Geneva Foundation for the Future

Impact, the new bastion of security?

Admin — 2026-01-25T14:35:36Z

What if projects aligned with systemic challenges were more resilient than traditional assets?

In a world where economic, social, and ecological instabilities are becoming the norm, a new trend is emerging: impact investments, far from being mere activist gestures, could well represent a safer, more liquid, and more sustainable path than traditional finance. And for good reason: integrating the century's real challenges — climate, biodiversity, social justice, regeneration — is no longer an ethical option but a long-term risk mitigation strategy.

Conversely, developing conventional businesses amounts to ignoring these factors — worse, accelerating the emergence of business difficulties.

So how can we integrate these new parameters of today's world into the very core of business models in order to generate profit *with*?

Facing risks head-on means absorbing them better

Contrary to popular belief, impact projects are not idealistic bets disconnected from financial realities. On the contrary, by taking into account ecological vulnerabilities, social tensions, or systemic fragilities, these projects tackle the root causes of risks that threaten entire value chains. A company that anticipates carbon constraints, rethinks its dependence on finite resources, or adopts a regenerative territorial approach is equipping itself to endure. This is called strategic resilience and is reflected in KPIs through risk reduction.

Sustainable business models, truly suited for the 21st century

What sets impact apart from conventional economic models? It's not just the intention. It's also the ability to integrate weak signals, planetary boundaries, and societal expectations. It's about building not against risks, but with them. It's, in the words of the white paper by the Geneva Foundation for the Future, “putting investment at the service of a regenerative economy” and reconnecting finance to real-world projects — without derivatives or opaque intermediation chains.

Liquidity, growth, and trust: the three underestimated levers

Investment flows into impact funds are booming. Why? Because they generate growth (in future-proof sectors), preserve trust (from consumers and regulators), and now offer real liquidity, rooted in tangible, useful, and lasting assets. Impact finance also attracts new generations of investors, who no longer want to choose between profitability and purpose — they demand both.

A security ecosystem under active construction

Around these projects, robust methodological tools are emerging, such as the AGILE tool, designed to assess the viability, governance, and efficiency of impact projects based on five main categories of criteria: Alignment, Governance, Intention, Leadership, Efficiency. This tool, adopted by the Geneva Foundation for the Future, allows for a detailed analysis of a project's capacity to endure — far beyond classic evaluations focused on immediate profitability.

Changing perspective, not just portfolios

While traditional finance remains trapped in short-term thinking, investors looking to secure their assets for the coming decades have no choice but to look elsewhere — more specifically, toward impact. Not out of generosity. But because that is where stability, relevance, and growth now lie.

Impact, more secure than traditional finance? Yes — provided we understand that risk is no longer where it used to be, and that we must face it and integrate it into the very heart of business models.

In other words, just as one can make money selling at a loss when the model is well designed, one can generate sustainable profit by integrating ecological risks from the outset — because anticipating crises already means turning them into value levers.

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History of the AGILE Tool Design (2021–2025)

Admin — 2025-12-13T17:09:34Z

Chronicle of a human, technical, and collective journey in service of impact finance

Why Tell This Story

L'outil AGILE was not born of a lone intuition, nor of a theoretical or disconnected exercise. It is the result of four and a half years of continuous work (2021–2025), marked by constant back-and-forth between fieldwork, finance, international cooperation, and impact engineering, carried out jointly and hand-in-hand by the project teams of the Geneva Foundation for the Future and the Geneva Forum.

Telling its history addresses a twofold imperative:

The opportunity to ensure accountability, by naming the individuals, collectives, and steps involved;
A pedagogical purpose, to make visible the genesis of a tool specifically designed to resolve the structural unreadability of impact projects.

This account will therefore be chronological, documented, and embraced as a collective human and intellectual journey, animated and structured over time.

The Origins: A Shared Intuition Facing a Systemic Blockage (2021)

A Founding Steering Committee

The need to design a tool like AGILE, as it would later be named, formally began in 2021, within the work of the Geneva Foundation for the Future, led by a four-person steering committee:

Michèle WACHS
Alejandro JARA WEITZMANN
Christa MUTH
Thomas EGLI

From the outset, these discussions stemmed from a shared observation:

conversations between funders, philanthropists, and project leaders are long, complex, often frustrating, and rarely lead to clear operational decisions (see Foreword)

Early Dialogue with Financial Stakeholders

In parallel with internal discussions, the committee quickly initiated dialogue with high-level institutional and private actors, including:

The European Investment Bank (EIB)
Foundations affiliated with several private wealth management banks in Geneva's financial sector
Various other institutional and private financial stakeholders

These discussions, often informal but sometimes long and in-depth (up to two hours per call or meeting), revealed a central issue:

impact projects are rich, but difficult to translate into the frameworks expected by finance, and such an environment is needed.

Field Participation: The Structuring Workshop of 2022

A Decisive Workshop with Swiss and European Finance

In 2022, a major workshop marked a turning point. It brought together financiers from key financial centers as part of the Geneva Forum:

Luxembourg:
- Luxembourg National Research Fund (FNR)
- European Investment Bank
Family offices and investment firms from:
- Zurich
- Geneva
- Germany

This workshop enabled the collection of on-the-ground insights, previously unformalized: actual expectations, points of blockage, mutual misunderstandings between projects and funders — all cross-referenced between the different participants.

