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

Learn what one of the world’s great campaigning organisations is doing to engage with its audiences more effectively, in a manner that is inclusive and empowering. 

Stefan has been with Greenpeace since 1993 and has been driving Mindworks over the past few years. He describes Mindworks as a bit of a garage project within Greenpeace, with freedom to innovate and create new ways of working. 

At Mindworks, they dig into the latest cognitive science and social psychology to develop new ways and tools to engage people, to do audience research and to shift mindsets that, in turn, help to transform systems.

Their latest project is called ‘The Disrupted Mind’, which they started in response to COVID-19 and it aims to find out what opportunities can arise from a crisis; looking at how to change mindsets and explore how a given crisis can be used to drive positive change. 

Insight coming out of this research shows that crises are actually a good time to change mindsets. In normal life, most people have quite a fixed world view; people don’t like surprises and don’t much like to go outside old habits. 

When a crisis hits, however, most people are thrown into a state of disorientation and their world view can crumble. It is at this point where one can intervene and say to those who have been impacted: What about changing this or doing that? There is an opportunity to leverage crisis moments for the better.  

Visit The Do One Better Podcast website at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. We invite you to subscribe to the podcast, leave a review and tell your friends and family about the show. Thank you!

The Centre for Evidence and Implementation (CEI) is a global not-for-profit advisory organisation set up in Australia in 2016 with offices in Singapore, the UK and Australia.  They are a social enterprise subsidiary of Save the Children.  

CEI is a mission-driven organisation dedicated to seeing the best evidence implemented in policy and practice to improve the lives of vulnerable people. They work with a range of clients, including governments, foundations and social sector agencies by supporting them to use evidence well and to implement it well.

In order to help organisations accelerate the use of evidence on what works to improve the lives of vulnerable people, the folks at CEI do three things: (1) they support organisations to make sense of the evidence; (2) they work with them to trial, test and evaluate approaches; and (3) they work in ‘Implementation Science’ — if we think of evidence-based interventions as the ‘what’, then Implementation Science is the ‘how’.

During the conversation, we look at what it actually means to be evidence-informed in one’s philanthropy, both from a perspective of outlook and from a perspective of approach.

What is evidence and why is it important? There is a need to move away from what simply ‘sounds good’ to what is actually based on good science and research.  Moreover, there is a need to embrace a learning mindset — shifting the emphasis from trying to get it right all the time to a focus on learning and sharing what one has learned.  Innovation is also key and, counterintuitive as it may sound, being innovative also means simply doing what works, now.

Research, methodologies and frameworks have changed over the last 20 years and the potential for big data and artificial intelligence (AI) to transform the field in the coming years is tremendous.

This episode is for anyone who is keen to understand research and evidence, how it is implemented to improve the lives of vulnerable people, why it is important and how its insight can be viewed as a public good on a global level.

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A warm conversation with Ricardo Lagos, a towering figure of Latin American politics who played a highly consequential role during Chile’s transition to democracy in the 1980s and later on as President of Chile in the 2000s.

Ricardo Lagos was President of Chile from 2000 to 2006.  He left office with a remarkably high approval rating of c. 70%.   He served for the centre-left Concertación de Partidos por la Democracia coalition, championing reforms to the healthcare system, enacting free-trade agreements whilst reducing economic inequality.

We hear of his — now famous — live TV interview in 1988 where he pointed an accusatory finger directly at the camera challenging General Pinochet’s attempt to extend his rule by plebiscite.  

This was a key moment in Chile’s transition to democracy and, at the time, led many viewers to fear Ricardo Lagos was unlikely to see another day. Interestingly, he didn’t quite realise the impact of what he said during that TV interview until afterwards when people started coming up to him to tell him just how remarkable it had been.

We also hear about Ricardo Lagos' passion for tackling the climate crisis and his time as UN Special Envoy on Climate Change between 2007 and 2010. He is candid about some of the challenging conversations he had with other leaders, such as President Lula of Brazil on the harm of deforestation in the Amazon.

