Do One Better with Alberto Lidji in Philanthropy, Sustainability and Social Entrepreneurship

The CEO of the David Lynch Foundation, Bob Roth, shares his insights on the role of Transcendental Meditation (TM) in tackling chronic stress and improving health outcomes. Filmmaker David Lynch and Bob Roth co-founded the foundation in 2005. 

Roth highlights the devastating impact of toxic stress, which has evolved into a global crisis. Chronic stress, he explains, is distinct from everyday pressures and challenges; it overwhelms the nervous system, triggering a persistent "fight or flight" response that depletes physical and mental health.

This ancient, evidence-based meditation technique is simple, natural, and effortless — accessible to anyone from schoolchildren to corporate executives.

Roth notes that through regular practice, individuals experience profound relaxation that can reduce cortisol levels, lower blood pressure, and alleviate anxiety and depression. 

We explore a range of angles, from TM's impact on stress levels and health to reducing healthcare costs and helping corporates improve their bottom line.

Roth highlights that stress-related conditions are the leading cause of death for firefighters, police officers, and healthcare professionals—populations who are now benefitting from TM programs delivered by the foundation.

Roth underscores the importance of integrating TM into mainstream healthcare systems, which he argues can transform public health outcomes at scale.

He notes that TM’s accessibility — it requires no belief system, takes just 20 minutes twice a day, and delivers immediate benefits — has contributed to its widespread adoption. The foundation’s global footprint now spans 35 countries and TM is endorsed by figures like Ray Dalio, Hugh Jackman, and Jerry Seinfeld, who actively support the foundation’s mission. 

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 300 case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

The CEO of the Rodenberry Foundation, Lior Ipp, on elevating small, locally-led organizations driving systems change.

The Roddenberry Foundation aligns its philanthropic vision with the values of equity, diversity, inclusivity, and justice that were hallmarks of Gene Roddenberry’s Star Trek legacy. 

The foundation operates four core programs designed to catalyze meaningful impact: the Catalyst Fund for early-stage, high-risk social enterprises; the Roddenberry Fellowship, which supports U.S.-based social justice leaders; the biennial Roddenberry Prize, which this year emphasizes "AI for Good"; and the +1 Global Fund, a funders’ collaborative addressing systemic challenges in underserved regions. Each program reflects a commitment to supporting innovative, underrepresented, and often overlooked organizations and individuals.

A highlight of the conversation centers on the +1 Global Fund. Initially launched as a COVID-19 relief initiative, it has evolved into a groundbreaking funders’ collaborative targeting small, locally-led organizations in Sub-Saharan Africa. These organizations — dubbed "triple threats" for their small size, local leadership, and systems-oriented approaches — are having outsized impacts despite their limited resources.

Lior discusses the success of the fund’s peer-nomination model, which taps into the knowledge of grassroots networks to identify high-impact candidates that might otherwise go unnoticed.

Lior emphasizes the foundation’s evolution from merely disbursing funds to fostering an ecosystem that includes capacity building, organizational development, and collaborative networks. The initiative’s mapping platform, set to launch next year, will provide unprecedented access to data about these often-overlooked organizations, bridging the gap between funders and grassroots changemakers. This tool aims to enable better funding strategies and illuminate the interconnectedness of organizations tackling global challenges.

The conversation also highlights the broader implications for philanthropy, urging funders to take calculated risks on small, locally-led organizations and collaborate more extensively. Lior underscores the necessity of moving beyond traditional funding approaches that prioritize well-established organizations and instead recognizing the transformative potential of small-scale systems changers.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Nick Grono, author of How to Lead Nonprofits and CEO of the Freedom Fund, delves into the unique challenges and responsibilities of nonprofit leadership, offering valuable insights drawn from two decades of experience in the sector.

Grono reflects on the complexities of guiding purpose-driven organizations, contrasting the quantifiable metrics of success in the private sector with the more elusive task of measuring impact in the nonprofit world.

He underscores how nonprofit leaders must grapple with ambiguity, balance diverse stakeholder expectations, and navigate the tensions between aspirational goals and practical realities.

We explore the nuanced role of culture in nonprofit organizations and highlight the transformative potential of a positive, cohesive culture — what he calls a "superpower" — founded on psychological safety.  This environment, where all voices are valued and dissenting perspectives are welcomed, is crucial for fostering innovation and ensuring better decision-making. Grono stresses that such a culture is cultivated by leaders who model vulnerability, acknowledge their mistakes, and create spaces for candid dialogue.

The conversation also explores the thorny issue of impact measurement, which Grono argues is vital despite its inherent challenges. Unlike financial accounting in the corporate world, nonprofit impact is often subjective and context-dependent, demanding greater intentionality and honesty in its evaluation. Grono illustrates these difficulties with examples from his work at the Freedom Fund, noting the pitfalls of oversimplifying metrics like the number of meals served or people rescued, which may fail to capture the broader systemic changes nonprofits aim to effect.