A Clear-Cut Finding

Two phrases kept coming up, from both sides:

“We can't find projects that are sufficiently readable” (funders)
“We don't understand what is really expected of us” (project leaders)

It was at this precise moment that the need for a structured, cross-cutting, and non-reductive translation tool became obvious.

From Discourse to Framework: Birth of the Criteria Families (2023)

Foundational Work Presented at the Geneva Forum

In 2023, during the Geneva Forum, Alejandro presented a comprehensive overview of impact finance worldwide and its different systemic levels, outlining the major existing approaches, their strengths and their limitations.

This work was faithfully transcribed by Michèle.

Thomas' Key Role in Translation

It was from this dense material that Thomas carried out a decisive transformation during the 2023 Geneva Forum and throughout the first half of 2024: shifting from expert discourse accessible only to a few informed individuals, to a structuring and actionable tool usable by all actors in the daily life of finance and projects.

Initially, three or four major criteria families preexisted in proposals (financial foundation, scalability, values, and impact). After lengthy phone work with Alejandro and Michèle, Thomas reformulated these elements into a clearer framework, resulting in five criteria families, explicitly positioning:

Simplified financial foundation
Hight impact
Human Goals
Scale potential
Vital functions

These additions directly addressed the blockages observed in 2021–2022 and the debates of 2023.

At this stage, the conceptual framework of AGILE was set, even though Thomas would only name it and structure its questions a year later.

Fine Engineering: Questions, Iterations, and Academic Contribution (2024)

Tristan's Report in Service of the Project

From the end of 2023 and throughout 2024, Tristan LESCURE, a practitioner in selection and referral criteria at the European Union and later at the French National Research Agency, joined the project as part of his MBA.

As part of a consulting mission by Tristan for the Foundation, aimed at preparing the facilitation of the 2024 Geneva Forum workshop, Thomas provided him with all materials produced since 2021: transcriptions, working notes, families of criteria, and the specifications document. Tristan also assembled a complementary set of academic sources in order to position the approach within the state of the art.

He thus received the full set of documents, notes, summaries, and materials produced since 2021.

His role:

analyze
structure
begin to formalize the operational questions to be posed to the panel participants in December 2024

As part of his project consulting, Tristan then engaged extensively with Thomas, who provided him with a great deal of information. He conducted a sourced analysis based on the materials made available to him, compiled numerous questions for the experts invited to the December 2024 panel, and cited several tools that currently have the merit of existing, in order to begin envisioning the role the tool should play in this landscape. Tristan contributed to the project with an agile tool, through various potential questions that would allow evaluation of the tool against multiple criteria. These lists of questions will then be significantly expanded in early 2025 within the consulting project, following the discussions from the late 2024 panel.

Expanded Listening Through the International Technology Request (2024)

Throughout 2024, Thomas simultaneously conducted continuous listening, meetings, and audits with professional impact assessment actors from both finance and project fields. This approach was deliberately kept outside public discussion spaces to preserve freedom of speech, sincerity of feedback, and confidentiality.

To do this, Thomas issued a Technology Request at the very start of 2024 via the Enterprise Europe Network (EEN), a European network supported by the European Commission and deployed across the EU and 29 other countries worldwide. This Technology Request aimed explicitly to identify, through responses received, the real needs, limitations of existing tools, and concrete expectations of impact practitioners — without publicly exposing the AGILE project or artificially steering responses.

Through this process, Thomas connected with a dozen qualified professionals from Denmark to South Korea, including Italy, Germany, and France... representing a broad and complementary range of expertise: impact analysts, institutional and private finance actors, structured philanthropy representatives, academic researchers, impact project engineers, and decision-support tool designers. The anonymous exchanges provided particularly precise feedback on current practices, daily operational difficulties, and frustrations tied to fragmented or overly complex evaluation frameworks.

The insights from this Technology Request confirmed, in a converging manner, the observations already made in previous workshops: the need for a readable and shared framework, truly simple for daily use, capable of articulating impact, governance, and economic viability — while remaining flexible enough for very different user profiles. This discreet and international audit thus played a decisive role in the final consolidation of the AGILE tool, reinforcing its operational legitimacy and rooting its design in broad, methodically structured listening to field realities — while also helping identify meaningful questions for project selection or mentoring processes.

The December 2024 Workshop at the 16th Geneva Forum

In December 2024, a workshop brought together, among others:

Mohammad Firas TABIEKH
Aymeric JUNG
Lukas ADAMS
Grégoire MOUHICA
Tristan LESCURE
Thomas EGLI

The five families were publicly presented, with the central question posed to panelists: how to evaluate them?

Objective:

refine the questions
identify blind spots
test the framework's robustness on real cases

Tristan and Thomas compiled all contributions from the panel to produce a partial but significantly more complete version of the questions that need answering — starting from the list that began to emerge during the 2022 finance workshop.

