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Impact measurement and management

Manage impact from theory of change to evidence and accountability.

Investment and philanthropic activity can be governed through explicit impact objectives, stakeholder outcomes, indicators, contribution logic, impact risk and a quarterly learning cycle.

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05Impact
01Outcome designWhat · Who · How much
02Causal claimContribution · counterfactual
03GovernanceRisk · evidence · learning
01

Impact as an operating discipline

Connect capital, philanthropic effort and enterprise activity to the outcomes they seek.

The impact model begins with the theory of change: intended outcomes, affected stakeholders, causal assumptions and the contribution expected from an investment, grant or programme. Indicators then carry baselines, current values, targets, sources, confidence and reporting responsibility.

Performance is reviewed through the Five Dimensions of Impact—What, Who, How Much, Contribution and Risk—alongside additionality, impact class and standards crosswalks. The office can compare capital allocation with outcome evidence and record where learning changes the strategy.

Illustrative impact thesisRegenerative food systems
01
OutcomeNamed stakeholder and geography
Soil health and farmer resilience
02
Current progressBaseline, current value and target retained
68% of 2027 target
03
ContributionCapital and technical support assessed
Material
04
Dominant impact riskMitigation owner and review date recorded
Execution
Indicators retain source, counterfactual, confidence and responsible owner.
02

Capabilities

A rigorous impact practice across investments, grants and programmes.

The platform combines portfolio oversight with outcome design, measurement discipline, standards alignment and governance follow-through.

01

Theory of change and impact thesis

Define the problem, intended outcomes, affected stakeholders, causal pathways, assumptions and role of capital.

02

Indicator and target management

Maintain baseline, current value, target, unit, period, source, confidence, owner and collection cadence for every indicator.

03

Five Dimensions of Impact

Assess What, Who, How Much, Contribution and Risk as distinct parts of the impact case.

04

Additionality and counterfactual

Record the change expected from the capital or intervention and what would likely have occurred in its absence.

05

Standards and materiality crosswalks

Connect indicators to Impact Frontiers, IRIS+, SDGs, SASB, GRI and the Operating Principles for Impact Management.

06

Philanthropic portfolio management

Link grants, programmes, partners, outcomes, evidence and learning to the family’s mandates and wider capital strategy.

Impact management cycle

A living theory of change supported by evidence and governance.

Measurement serves decisions: it shows whether the intended outcome is occurring, for whom, at what depth, and with which contribution and risks.

01

Define

Set the outcome, stakeholder, causal pathway and intended contribution.

02

Measure

Collect indicators against baselines, targets and evidence standards.

03

Learn

Assess progress, additionality, risk and changes in the operating context.

04

Govern

Adapt mandates, interventions, responsibilities and capital allocation.

Continue through the platform

Systems-change measurement and managementSystems changeAdvanced quarterly reportingReportingThe family-office operating environmentPlatform

Your impact practice

Bring investments and philanthropy into one accountable impact model.

A working session can review your theory of change, impact themes, philanthropic programmes, indicator architecture, standards and reporting cadence.

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