He remarks that in the past, the key question was ‘what’s your country’s National Income?’ These days, the key question should be ‘what’s your country’s per capital carbon emissions?’ Times have changed considerably over the past decade and must continue to change as we strive for the Sustainability Agenda.

We also get insight into the work of the Fundación Democracia y Desarrollo, which he founded after stepping down as President of Chile, and the importance of civic engagement and the power of the digital age to foster transparency in government.

Click the subscribe button and visit The Do One Better Podcast at Lidji.org for information on more than 100 other interviews with remarkable thought leaders. Thank you!

AVPN is a platform and network of investors and social funders who deploy capital for impact across Asia. Members deploy resources across a wide continuum of capital, from grant-making to impact investing, ESG and other variations. Members are both based in Asia and, also, some are global but have an interest in Asia.  AVPN is based in Singapore.

We hear of the drive for scale and the importance of working with governments. AVPN started the Policy Forum, bringing private sector capital to work together with public sector money, collaborating around social issues. Much wealth in Asia comes from business and, traditionally, we hear how there is some trepidation about working with government. But, in the social space these unlikely collaborations are key.

Thematically speaking, Gender, COVID-19, Climate Action and Health have been very pronounced within AVPN. Also, about 60% of AVPN’s members fund Education and about 50% are interested in Health. 

Naina mentions how in matters pertaining to Gender Equity and SDG 5 (UN Sustainable Development Goal 5) Asia has gone backwards in recent years. Therefore, gender has been of importance to AVPN.  Last year, AVPN launched the Asia Gender Network, which is a collaboration between HNW (high-net-worth) Asian women who came together to foster a movement that aims for a more gender equal society that is also in tune with Asian values. 

While they deeply care about gender equity, many Asian foundations are weary of terms like ‘feminism’ or approaches that embrace a more militant edge to the debate. There is much consideration to how one frames the debate and the discourse is more about soft power and getting the point across through more subtle ways — while there is a recognition that achieving SDG 5 is non-negotiable.

Knowledge sharing is a key aspect of AVPN’s work. AVPN has a Knowledge Centre that curates existing research for its members and aggregates practitioners’ insight. Their Academy aims to share this knowledge actively with a broad range of stakeholders. These initiatives are useful both for nascent philanthropists and experienced practitioners alike.

AVPN membership is at the organisation level — not individuals. Usually, it is the CEO of an organisation who represents that organisation at AVPN and, indeed, often many others from member organisations participate as well. 

AVPN also has funds focused on specific thematic areas. For instance, they have a Healthcare Fund involving key organisations such as the Gates Foundation, Johnson & Johnson, Macquarie Bank and Sequoia — all coming together to pool their money to support healthcare organisations across south east Asia. In another fund, they’re collaborating with interesting organisations such as KKR, and Naina notes that many organisations are much more keen on taking on risk when they’re active in a pooled fund than when they’re doing grant-making individually. 

Please subscribe to The Do One Better Podcast and visit our website at Lidji.org for information on more than 100 other interviews with remarkable thought leaders.  Thank you!

In many ways, Carmine is part of the American dream. He was born in Italy and when he was just three years old his family moved to the US. With no prior family history of higher education, Carmine completed his MBA at NYU, joined EY in 1985 and rose through the ranks to lead one of the world’s largest professional services organisations that employs around 300,000 people and operates in more than 150 countries. 

This conversation ranges from the personal to the professional. We hear a remarkable childhood story that led to great success and a desire to make a positive difference.

We focus on ESG factors (environmental, social, governance) and explore what EY is doing on this front, and what they’re encouraging their clients and suppliers to do as well. There is a need for standardisation in ESG accounting, a recognition that sustainability needs to be front and centre in corporate strategy and an appreciation that the time is now.

Visit The Do One Better Podcast website at Lidji.org for a full transcript of this episode.

Great Britain is very strong on the global stage of wheelchair basketball. The men’s team are currently the reigning World Champions and European Champions, and the women’s team are the Silver World Medalists and European Silver Medalists. The teams are very excited about the prospects and opportunities at the Paralympic Games in Tokyo.