Ultimately, Grono’s insights underscore the unique leadership skills required in the nonprofit sector — an ability to navigate complexity, inspire trust, and build cohesive teams, all while staying anchored to the organization’s mission. His reflections offer lessons not just for nonprofit leaders, but for anyone seeking to understand how to lead with purpose in a rapidly changing world.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Sidsel Kristensen, CEO of the LEGO Foundation, offers a deep look into the Foundation’s mission to champion playful learning and create sustainable, impactful initiatives for children globally. The LEGO Foundation has a 25% stake in the LEGO Group.  At the heart of the LEGO Foundation’s work is its belief in learning through play — a philosophy Kristensen describes as a powerful approach to fostering creativity, resilience, and critical thinking in children, from infancy through adolescence.

Far beyond a brand rooted in toys, the LEGO Foundation is an influential force in global education and child development. This enables the foundation not only to lead initiatives independently but also to create robust alliances that drive systemic change in underserved communities worldwide.

The LEGO Foundation’s efforts focus on children aged 0-12, but Kristensen emphasises that the philosophy of playful learning is a lifelong mindset, encouraging curiosity, adaptability, and collaboration.

Kristensen underscores the necessity of learning from both successes and setbacks. To this end, the Foundation prioritises quality in grant-making, which she defines as investing thoughtfully, building a solid evidence base, and fostering a culture of continuous learning among grantees. The commitment to learning through evidence is central, with the Foundation’s partnerships not only serving children directly but also generating insights that shape policy. 

A key area of discussion is the challenge of amplification: how to communicate the insights and successes of the Foundation’s initiatives in a way that resonates with governments, policymakers, and the wider public. Kristensen reflects on the importance of simplifying complex issues without diminishing their significance, helping communities and leaders see that playful learning is not mere play, but a strategic approach to lifelong skills development. She points out that the brand strength of LEGO enables the Foundation to amplify its message effectively, allowing partners to leverage this brand association to build their own credibility in local contexts.

Reflecting on the future, Kristensen outlines a strategy focused on impact, context-driven partnerships, and quality in grant-making, underscoring a vision that emphasises sustainability and scalability. She candidly discusses the complexities of creating sustainable change, noting that while philanthropy has a unique ability to take risks and innovate, it must also be accountable and pragmatic. The ultimate goal, Kristensen explains, is to influence ecosystems and drive changes that endure beyond individual grants or programs. She closes with a call for enhanced collaboration across funders, believing that transformative change requires collective efforts rather than isolated projects.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Geoff Wilson shares insights into his journey from financial success to a deep commitment to philanthropy, driven by a blend of personal values and a vision for the social impact potential within the asset management industry.

Growing up in a middle-class family in Melbourne, Australia, Wilson absorbed values that emphasized community engagement, a theme that he has woven into his professional life over 44 years in finance. Wilson's story is a testament to how philanthropic endeavors can be intricately tied to financial success and how strategic giving can transcend traditional methods.

Geoff Wilson is the founder of Wilson Asset Management in Australia, and this episode dives into Wilson's innovative financial model, which redefines the role of fund management fees. Inspired by a UK-based cancer research fund, Wilson established the Future Generation and Future Generation Global funds in Australia, where managers oversee assets pro bono. This model allocates management fees toward charitable causes rather than the fund’s bottom line. His structure not only benefits the charities but provides value to investors who pay lower fees while accessing premier fund managers. Wilson’s focus has centered on supporting causes like youth mental health and children at risk, establishing a collaborative funding approach that’s become influential within the Australian finance and philanthropic landscapes.

Wilson’s funds were received with initial skepticism in Australia, as the philanthropic landscape was, until recently, conservative about publicizing donations. However, his pro bono investment structure has since inspired other funds to adopt similar models, and it now channels millions annually into Australian charities. This initiative represents a "win-win-win" for fund managers, investors, and charities alike — a sentiment Wilson describes as the driving ethos of his model.

Beyond financial commitment, Wilson encourages others worldwide to replicate this model, suggesting that an interconnected global approach can support more resilient philanthropic ventures. Emphasizing that impactful giving is as much a personal journey as a financial one, he describes his own evolving sense of purpose: once focused on wealth accumulation, he now finds profound fulfillment in maximizing social impact and improving lives through sustainable philanthropic structures.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

In this engaging conversation, Dr Simon Lyster, Chair of the Essex Local Nature Partnership, delves into the promising strides being made in nature recovery within Essex, a region in the United Kingdom.

Despite the global trend of biodiversity loss and environmental challenges, Essex presents a model of positive change through collaborative efforts and innovative strategies.

