Why Do We Undervalue Impact in the Private Sector?


Why Do We Undervalue Impact in the Private Sector?

Impact isn’t only a nonprofit story - it’s about how business gets done.

When I moved from the private sector into the nonprofit world, I was often introduced as someone who had “seen the light” or “stepped over to the good side.”

At the time, I laughed along. But part of me also felt embarrassed about my private sector beginnings, as if they somehow counted for less.

Looking back, I realise that some of my most impactful work came in those years. I was sourcing products globally for a retailer, shaping sustainable supply chains, and influencing how millions of consumers, workers, and farmers were connected. I learned leadership, strategy, and how to think in terms of return on investment.

Fast forward to today, and I’m more convinced than ever:

Impact doesn’t belong only to nonprofits. The private sector is essential to development.

Some of Africa’s greatest needs are GDP growth (to pay for the things ODA has been paying for), jobs for a huge and growing youth workforce, sustainable and scalable businesses - which cannot be met without a thriving private sector.

Of course, the landscape has shifted since I left the corporate world nearly 15 years ago. Today we see B Corps, ESG priorities, and new accreditations that help prove social and environmental value. But what interests me most isn’t CSR projects bolted onto the side of business. It’s when impact is baked into the core of how a company operates.

I know there are a lot more complexities to what I have shared here.

But it is why I want to work with leaders across both sectors. I don’t want to be seen as “just a nonprofit specialist.” My focus is helping purpose-driven leaders navigate growth, strategy, and impact - wherever they sit.

So I'd love to hear your own perspective:

Do we still undervalue impact when it comes from the private sector?
What bridges do we need to build between nonprofit and private approaches to impact?

👉 Hit reply and share your view - or pass along someone who is working in that space

Warmly,
Liz
Strategic Advisor | Former CEO | Founder, Volante

Based in Kenya, available globally

Volante Consulting Kenya

Read more from Volante Consulting Kenya

Boards: one of your biggest assets, or a quiet constraint - download your guide Dear Reader Most boards are not broken. But many are not operating as effectively as they could. And because governance issues often build slowly, the impact can be easy to miss: Decisions slow down Important conversations happen too late Challenge becomes inconsistent Accountability blurs Tension builds quietly between governance and management At their best, boards materially improve the quality of decisions,...

Being kind is not the same as being liked Why leadership requires clarity, accountability and difficult conversations Dear Reader One of the hardest leadership skills is learning how to give bad news well. Not avoiding it.Not delaying it because it feels uncomfortable. Actually doing it. Recently, a leader asked me how best to tell a team member they were being let go. But what they were really worried about was this: “Will this break trust within the wider team?” My answer was simple: In my...

Trust, control and the temptation to rescue The leadership tensions no one really prepares you for Dear Reader One of the biggest surprises for me in leadership was realising how many tensions sit beneath the surface of what we often call “good leadership.” Not obvious right or wrong answers. Tensions. Over the past few weeks, I have been reflecting on two I see repeatedly in CEOs and leadership teams and honestly, in myself too: 🔍 How much visibility is helpful before it becomes control? 🛟...