It was during this panel, explicitly calling for an agile tool (Geneva Foundation for the Future x Geneva Forum), that Thomas proposed its official name: AGILE.

Final Consolidation Phase: AI, Coherence, and Responsibility (2025)

Finalization of the 25 Questions

The announcement of the decision to release a White Paper quickly requires assertiveness in terms of timelines.

Between January and June 2025, Thomas then takes full responsibility for finalizing the tool:

Stabilize the total number of questions at 25, by reducing or increasing to only 5 questions per family of criteria
using both human engineering and the notes resulting from the consultation of responses to the Technology Request and during the Panel
and also using artificial intelligence as a tool for rigorous consolidation,
in order to achieve:
optimization and streamlining of the questions through only 5 per family, to ensure ease of daily use,
elimination of blind spots,
increased congruence by reinforcing the effect of scale and collective intelligence,
reinforcement of intersectionality.

This phase directly addresses the previously identified issue:
From a situation with sometimes very numerous, partial, or yet-to-be-finalized questions in terms of formulation, we move to a solid framework representative of the daily fieldwork of finance and business management practitioners.

White Paper Writing and Tool Stabilization

From January 15 to June 15, 2025, Thomas analyzed, dissected, and optimized all the materials, including the results of the December 2024 panel and Tristan's consulting project aimed at preparing that panel. During this period, Thomas extensively engaged the collective, and everyone contributed. Anecdotally, this was also when the reflection took place on what the five A.G.I.L.E. letters should stand for among different possibilities — and when the 25 questions were gradually assembled into the White Paper's preparatory documents, reviewed by Thomas, Tristan, and all involved colleagues.

Thomas then takes particular care to ensure that each of the 25 questions is formulated in a way that is both spontaneous—allowing for fluid exploration through collective intelligence—and aligned with the SMART format and Bloom's Taxonomy, so that the responses enable evaluation and measurement.

From June 15 to August 15, 2025, Thomas then undertook the long and intensive writing of the full White Paper, including the final questions for the five criteria. One of those cherished moments of serendipity occurred: aligning the five criteria with the five letters A.G.I.L.E.

Thus, the five families:

Simplified financial foundation,
Hight impact,
Human Goals,
Scale potential,
Vital functions,

are now aligned with the five letters:

A – Alignment, addresses the Human Goals family,
G – Governance, addresses the Vital functions family,
I – initially for Impact, renamed Intention following Aymeric's constructive review of the White Paper, addresses the Hight Impact Criteria family,
L – Leadership, addresses the Scale Potential family,
E – Efficiency, addresses the Simplified financial foundation family.

A collective review was then conducted until September 30, 2025, with and by Michèle, Christa, Alejandro, Aymeric, Grégoire, and Tristan.
At the end of this process, the tool was declared operational, notably to address the structural and financial challenges of international Geneva, and ready for the launch of its Dry Run and upcoming crash tests.

Contribution and Role Attribution – Full Accountability

On the Criteria Families

The five families resulted from collective work involving:

Christa
Alejandro
Michèle
Thomas

On the Questions

The questions were:

jointly developed by Tristan and Thomas
enriched by three years of consultations with finance, philanthropy, and project leaders,
further developed by experts from the Geneva Forum panel

On Overall Facilitation and Responsibility

Thomas ensured facilitation, continuity, and finalization of the project from beginning to end, especially to compensate for the limited availability of colleagues busy with their respective roles, and to ensure deadlines were met for the official release of the White Paper.

On the Production and Writing of the White Paper

Thomas handled all aspects of design, writing, and analytical intelligence to convey the collective positions contributed by colleagues such as Tristan in his consulting project, Alejandro through insights from his extensive experience, Aymeric through his detailed field-based financial analysis, Michèle through many insightful and candid questions but also systemic questions, and Christa through her strong academic vision.

AGILE as the Synthesis of a Collective Journey

The AGILE tool is the culmination:

of patient and extensive field listening,
of demanding dialogue with finance and impact project management,
of rigorous translation between worlds with different languages

More than a tool, AGILE is now a structured memory of four and a half years of collective work — deliberate, traceable, and dedicated to enabling visible, fundable, and transformative impact.

A Takeoff Carried Collectively by the Field

The Dry Run of the AGILE tool was facilitated by the operational team of the Geneva Foundation for the Future at the December 2025 Geneva Forum, with Aymeric, Grégoire, Tristan, and Thomas, as part of an important day focused on aligning International Geneva with Impact Finance, and a full year of crash tests awaits it throughout 2026. See you at the Geneva Forum 2026 for the next steps in the evolution and deployment of the AGILE tool.

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Towards a Common Benchmark for the Evaluation of Impact Projects — The AGILE Hypothesis

Admin — 2025-12-03T12:35:37Z

In the dynamic landscape of sustainable finance — whether climate, green, blue, social, or taking more recent forms such as impact investing or ESG strategies — operational teams sometimes face a multitude of tools, frameworks, and analytical grids which, each in their own way, provide real value but also require time, training, and high technical expertise.

