Impact Management

This article introduces GDEIB as a global framework for managing diversity, equity, and inclusion, showing how organizations can move from commitment to measurable impact and systemic change.

This review examines The Accounting Paradox, highlighting how financial accounting can both obscure social and environmental costs and become a powerful tool for impact, accountability, and systemic change.

Organizations in Asia can shape global practice and demonstrate to others how to effectively implement management standards that integrate impact management. The need for action is clear – and standards from the UNDP and ISO provide important practical guidance on how to make this a reality. Which standard an organization selects will likely depend on familiarity and market pressures to align with one or the other.
What is clear is that failure to integrate impact management is not the result of a lack of tools or capability. Rather, limited implementation to date is primarily explained by the absence of meaningful consequences for decision-makers. Yet, these consequences are rapidly materializing, and those organizations that adapt will be those that continue to create lasting value for stakeholders – including those with a financial stake.
The perceived complexity of making the necessary transformation is one of perspective. If viewed as reaching an end-state, rather than an effectively managed process of development and learning, it will likely appear too complex.
Optimizing contributions to sustainable development is a consequence of applying appropriate governance and technical discipline. Without strategic execution and the necessary systems, processes, and behaviours, the desired organizational reality will not be realized.
Commitments to sustainability and the SDGs are long-standing – we now enter the period of action – and the time for organizations and leaders to demonstrate their integrity and secure long-term value creation is upon us.

This opinion article illuminates how artificial intelligence technology can play a significant role in employing Impact Measurement and Management (IMM) in different organizations around the world.

The Value Model and Impact Measurement and Management overcome ESG ratings’ limitations by emphasizing measurable outcomes, transparency, and stakeholder inclusivity, enabling sustainability and finance professionals align financial returns with meaningful societal and environmental impacts.

In this interview, Larry Oruro, Project Manager and Sustainability Leader at Real Time Management (RTM), discussed how consultancies drive impact by promoting effective measurement and management practices. He emphasized that RTM helps organizations adopt impactful strategies by focusing on clear communication and cultural adaptation, such as using stakeholders’ language. Larry also highlighted that a consultancy must be rooted in sustainability values to inspire the same commitment in the organizations they advise. Successful impact relies on integrating sustainability into core business practices and continuously improving through impact measurement and certifications. This interview was conducted by Marycielo Valdez Sanchez for the Asian Impact Management Review (AIMR) to explore entrepreneurs and projects worldwide that strive to create a positive impact, share their challenges and achievements, and understand how they manage and measure their impacts.

In the impact investment paradigm, social business (SB) emerges as a beacon of hope, a profit-with-purpose-driven model that includes the zero-return (non-dividend) financing approach. It capaciously yields higher social benefits by virtue of its seven operational principles. SB’s impact could be profoundly enhanced by anchoring it with grants, social investment wholesalers, corporations, and high-net-worth individuals.

Impact assessment and measurement are vital to achieving the desired outcomes of impact-first as well as sustainable impact investment strategies, as illustrated by this case study of a South African youth employment program.

This study examines operationalizing Social Value (SV) in an organization through a case study of ISG Ltd. We propose the “Connect Activities to Goal” (CAG) framework (Capacity Building, Action Planning, Guided Behavior) to bridge the gap between SV strategy and measurable SV goals.

Impact investors often need to deal with a complex list of impact metrics. We review different methods of harmonizing the impact metrics by monetization to provide a standardized assessment of sustainable investments.