In the UK there are around 17,000 people who play wheelchair basketball. And there is a new campaign, called Inspire a Generation, aimed at doubling participation with a strong emphasis on working across communities in the UK, upskilling community leaders to bring wheelchair basketball to their communities, along with developing school packs and resources for teachers so that everyone can get involved no matter where they live. 

Interestingly, out of the 17,000 people who play wheelchair basketball, 21% are non-disabled — therefore it’s truly an inclusive sport for all. And, there is demand for another 70,000 new players.

The global audience for the Paralympic Games in Rio was 4.1 billion, which was a 127% increase since 2004 and had coverage in more than 150 countries. 

This begs the question, why can’t we create the sort of professional league environment one sees in other sports, like football, cricket, tennis and hockey? 

There is a new women’s premier league in the pipeline for wheelchair baseball — a world-first — London Phoenix being the Capital’s franchise. The women will lay the foundation for this over the next three years and then men’s franchises will come in as well.

This is great for communities to come together and, importantly, to increase the visibility of the sport. It helps to challenge people’s perceptions around disability and create an inclusive environment so everyone can thrive. Having an active league with frequent, elite competition is also important for the sport to truly flourish and talent to come to the fore.

The Paralympics is gaining a huge support base and we explore whether there’s scope to integrate the Olympics with the Paralympics. It’s a question on many people’s minds.

Visit The Do One Better Podcast website at Lidji.org for more information.

We start the conversation by getting Jack’s views on the cut in UK foreign aid from 0.7% of National Income to 0.5% and this month’s House of Commons vote  on the matter.

He notes that every other G7 country is increasing its foreign aid this year, not decreasing it, and if there was ever a case for the UK to decrease its foreign aid it's not in the year of a global pandemic and the most important climate change summit since 2015. It's terrible timing and it's in the wrong direction. 

We also discuss the leading role of the private sector in embracing the UN Sustainable Development Goals (SDGs) these days and broaden out the discussion to explore the future of Scotland within the Union, the importance of global education and even delve into the world of single malts for a lighter touch.

For a full transcript of this conversation visit The Do One Better Podcast website at Lidji.org

In this episode we talk about the climate crisis and learn about ‘Peers for the Planet’ which is the House of Lords’ Climate and Biodiversity Action Group, launched in 2020 — bringing together more than 120 Members of the House of Lords who want to put the need for an urgent response to climate change and biodiversity loss at the top of the political agenda.

We also look at international knowledge-sharing on climate action between the UK’s and Canada’s upper houses of parliament and hear how Senator Mary Coyle in Canada and Baroness Helene Hayman in the UK are collaborating and learning from each other in order to leverage their respective platforms to tackle the climate crisis.

For anyone who is interested in driving forward legislative change to tackle the climate crisis and fostering international collaboration in this field, this episode will be of particular interest to you.

For a full transcript of this conversation please visit The Do One Better Podcast website at Lidji.org

The India Climate Collaborative (ICC) is an India-led platform founded in 2018 by a group of philanthropies interested in continuing to accelerate India’s development, while also exceeding its climate goals.  The Tata Trusts is one of India’s leading philanthropic foundations and an instrumental actor in driving the ICC forward.

In this episode, we learn of the fight against climate change within an Indian context and the collaboration between philanthropists and diverse stakeholders that is leading to innovative thinking and additional funding in this field.

For a full transcript of this episode, visit The Do One Better Podcast website at Lidji.org

Partners for a New Economy is a donor collaborative founded by the Oak, MAVA, Marisla and KR foundations, and today also includes the Ford Foundation and Laudes Foundation.

This conversation is for anyone who believes existing economic systems need to be improved if society is to achieve the UN Sustainable Development Goals and meet the challenges of the 21st Century.

Jo Swinson is the former leader of the Liberal Democrats in the United Kingdom. From 2012-2015, she served as Business Minister in the UK, and in 2009, she co-founded a cross-party group of MPs to work collaboratively on new economic thinking and well-being economics.

In this fascinating conversation, Jo sheds light on her current work, political experience and her personal narrative. 

For a full transcript of this episode visit The Do One Better Podcast website at Lidji.org