Firetail has partnered with the RSPCA to produce the 2024 Wilberforce Report. It explores scenarios for the future of animal wellbeing through to 2050.
What might the world look like in 10 years? Is it useful to dedicate time to imagining the future when you’re in the middle of a crisis? How do you make Futures Thinking ‘stick?’
Last week, we talked about how leaders of social impact organisations can galvanise support for this kind of work. Here are 6 insights from the session.
We work a lot with partners. As well as bringing specialist sector skills and knowledge, they offer us fresh perspectives to any given project. More importantly, we love working with them and share their desire to deliver positive social change.
A common missing element in futures work is the connection to strategy. At its core, strategy is about choices—what to do and what not to do. Futures thinking strengthens this choice-making capacity by providing context for decisions and revealing their implications across different possible futures.
Innovation funds blend investment savvy with social purpose. In this Firetail webinar recap, Jim Clifford OBE and Kirsten Hopkins explain how these funds accelerate impact, recycle capital, and build learning networks—while warning of common pitfalls—and share first-step models for charities, foundations, and corporates.
In last week’s Lunch & Learn webinar, Andy Martin was pleased to be joined by John Hitchin, the Co-Founder of Stories of Change for a presentation and discussion of how to better connect, evaluation, learning, and strategy.
John presented four frameworks during the session, which you can use to help your organisation interrogate what impact you are trying to measure, the relationship between strategy and performance systems, and the importance of time and the maturity of what you are evaluating.
