Internal Collaboration Collaboration, both within and beyond the walls of an organization, is yet another aspect of deliberate leadership built into the foundation of SIIF. To foster collaboration, Kudo emphasized a horizontal team structure. SIIF’s offices were designed as open spaces where ideas could flow freely. This openness promoted a culture of collaboration, where diverse voices and perspectives were valued. The team was intentionally composed of individuals from both social and business sectors, blending expertise to tackle wicked problems from multiple angles. As SIIF continued to grow, this interdisciplinary approach became central to SIIF’s ability to innovate and address challenges in the impact investing landscape. Aoyagi elaborates on this dynamic, emphasizing the importance of respecting one another in the tight-knit team. “Given that SIIF has very few staff members, people end up respecting each other and forming teamwork. Since there’s no right answer, we sometimes face challenges. But SIIF manages ... We collaborate internally and externally, bringing together project teams based on specific topics or issues. For new initiatives in Japan, we combine different expertise to see what works. It’s crucial to assign team members who can deliver results and gain trust from external stakeholders.” 18 SIIF’s early staff predominantly worked in international development or civil society, so their deep understanding of social issues shaped the organization’s foundational initiatives. As SIIF matured, it strategically recruited talent from investment backgrounds, incorporating financial acumen into its work. By 2027, SIIF aims to grow its team from 20 to 30 members, with an expanded focus on communications, public relations, and thematic research. Their evolving team structure can be seen in Figure D.
66
Ten Years in the Making
Powered by FlippingBook