This episode explores the multi-faceted approach taken by the Essex Local Nature Partnership, emphasising the importance of cross-sectoral cooperation and the involvement of diverse stakeholders—including conservation NGOs, local governments, businesses, farmers and communities.

Dr Lyster provides a nuanced understanding of how the UK’s 2021 Environment Act has become a cornerstone of these efforts. This legislation is particularly noteworthy for mandating that public authorities not only protect but enhance the natural environment. It has also introduced the principle of biodiversity net gain, which requires new housing developments to leave the environment at least 10% better than before.

This policy has encouraged a collaborative relationship between developers and environmentalists, turning a potential point of contention into an opportunity for mutual benefit. The ability to demonstrate biodiversity improvements has made developments more attractive, adding to their appeal and marketability.

Throughout the conversation, Dr Lyster emphasises the crucial role of community involvement in driving this nature recovery. Local groups have been empowered to undertake conservation activities, from creating wildflower meadows to restoring wetlands. This grassroots energy complements top-down policies and builds momentum for ecological restoration at a landscape scale.

The partnership's ongoing work to develop a comprehensive Local Nature Recovery Strategy for Essex is set to provide a clear vision for the future, detailing priority areas for habitat restoration and enhancing ecological connectivity across the county.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Jared Blumenfeld, President of the Waverley Street Foundation, discusses the foundation’s bold mission to deploy $3.5 billion over ten years to tackle climate change. The foundation was created and funded by Laurene Powell Jobs.

Blumenfeld explains that unlike traditional foundations with perpetual funding models, Waverley Street’s "spend-down" approach reflects the time-sensitive nature of the climate crisis, seeking to galvanize action that can yield transformative results within the short window left to mitigate severe environmental impacts.

Blumenfeld highlights the foundation’s core focus areas: regenerative agriculture and renewable energy. He stresses that these are not arbitrary selections but fundamental systems that underpin resilience in communities and can foster economic stability while addressing environmental challenges.

By focusing on community-driven solutions, the foundation aims to empower local actors who are vital to generating the political will and corporate accountability necessary to drive large-scale change.

One of the foundation’s defining characteristics is its "bottom-up" strategy, where solutions emerge from local communities rather than being imposed by top-down mandates. Blumenfeld explains that communities must see tangible improvements in their lives from climate interventions. This is especially important to create a groundswell of public support for climate policies, which often stall due to a lack of localized relevance.

The foundation has grown significantly in its first two years, evolving from a startup-like team of four to a robust organization with 27 staff members, all aligned with this grassroots ethos.

Geographically, the foundation’s efforts are concentrated in G20 countries, including the U.S., Mexico, Brazil, India, Indonesia, and South Africa. Blumenfeld emphasizes that the challenge is global, but the foundation has strategically narrowed its focus to these key regions to maximize impact.

By prioritizing regenerative agriculture and renewable energy, Waverley Street aims to transform food and energy systems, thereby strengthening both ecological and economic resilience in the face of increasing climate shocks.

Blumenfeld also delves into the complexities of deploying such a vast corpus of philanthropic funding. He reflects on the difficulty in identifying high-impact grantmaking opportunities and how the foundation has used a "success mapping" approach to identify promising initiatives that can be scaled globally.

Looking ahead, Blumenfeld is optimistic about the momentum building in the climate space, particularly the growing intersection of climate with other philanthropic areas such as education, healthcare, and agriculture. He calls for a broader definition of climate philanthropy, one that engages with a diverse range of sectors and funders who may not traditionally see themselves as part of the climate movement but are crucial to achieving systemic change.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

CEO Roundtable Discussion: The Entrepreneurial Mindset to Drive Social Impact. The CEOs of the Duke of Edinburgh's International Award Foundation - Australia (Peter Kaye), the Veddis Foundation (Murugan Vasudevan), Maanch (Darshita Gillies), and the MD of the Peter Jones Foundation (Bill Muirhead), join Alberto Lidji in his capacity as Visiting Professor at the Hunter Centre for Entrepreneurship at Strathclyde Business School and Founder of the Do One Better Knowledge Hub and Podcast to discuss why an entrepreneurial mindset is invaluable in driving forward social impact. Alberto was formerly the Global CEO of the Novak Djokovic Foundation. The panel was also joined by Dr Phil Considine, Director of Executive Development at Strathclyde Business School.

This discussion was held live on 4th October 2024 with a global audience. The panel was based in England, Scotland and India.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.  

Catherine Johnstone, CEO of Royal Voluntary Service (RVS), provides a compelling and thoughtful analysis of the evolving role of volunteering in society, highlighting the ambitious initiatives and rich legacy of the RVS.

The organisation, with a history dating back to World War II, has played a pivotal role in mobilising citizens to take active roles in their communities. From backfilling roles on the home front during the war to feeding the nation and building community resilience through Meals on Wheels and social welfare programs, RVS has continually adapted to meet the needs of the times.

