Appendix A: Expanded Methodology Through our quantitative survey
in the six regions we studied. Rather than
collection and in-depth interviews, we
describing a single tool or organizational
sought to understand where and how
strategy, these strategies apply broadly,
social entrepreneurs are tackling climate
address multiple barriers, and can
change. Furthermore, we wanted to
inform the work of a broad spectrum of
analyze how the work of Ashoka Fellows
stakeholders seeking to drive systemic
has adapted and evolved due to (1)
change. Strategies — also known as
technological advancements and (2)
Design Principles — often focus on forging
increased awareness of the importance of
new opportunities for changemaking or
climate change. We also asked questions
incentivizing action. By shifting mindsets
to understand how they are engaging in
and engaging old and new players in the
the broader community in their work.
ecosystem, these design principles spark transformation and create conditions to
Our analysis had three major objectives:
transform entire systems.
1. DISCOVERY: Through a combination of
3. OFFER RECOMMENDATIONS: Following
in-depth interviews and survey analysis,
our analysis, we identified key gaps where
we produced a global snapshot from
social innovation could create newfound
Ashoka Fellows and young changemakers
potential. We also discuss stakeholders
to assess where and how they
that, if activated, could be powerful agents
concentrate their efforts related to Planet
for strengthening the ecosystem for
& Climate. We linked back Fellows’ work
change. Lastly, we outline what this means
to SDGs and COP priorities to understand
for Ashoka going forward.
where the mass of innovations was, and where the gaps lay. We explored strategies, barriers and opportunities to achieve impact at the ecosystem level. 2. UNCOVER STRATEGIES: The strategies in this report have been distilled from the work of leading social entrepreneurs 66 June 2021 CLIMATE CHANGEMAKERS
