The case highlights the evolution of ISL, a non-profit based in India, which aimed to empower disadvantaged communities through innovative education and technology. Its founder and executive director, Leo Joseph, was conscious of the importance for ISL to evolve, making its offering as targeted and impactful as possible. The net promoter score ratings from ISL’s last two community changemakers programs were extremely high—96.5 per cent—but Joseph was concerned that the direct impact on marginalized communities was minimal. Should this area be ISL’s focus in the future? Or should ISL instead focus its energies on its more recent projects: educating girls, building critical literacy, and using artificial intelligence for social impact? What was the right strategic direction for ISL? And what should it be measuring?
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