The world is undergoing significant transition, from rapidly evolving geopolitical tensions and the rise of artificial intelligence to the long-term impacts of climate change and societal polarisation. The global economy too is in a state of flux in light of sweeping tariffs. Faced with these complex and interconnected challenges, a collective effort is needed – one that assembles a diversity of actors, including those often marginalised and on the frontlines of these crises.
In recent history, society has championed the lone innovator – an archetype that sees individuals working independently to devise and advance new ideas. Impacts and achievements are often attributed back to a single ‘heroic leader’ or organisation, while the work involved to build relationships and consensus takes a back seat in popular narratives. Even our legal and financial systems are designed for individual organisations. Yet, true innovation rarely emerges in solitude. It lies in our interaction with others, in the sharing of information accrued over time and across generations and communities. It takes place when we collaborate to solve shared problems, and we certainly have no shortage of these today.
But how do we make this happen in practice? We might consider turning to those who focus their innovation on how they work together, not only in what they build.
Collective social innovators are not just creating new products, services and delivery models for advancing social and environmental value but also introducing new ways of collaborating to drive systemic change. Through in-depth interviews and research into these kinds of innovators, the Schwab Foundation for Social Entrepreneurship has compiled key learnings into its latest report which can inform our strategies for effective cooperation.
Coming together for a common cause
Where collective social innovators excel is in their ability to bring together a broad range of stakeholders in pursuit of a shared mission, from local communities and non-governmental organisations to businesses and governments. Sometimes these are unlikely partners, but they are critical to overcome the impasse of what are often called “wicked problems”. They do so not by ensuring the representation of all parties in a tick box exercise, but by creating an environment where all voices, experiences and perspectives are heard. This nurtures a foundation of mutual trust and confidence, while revealing areas of convergence that can be used to shape a shared narrative. Developing this narrative unites groups around a common cause, while allowing flexibility in goals and approaches – all guided by a collection of principles, methods and practices also identified through a participatory process involving workshops and the like.
Take, for example, StreetNet International. It assembles street vendors, market traders and informal economy workers worldwide around a new narrative that recognises their vital contributions to local economies and their right to decent work conditions. This shared narrative has helped these workers adopt a united front and become increasingly influential on the national and wider international stage, shaping policies that affect their livelihoods and rights. StreetNet has since also initiated the International Day of Street Vendors celebrated on 14 November, representing a powerful platform for raising awareness and advocating for inclusive regulations.
Reimagining resource management
Collective social innovators are also surfacing alternative ways to manage resources, data and funding. More often than not, we have relied on market dynamics of supply and demand or government regulation to determine how common goods are distributed. But there is an opportunity to return decision-making back into the hands of local communities. Amazon Sacred Headwaters Alliance, for instance, have convened 30 Indigenous nations for the first time. Together, they have developed a Bioregional Plan to protect 86 million acres of rainforests rich in biodiversity. Likewise, these innovators are overcoming data collection hurdles and unwieldy systems of subgrants.
By enabling joint efforts, particularly between the public and private sectors, they are unlocking extensive datasets to support evidence-based policy alongside substantial amounts of funding. This is exemplified by African-based entity, Financing Alliance for Health. It has built bridges between governments, donors, private-sector companies and communities to deploy more than $650 million towards primary and community health programmes, while facilitating data sharing across countries on the continent.
Restoring agency and surfacing insights
This successful pooling of resources can largely be traced back to the adoption of a collective architecture; typically consisting of three layers to enable the representation and participation of thousands, if not millions, of people. The supporting layer represents the administrative backbone, in charge of managing resources and coordinating efforts. The network layer serves as the ‘connective tissue’, linking groups across different geographies. And finally, the action layer consists of grassroots groups that engage directly with constituents to execute on-the-ground operations. This model especially lends itself to giving voice to those often overlooked or underutilised.
There is no one-size-fits-all solution in sustainable development. The impacts of global crises manifest differently from one geography to the next; from one community to another. By building a participatory architecture, collective social innovators are tapping into community wisdom to deliver impactful solutions for lasting change.
Stronger together
The interconnected nature of modern-day challenges requires us to embrace innovative forms of organising to include diverse perspectives and bridge established institutions. Collective social innovators are showing us a fresh path forward. Let us take their lead as we seek to build a more inclusive, sustainable and resilient world for future generations to come.