Project leaders, analysts, investors, public administrations, and field actors thus use different frameworks — sometimes complementary, sometimes redundant, often or very often complex. This diversity reflects the richness of approaches, but can also make the daily work of teams more laborious, especially when it comes to comparing, prioritizing, or supporting concrete projects.

It is in this context that a methodological proposal called AGILE Tool was formulated. Not as a new tool added to the existing ones, but as a common benchmark, simple, quick to use, and designed to integrate smoothly into current practices.

A starting hypothesis: what if a minimal common language were possible?

The idea was not to replace anything or to create yet another new standard.

The thinking began with a very simple question:

Would it be possible to extract, from the many existing frameworks, a common foundation lightweight enough to be used at first glance, without prior specialization, and robust enough to never contradict more elaborate methods?

This common foundation would be:

non-technical,
quick to complete,
based on field perception,
usable in both project preparation and analysis,
and most importantly compatible with all major framework families (ESG, Impact Management, SDGs, EU Taxonomy, ICMA, etc.).

The AGILE tool was conceived as a bold proposal in this direction.

A deliberately simple structure

AGILE is based on five major families of questions, directly inspired by the common denominators found in sustainable finance practices as well as in development project approaches:

Alignment (with a mission, a need, an intention)
Governance (clarity and coherence of responsibilities and decisions)
Intention (raison d'être, level of impact ambition)
Leadership (human and collective capacity to drive action)
Efficiency (alignment between resources, activities, and expected outcomes)

Each family includes five simple questions, scored from 1 to 6, allowing for a first reading in about twenty minutes.

This initial reading is not meant to be exact: its purpose is to be structuring. It serves to provide an initial picture, a starting point — a sort of internal coherence seismograph.

Correspondence of the 5 A.G.I.L.E. families

A – Alignment	Human Goals Coherence between the project and the values of donors, investors, or partners. The project's ability to respond to fundamental human motivations (meaning, contribution, justice, legacy). Clarity of intentions and overall transparency.
G – Governance	Vital Functions Clear, sound, and sustainable decision-making structure. Explicit distribution of responsibilities and learning loops. Operational stability allowing the project to sustain and evolve.
I – Intention	High Impact Criteria Clarity on what the project actually changes in the world. Ability to significantly address an SDG, directly or indirectly. Leverage effect: aiming at root causes rather than symptoms.
L – Leadership	Scale Potential The collective's ability to inspire, mobilize, and scale change. Potential to replicate, adapt, or generate positive ripple effects. Vision, commitment, and maturity of leaders in their ability to grow.
E – Efficiency	Simplified Financial Foundation (key criteria) Presence of fundamental financial elements making the project viable. Strictly financial criteria whose presence generally induces others. Model robustness, cost logic, resource relevance, and optimization of means.

An iterative approach rather than certification

The tool would be designed in three levels, not as an audit but as a learning journey:

Level 1: the sketch — A spontaneous first reading.
Level 2: the assessment — The same reading, but enriched with sources, data, and sectoral comparisons.
Level 3: the action — A roadmap describing what could lead to progress.

This iterative system invites individuals or teams to learn about their own project, rather than striving for a “good grade.”

It seeks less to judge than to clarify.

Why this could work: a few underlying principles

1) A common benchmark replaces nothing, but prepares for everything
The AGILE tool does not provide a final diagnosis: it prepares the ground for more specialized diagnostics.
It acts as an entry point — a common core before branching into specialized areas.

2) Collective perception improves reliability
Because the questions are simple and open, multiple evaluators can respond.
The answers can be compared, combined, reinforced, and reveal convergence.
This facilitates capacity building within teams while respecting the necessary subjectivity in analyzing soft factors and enabling objective measurement at the same time.

3) A light tool accelerates heavy processes
Major frameworks (ESG, SDG, Taxonomy, IRIS+, etc.) require data, structure, sometimes hundreds of hours and often, training.
The AGILE tool is mainly used to assess the situation before engaging with technicality — to avoid mobilizing resources on a poorly targeted or misunderstood project.

4) Natural compatibility with all frameworks
The five criteria families neither contradict nor replace any existing framework:
intention, alignment, governance, efficiency, and leadership are present in all approaches, even when formulated differently.
This transversality allows the tool to serve as a bridge.

5) An explicitly educational function
The AGILE tool is above all a dialogue tool.
It helps teams ask the right questions in the right order, and identify what deserves special attention.

A method as an invitation

The AGILE tool was not designed as a truth, nor as an imposed standard, and certainly not as just another tool.
Aiming to simplify everyday life for each individual and the collective work of the community, it presents itself as an invitation: to open a clear, shared, accessible space — but above all quick and simple in daily use — where everyone — project, investor, company, territory, foundation — can begin to speak the same language.

It does not claim to simplify reality, but to ease the first mutual step — the one that then allows for the mobilization of frameworks, audits, analyses, and requirements specific to each sector.

In this sense, the AGILE tool aims as much to assess projects as to create the conditions for mutual understanding among all parties involved.

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Measuring soft factors differently: through capacity building and collective intelligence

Admin — 2025-12-02T13:55:46Z

Re-enchanting the creativity of mission-driven companies

When finance began trying to make the world of impact viable and help it grow, the first instinct was to turn every human intuition into a numerical indicator, every quality into a KPI, and every human dynamic into an Excel spreadsheet. This logic is naturally inherited from the world of hard factors, where one can indeed measure temperature, speed, or performance with precision — and where two observers will invariably obtain the same value.

