alexandra!
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2. What are the most significant challenges the social impact community will likely face in 2025, and how could we approach them?
A2.
One of the biggest challenges in 2025 will be navigating an evolving political landscape, marked by the possibility of rapidly changing regulations. Rising consumer and regulatory demands for greater transparency and fair treatment in supply chains will push companies to stay ahead of compliance requirements. To address this, businesses must proactively adopt robust sustainability and reporting practices that not only meet these expectations but also position them as leaders in ethical operations.
Additionally, environmental impactsâsuch as climate change and resource scarcityâwill intensify the struggles of those at the bottom of supply chains, making already precarious conditions even worse. These challenges will also increase the complexity of responsible business operations, requiring more effort and innovation to uphold commitments to social and environmental impact.
To approach these challenges effectively:
Stay Proactive with Policy Changes:
Businesses should invest in monitoring and forecasting regulatory trends to ensure timely adaptation. Collaborating with industry groups and policymakers can also help shape practical, impactful regulations.
Strengthen Resilience Among Vulnerable Communities:
Companies must prioritize initiatives that build resilience among farmers and workers, such as promoting climate-resilient practices, providing financial support, and facilitating access to resources.
Embed Transparency into Operations:
Enhanced supply chain visibility and transparent reporting should become non-negotiable aspects of business practices, helping to build trust and accountability with stakeholders.
Foster Cross-Sector Collaboration:
Joining forces with governments, civil society, and industry alliances can amplify efforts to address both regulatory and environmental challenges while fostering the exchange of knowledge and resources. Participating in initiatives like the Living Income Community of Practice, and similar networks, can enhance collaboration not only across sectors but also across geographies.