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Home Forums Ask the Expert Ask the Expert Session#2: Mike McCreless

  • Ask the Expert Session#2: Mike McCreless

    Posted by Dan Cheung on January 10, 2023 at 12:02 pm


    Welcome to our first ‘Ask the Experts’ (ATE) session with Mike McCreless.

    Ask the Expert with Mike McCreless
    How do you integrate impact management with financial management, when their methodologies are not designed to be interoperable? Mike McCreless of Impact Frontiers will answer questions on impact-financial integration, creative decision-making, and how investors can make more informed decisions that consider financial, social and environmental results.

    Mike is Founder and Executive Director of Impact Frontiers, a peer learning and market-building collaboration supporting investors in pioneering new ways to integrate impact alongside financial risk and return in investment practices. Mike served concurrently as Head of Investor Collaboration at the Impact Management Project from 2019 to 2021. Prior to that, Mike was Head of Impact at Root Capital. He holds an MBA and an MPA in International Development from Harvard University, as well as a BA from Yale University.

    Please submit your questions by clicking the Reply button below. You will afterwards receive the Zoom link to the event. For questions, please get in touch with .

    Vijay Kannan replied 11 hours, 49 minutes ago 5 Members · 4 Replies
  • 4 Replies
  • Meryl Ligunas

    January 19, 2023 at 3:30 pm

    Hi Mike, thank you for taking time to answer our questions. My questions are the following:

    1. How much time should an organisation allot in developing an impact rating, and what data do we need to proceed?

    2. What is your advice to small organisations with lean teams on how they can prioritise measuring their social impact on top of their daily tasks, and gradually expanding their IMM practices?

    Thanks again and I look forward to the session!

  • Juen Lin Ng

    January 26, 2023 at 4:30 pm

    Hi Mike,

    How do you help educate and inform investors about the frameworks, potential benefits, and opportunities in impact investing?

  • Alice Lo

    January 30, 2023 at 11:27 am

    Hi Mike,

    <font face=”inherit”>Thanks for the Q&A session. I was wondering how the IMM process can be simplified for small </font>impact<font face=”inherit”> </font>organizations, especially those who don’t have the time or resources to fully immersed in or properly implement IMM?

  • Vijay Kannan

    January 30, 2023 at 9:22 pm

    Hello Mike,

    Thank you for your time and insights in advance. I serve in a programmatic education nonprofit in Asia, working on strategic initiatives creating impact in the short and long term. I’ve greatly valued learning the frameworks, logic models, metric sets and impact assessment tools in the pre-reads.

    My questions: how would you advise traditional programmatic nonprofit leaders to best adapt these methodologies and processes to measure and monitor impact, communicate that impact to donors versus impact investors, and generally strengthen the robustness of our performance assessment through this impact investing lens?

    Thanks again,

    Vijay Kannan

Original Post
0 of 0 posts June 2018

Inclusive Business

Companies may choose to adopt an inclusive business model or approach that provides goods, services, and livelihoods on a commercially viable basis to people living at the base of the pyramid (BoP). Depending on the nature and size of the organisation, companies can do this by directly incorporating the BoP in their core value chain, or by piloting inclusive business initiatives through their corporate impact efforts.

Adapted from: Inclusive Business Action Network (IBAN)


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Creating Shared Value Through Inclusive Business Strategies

By CSR Asia

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This paper by CSR Asia outlines how inclusive business (IB) strategies can create shared value and walks through practical steps companies can take to develop an effective IB strategy. It makes a case for inclusive business and demonstrates how companies can leverage aspects of their value chain to create opportunities for low-income communities. You will also find a number of case studies from around the Asia region.

Corporate Foundation

Corporate foundations (or company-sponsored foundations) are philanthropic organisations that are created and financially supported by a corporation. The foundation is created as a separate legal entity from the corporation, but with close ties to the corporation. Corporate foundations tend to make grants in fields related to their corporate activities or in communities where the corporation operates, or where their employees reside.

Source: Council of Foundations

Learn more about Corporate Foundation

Corporate Social Impact Accelerator

Companies may establish Social Impact Accelerators to help enterprises looking to address a social problem over an extended period of time with a mix of financial and non-financial support, including seed funding, mentorship, training, networking and working space.

Learn more about Corporate Social Impact Accelerator

Employee Engagement

Employee engagement is any formally organised support or encouragement from companies to leverage employee time, knowledge, skills or other resources to support impact organisations. Employee engagement can vary from corporate volunteering (hands-on or skill-based, virtual or on-site volunteering) and/or corporate giving (payroll giving, employee matching) to co-investment programmes.

Source: EVPA, 2018

Learn more about Employee Engagement

Corporate Social Responsibility

Corporate social responsibility (CSR) refers to strategies that companies put into action as part of corporate governance that are designed to ensure the company’s operations are ethical and beneficial for society. These may include initiatives to support the environment, fair labour practices, philanthropy and/or sustainable business practices.

Adapted from: Corporate Finance Institute (CFI)

Learn more about Corporate Social Responsibility

Corporate Impact Fund

Corporate impact funds enable companies to make investments that are aligned with and amplified by their strategic priorities, market position and resources in order to generation measurable and mutually reinforcing social, environmental and financial returns and outcomes.

Adapted from: Stanford Social Innovation Review (SSIR), 2021

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