But soft factors — intention, alignment, living governance, authentic leadership, impact potential, cultural coherence — cannot be broken down into decimals or mechanical sub-indicators. As this other article reminds us "The silent trap of criteria turning into objectives: a challenge for impact finance" and the web page "The AGILE tool explained like I'm five", trying to atomize these dimensions into mini-KPIs leads to heaviness, superficiality, and paradoxically, less comparability, even creating distance that distorts the measurement.

In response to this dead end, another path is proposed: strengthen people rather than multiply metrics. The world of training faces the same challenges, for example, in avoiding the overload and dilution of training on behavioral skills. In most cases, the ideal solution comes from a mix of hard measurement (KPIs) and the ability to measure the unmeasurable (soft), often taking a different shape in each use case.

Let's take a closer look at how soft factors can be measured in real time.

1. Measuring soft factors through capacity building

Measuring the human requires… developing the human.

Instead of adding intermediate methodological layers, which make everything more expensive, more complex, longer, and heavier, the approach rather consists of:

Training evaluators to recognize impact patterns.
Giving them a simple, stable, and shared common language.
Creating regular learning loops where everyone compares, refines, and aligns their observations, peer-to-peer.
Evolving the collective understanding of a criterion as real projects enrich the knowledge base.

Over time, this capacity building reduces the grey area:

"More feedback → more convergence → more reliability."

It is ultimately the opposite of a frozen KPI: it is a living, sensitive and robust measure, rooted in practice, that is documented, sourced, and shared.

2. Collective intelligence: a powerful sensor

In impact work, a single perspective is never enough.
The solution is often to cross-check observers.

When a sector expert, an entrepreneur, an investor, and a citizen answer the same question, their perceptions add up, correct, and complement one another. This process is called in the English-speaking world:

Collective intelligence,
Multi-stakeholder sensemaking,
Peer review meets outsider insight,
Reality triangulation...

In other words:
we don't measure the project — we measure what the ecosystem sees of the project.

And since each angle covers the blind spot of another, the resulting convergence is more reliable than an isolated indicator.

3. Re-enchanting the spontaneity of mission-driven creativity

The risk of trying too hard to quantify soft factors is that it extinguishes the spark.

Mission-driven innovation often comes from:

a right intention,
a strong intuition,
a rare human alignment,
a humble and determined leadership.

These elements should not be broken down into ten mini-measures, but rather captured, listened to, interpreted.

By valuing a simple, subjective but structured reading — such as level 1 of the AGILE tool — an environment is created where intuition and vision are taken seriously, without being crushed by technicality.

Creativity then finds a space for expression:

"Entrepreneurial drive is no longer stifled under a battery of KPIs; it is supported, highlighted, and given points of reference."

This re-enchants the dynamic of mission-driven companies: they feel understood, not “measured”.

4. A new philosophy of measurement: human, progressive, living

The AGILE approach proposed on this portal assumes one essential idea:
it is possible to achieve reliability without losing sensitivity.

The method therefore combines:

a first spontaneous reading (first-impression assessment or sketch);
a second documented reading (evidence-based assessment);
a third action-oriented reading (impact roadmap or project governance).

It's not a mechanism, it's a shared learning journey.

Measurement becomes:

progressive (not everything is applied to everyone),
contextualized (peer + third party),
incremental (real data → increasingly refined grid),
compatible with existing methods (ESG, SDG, IRIS+, Impact Management Norms).

It is a deeply contemporary philosophy, aligned with international trends:

"Measure less harshly, train more, and understand better, while ultimately providing the data needed to track the project."

Conclusion: measuring soft factors is about learning together

Soft factors become reliable only when we stop trying to reduce them to numbers, and start to orchestrate collective intelligence around them.

This approach thus aims to:

protect creativity,
respect human complexity and work with it,
facilitate comparability over time,
enable the emergence of projects truly ready for impact finance.

In fact, it aims to reconcile two worlds:
the rigor expected by funders,
the freedom essential to mission-driven companies.

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2025 Geneva Forum: Dry Run of the AGILE Tool

Admin — 2025-09-29T15:55:12Z

langage commun

The At United Nations Geneva, Monday December 8, 2025 - In the frame of the International Annual Conference on Impact Finance. is organizing, during the International Annual Conference on Impact Finance of the Geneva Forum, a Geneva Foundation for the Future of its - tool – a shared and evolving framework to align finance, philanthropy, and impact projects.

Following three years of collaborative work bringing together all professions in Finance and impact projects, the dissemination of an international Technology Request, and the release of the White Paper, the Dry Run of the AGILE tool serves both as training for the first users and as a crash test of the tool — evaluating both its usage methodology and its effectiveness in project assessment.