Johnstone delves into the organisation's efforts to modernise, not only through its services but also through its use of technology. A striking example of this innovation is the virtual village hall, an online platform where 60,000 users engage in activities such as yoga, book discussions, and social interaction. This platform is a testament to RVS's ability to leverage digital spaces to foster community and connection. More impressively, the organisation managed to mobilise over a million volunteers during the pandemic, providing crucial services such as helping vulnerable individuals access medical appointments and medications. This period, according to Johnstone, was one of the most exhilarating and challenging in her career, where RVS demonstrated the power of civic mobilisation at scale.

The discussion also highlights the disruption caused by the pandemic, which revealed the UK’s deep well of volunteering potential. Johnstone discusses how pre-pandemic notions of volunteering often centred on older, wealthier demographics with time to spare, limiting broader participation. During the COVID-19 crisis, the surge of 12.4 million people volunteering in various capacities — from mutual aid groups to vaccine centres — demonstrated that the desire to contribute is widespread across all age groups and backgrounds. This shift, Johnstone suggests, presents an opportunity to rethink how volunteering is structured, making it more accessible, flexible, and suited to modern lifestyles.

Looking forward, one of the most exciting projects discussed is the upcoming launch of a "volunteering marketplace" in early 2025. This marketplace aims to create a frictionless, collaborative space where individuals can easily volunteer across organisations, with streamlined processes for background checks, training, and onboarding. Johnstone emphasises the need for a system where volunteers can move seamlessly between roles, with trust and transparency between organisations. This initiative seeks to expand the scope of volunteering, making it easier for people of all ages and backgrounds to get involved, whether through in-person roles or remote opportunities.

Johnstone also addresses the challenges of the current volunteering infrastructure, which is often underfunded and inconsistent across regions, particularly in areas that need it the most. She argues for the necessity of local and national collaboration and underscores how digital tools can play a critical role in making volunteering more universal and accessible.

The volunteering marketplace will not only cater to traditional charities but will also be designed to integrate with the public sector and businesses, aligning with corporate social responsibility goals. This marketplace, Johnstone explains, is part of a broader strategy to make civic engagement and active citizenship an integral part of British life. By facilitating the participation of businesses and individuals alike, the marketplace will enable more people to contribute in ways that are meaningful and impactful, reflecting the reality that people are not just workers or volunteers on certain days — they are citizens every day.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship. 

John Goodwin, Executive Chairman of the Learning Economy Foundation, offers an insightful examination of how emergent technologies — particularly verified credentials and digital credentials — are set to transform global education and employment systems.

Through his role, John advocates for leveraging technology as a public good to promote equity, mobility, and individual agency, especially in underserved populations.

The Learning Economy Foundation, unlike traditional philanthropic organizations, focuses on developing open-source technologies and infrastructure that others can build upon, facilitating systemic change and innovation.

A major theme in the conversation is the role of verified digital credentials, which allow individuals to hold digital versions of diplomas and certificates that carry the same credibility as traditional paper equivalents. These credentials have wide-ranging applications, from employment and education to areas like property rights, and aim to simplify and secure the transfer of qualifications across borders and systems.

John emphasizes that the foundation is particularly focused on addressing gaps in the current education systems that fail to serve impoverished populations, especially in developing countries. By enabling the use of low-cost digital solutions, they hope to make a meaningful impact where educational inequity is most prevalent.

John’s past experience as CEO of the LEGO Foundation and his work with the Principles for Responsible Management Education (PRME), a UN initiative, further illustrates his commitment to systemic change in education. He acknowledges the inherent challenges of shifting long-established systems but stresses the importance of multi-stakeholder engagement and collaboration to drive meaningful progress.

Systemic change, as John learned during his tenure at LEGO, cannot be achieved in isolation; it requires the cooperation of governments, educational institutions, businesses, and technologists working together toward a common goal.

The conversation also touches on the importance of serendipity in this process. John highlights that while planning and strategy are vital, unexpected opportunities and collaborations often become key turning points. His reflections on embracing flexibility and agility offer a refreshing counterpoint to rigid planning in a field that demands innovation.

John’s vision for business education is also explored. As a board member of PRME, he champions the integration of responsible management practices into business school curricula, noting that one in three graduates globally come from business-related fields. He sees future leaders as vital to advancing the Sustainable Development Goals (SDGs), advocating for a broader understanding of success beyond profit maximization, focusing on the social and environmental impact of business decisions. John argues that the pace of change must accelerate to meet the urgency of the global challenges laid out by the SDGs.

Thank you for downloading this episode of the Do One Better Podcast. Visit our Knowledge Hub at Lidji.org for information on 250+ case studies and interviews with remarkable leaders in philanthropy, sustainability and social entrepreneurship.