Dry Run

The AGILE tool is designed as a AGILE and allows for:

Uses of the AGILE Tool

of impact projects (eligibility filters, first intention criteria),

simplified transversal methodological benchmark (scorecards and red flags),
Identification (dashboards, dynamic indicators),
Initial evaluation (mentoring by experts and peers),
Monitoring and follow-up (replication, duplication, growth plans),
Support and coaching (societal ROI, systemic impact, shared lessons)...

Acceleration and scaling up

AGILE simplifies daily work and harmonizes the main taxonomies and existing frameworks:

Final evaluation & assessment (Environmental – Social – Governance),

Reference criteria of impact finance integrated

(United Nations Sustainable Development Goals),

ESG and public frameworks,
International standards: SDG, EU Green Taxonomy, OECD-DAC...
Proprietary standards.

Its innovation, the result of 3 years of intersectoral collaborative work, is based on 5 families of criteria:

IRIS+ (values, SDGs, ESG, local realities)
ISO26000 (participation, transparency, accountability)
Alignment (deep, systemic, measurable impact)
Governance (mobilization, co-creation, sustainability)
Intention (resource use, viability, scalability)

Leadership

Efficiency

Any actor can bring their project, according to their field:

Impact project holder
Foundation / philanthropy
Family office
Impact investment fund
Bank / financial institution
Incubator / impact platform
Academic (university, MBA, laboratory)
Public institution
NGO / local association
Blended finance catalyst

These participants will benefit directly from

You can access two levels of participation in the Dry Run

on how to use the simple AGILE tool to position and evaluate their project.

Renseignements and Registration.

Level 1 – Simple AGILE tool

Participants will be able to present to the audience a methodological insights and showcase their project.

All types and stages of projects are eligible:

Level 2 – Pitch of projects evaluated with AGILE (50–500k€),
pitch structured around the AGILE criteria (500k–10M€),
Small pilot projects / local innovations (above 10M€),
Projects Intermediate projects / scalable initiatives, Large systemic or institutional projects, in seed stage or in growth.

Each pitch will be analyzed using the AGILE grid, allowing for collective feedback and a concrete illustration of its role as a in scaling up for impact finance.

Submit here your project for an AGILE pitch.

This Dry Run marks a key step in the collaborative development of the infrastructure tool, now capable of becoming the transversal benchmark between philanthropists, investors, public institutions, and project holders, to re-enchant finance and accelerate the transition toward a regenerative economy.

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The AGILE tool explained like I'm five

Admin — 2025-09-02T13:27:26Z

When one wants to invest or donate to an impact project, one almost always faces the same two questions:

Is there real impact?
Or is it just greenwashing, impact-washing, or “fake”? And if impact does exist, is it only a one-time, “direct and simple” effect, or rather a transformative impact, meaning one that can sustainably change a system (education, health, climate, inclusion…).
What economic model is behind it?
- If I invest, does the project create enough value to compensate the people involved and to generate a financial return?
- If I donate, is the project strong enough to last, to become autonomous, and not to depend indefinitely on subsidies?

The problem is that traditional evaluation tools (ESG, SDG, taxonomies, institutional grids, etc., and especially the in-depth but heavy and complex analytical frameworks of impact incubators) are often overly complicated. They require mobilizing specialized experts, very complex indicators, and sometimes several weeks of work for a single project. The result: neither investors, nor philanthropists, nor grassroots project leaders manage to find their way, and a large part of the available funds remain blocked.

It was to address this deadlock that, during the Geneva Forum workshops, the Geneva Foundation for the Future launched a collective simplification effort by bringing together all the professions of impact finance, both investment and philanthropy. The idea during the interactive exercises was: if we had to retain only one criterion, representative of 80% of the results produced by complex tools, which one would it be? By repeating this exercise with panels of experts and practitioners (finance, NGOs, universities, incubators), not one but five families of five recurring criteria each were identified, covering almost all evaluation needs.

By combining them, these five very simple families of criteria reach 94 to 99% representativeness, thus making it possible to launch major evaluation work with full confidence, and they became the pillars of the AGILE tool:

Alignment (with values, SDG/ESG, and local realities),
Governance (transparent, participatory, responsible),
Intention (is impact truly the core of the project? what level of impact are we talking about?),
Leadership (capacity to mobilize and sustain over time),
Efficiency (optimal use of resources, economic viability, scaling-up).

Taken together, these five criteria form a simple “common grammar”, agile and usable on a daily basis. They make it possible to reliably answer the two main initial questions:

Is there an impact, and of what type?
Does the model hold up, in the long run, for investing or donating?

The AGILE tool is not meant to replace existing taxonomies (ESG, SDG, EU Green Taxonomy…), but rather to serve as a simplified interface and shared framework, making evaluation accessible to all stakeholders – from family offices to local NGOs – and able to connect afterwards to legal and institutional references.

Find the White Paper and the AGILE tool at this link.

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White Book AGILE - Impact Finance

Admin — 2025-09-01T05:00:00Z

See also: 2025 Geneva Forum: Dry Run of the AGILE Tool

The Geneva Foundation for the Future is pleased to offer you access to the AGILE White Paper, September 2025

Philanthropy - Investments - Incubation - Policies and strategies

Do you believe that finance is a tool capable of transforming the world?

163 pages resulting from three years of cross-sector collaboration at Geneva Forum at United Nations

View the White Book

Discover in this edition the AGILE tool for Impact finance, Philanthropy, Investments and Business development and incubation, the fruit of 3 years of collaboration, a shared framework for identifying, evaluating and financing transformative initiatives that generate revenues and returns on investment.

Co-constructed with representatives from all areas of finance, philanthropy and impact, it provides a common language for public, private and committed players. It has been designed to be compatible with all the different impact assessment and impact finance tools and standards currently in use. As a real open sesame, it makes it simple and easy to integrate all of these frameworks sometimes complex.

For those already practicing financial analysis of impact projects, it will simplify and accelerate their results, taking advantage of its agile nature [#].

This key document provides a comprehensive overview of Impact Finance and its current and future directions, for use by major philanthropists, foundations and individual donors, as well as by family offices, hedge funds, banks, private investors, asset managers and business angels.

This White Paper reveals an unprecedented bridge between philanthropy, investment and impact projects, with many concrete references that can be used on a daily basis.

Consult the White Paper to join a global movement towards regenerative, transparent reality-rooted finance.

The white book can be accessed for free with a simple login.

Practical, ready-to-use advice and tools for all professions in finance and impact entrepreneurship.

Content of the White Paper

Synthetic Content: towards aligned, agile, and regenerative finance

Global Diagnostic: details the abundance of unallocated capital, in contrast with high-impact projects that are insufficiently funded.

More than 4 trillion dollars are lacking each year to meet the Sustainable Development Goals (SDGs) [*], despite record global liquidity, all in a context where financially profitable economic models are emerging in the fields of entrepreneurship and impact infrastructure.

Strategic Convergence: ongoing and future alignment of finance, philanthropy, and grassroots initiatives to address climate, social, and economic emergencies.

A proactive vision: finance as a systemic lever for transformation, oriented towards economic and industrial resilience, ecological regeneration, and social justice.

The AGILE tool, a shared interface:

A deliberately simple and agile intersectoral methodology for everyday use, based on 5 families of operational criteria, resulting from 3 years of collaborative work involving various finance professions:
Alignment – Governance – Intention – Leadership – Efficiency.

Ready-to-use evaluation grids:
Scoring on 6 levels.
Collaborative dashboards.
Interoperability with ESG [**] taxonomies, SDGs and public criteria.
Participatory and transdisciplinary methodology: co-construction with experts, public institutions, incubators, project leaders, and philanthropists.
Framework compatible with international standards:
The AGILE tool integrates SDG (UN) indicators, ESG (financial) indicators, and the requirements of public funders to maximize transparency and regulatory compatibility.
Shared governance and open platform:
Pooled access to tools, training, mentoring, evaluation services, and legal structuring for impact projects.
Identification, Evaluation, Selection, Monitoring and Mentoring of impact projects:
Scenarios and case studies on the use of the AGILE tool to direct funds towards small, medium and large-scale impact projects, as well as infrastructure projects.
A strategic toolbox:
For foundations: invest according to their values, with leverage effect.
For investors: secure risk through alignment with public criteria.
For institutions: standardize calls for projects and strengthen collaborations.
For impact incubators: simplified reception and mentoring for start-ups, NGOs and large-scale projects.
For project leaders (small, medium, large, infrastructural): demonstrate the financial viability and profitability of their impact.
Optimization tool for industrial or high-impact projects:

A concrete application of the AGILE tool makes it possible to evaluate large-scale projects (infrastructure, hybrid models, Social Impact Bonds [***], etc.).

International case studies:

Presentation of proven models (Europe, Africa, Asia, Latin America), implementing blended finance, community-based approaches, and structural innovations and forward-looking recommendations.

An evolving Tool box:

Practical guide for impact assessment for investors and decision-makers, updated based on feedback from ecosystem members.

Strategic recommendations:

For public actors, organizational leaders, policymakers, to adapt investment policies to impact imperatives, with shared criteria and interoperable tools.

(clic to unfold)

The AGILE impact finance tool explained and made available

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[#]

Those already well versed in the general context of impact finance can go directly to the Toolbox section of the document, however, the introductory sections explain the ins and outs of the choices that led to the design of the tool to give it its key facilitating and simplifying effect.

[*]

United Nations Sustainable Development Goals.

[**]

Criteria for responsible finance "Environmental, Social, Governance".

[***]

Social Impact Bonds (SIB) are social impact obligations that link private financing and performance measured against public objectives

Re-enchanting Finance: when impact becomes the key to a future without ceilings

Admin — 2025-08-27T11:21:07Z

In a world of limited resources, the economic models inherited from the 20th century are reaching their limits. Numbers, balance sheets, promises of infinite growth collide with the reality of a finite planet. It is in this context that the Geneva Foundation for the Future proposes, through its White Paper and the AGILE Tool, a new grammar to conjugate finance, philanthropy and revenue-generating enterprises.

Investors in search of new horizons

In recent years, many investors have realized that polluting or strictly mercantile industries can no longer offer sustainable growth. Returns are plateauing, systemic risks are increasing. The White Paper of the Geneva Foundation for the Future highlights it: we live in an abundance of capital that fails to find projects aligned with the challenges of the century.

The way forward lies in “deep impact” initiatives, based on circular and regenerative models. But these projects must also be made bankable. This is where the AGILE Tool comes in: by providing a rigorous methodology to assess alignment, intention and viability of such projects, it opens the door to investments without ceilings.

Large industries facing their transition

For industrial players and large-scale economic infrastructures, the question is not merely moral. It is strategic. How can they move beyond mere compliance or CSR varnish, and transform the core of the business model into a driver of regeneration?

The White Paper describes this tension between greenwashing and real impact. The AGILE Tool, by setting criteria for governance, intention and efficiency, becomes a compass.

It also, and above all, makes it possible to identify congruent, virtuous and economically viable models, capable of removing ceilings on possibilities and restoring meaning to performance.

Entrepreneurs and creators of useful wealth

A new generation of entrepreneurs aspires to combine financial success with social utility. They do not just want to “create a start-up”: they want to create a better world while building their fortune.

But how can they avoid the pitfall of idealistic discourse that fails to convince investors?

This is precisely why the AGILE Tool was also designed for them. With its agile evaluation grids and simplified dashboards, it helps translate a noble intention into a credible and scalable business model. In this sense, it enables the building of projects that speak the language of investors without betraying their values.

Public officials and the collective challenge

Political decision-makers and public service leaders face a paradox: their communities' needs are increasing, budgets are stagnating, and citizens demand visible and lasting solutions.

The White Paper recalls and explains why and how a rethought finance, anchored in transparency and convergence among stakeholders, can generate systemic impacts. Thanks to the AGILE Tool, public institutions now have a common reference framework, interoperable with legal taxonomies (ESG, SDGs, EU Green Taxonomy...). They can thus stimulate the creation of multi-stakeholder coalitions and channel capital into projects that enhance resilience and collective wealth.

A bridge between siloed worlds

One of the recurring images in the White Paper is that of the bridge. Too often, “money does not find projects,” and solution bearers hit a wall of forms, standards and misunderstandings.

By offering a shared framework and participatory governance, the AGILE Tool materializes this bridge: a space where investors, philanthropists, entrepreneurs and public institutions can finally understand each other and act together.

Whether they are investors seeking new margins, industries in transition, visionary entrepreneurs or public officials, all share the same observation: the old world is capped.

The White Paper of the Geneva Foundation for the Future and the AGILE Tool do not only offer a practical analysis: they provide an agile and simple method, a framework and a perspective to re-enchant finance and put it at the service of life.

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AI and Impact Finance: A New Era of Simplicity, Power, and Purpose

Admin — 2025-08-22T16:16:30Z

The Geneva Foundation for the Future is proud to announce a bold step forward: putting the full power of Artificial Intelligence at the service of Impact Finance that is at once focused, just, and optimal—and at the same time assertive, powerful, and capable of delivering high returns.
This is not about creating yet another layer of complexity in a financial world already crowded with jargon, fragmented tools, and confusing metrics. Quite the opposite. Our mission is to make finance for impact simple, intuitive, and accessible—for financiers, bank employees, corporate executives, and the world's largest financial institutions.

More Than Technology: A Human and Ethical Foundation

The AGILE framework is at the heart of this transformation. It was not designed as a gadget, nor as a passing trend in impact evaluation. It was built as the core engineering of evaluation in impact finance, a foundation that remains valid and trustworthy whatever the level of digitalization or automation that surrounds it.
Artificial Intelligence will accelerate processes, crunch data, and streamline reporting. But AI alone is not enough. As we learned at the Geneva Forum (2023), the real frontier of innovation is not technological—it is relational and moral. What matters is not the algorithms themselves, but the human-centered and nature-based choices embedded in their design.
That is why the AGILE framework is more than a method:

[[A lever for collective action, enabling actors across finance, philanthropy, public institutions, and civil society to speak a common language and join forces.
-, turning evaluation into a participatory and accountable process, with criteria that everyone can see, understand, and trust.
-, ensuring that impact objectives are explicit, verifiable, and aligned with long-term values rather than short-term speculation.

–
AI-powered evaluation tools dramatically increase - by directing capital toward high-impact projects with proven social and environmental value. Beyond identifying already eligible ventures, these tools reveal pathways for projects to evolve—often with the guidance of their bankers—toward - that are both profitable and aligned with societal needs. As companies transition into -, they generate stronger financial performance, resilience, and long-term value. Their genuine utility to society not only ensures sustained demand but also creates a uniquely secure environment for investors. In short, -.

–
Ethics is not a slogan—it is something we build together. It is nourished mutually, shared in practice, and strengthened every day. Each grid, each criterion, is not just a checklist: it is a -.
Through its collective and daily use, the AGILE tool} reduces dependence on disconnected financial engineering, mitigates the risks of greenwashing, and ensures that A lever for transparency.
By guiding AI with this methodology, the Geneva Foundation for the Future ensures that technology does not fragment our world but instead becomes a A lever for ethical performance.

Higher Returns Through AI-Guided Impact Investing

This is the future of Impact Finance: one where returns on investment, one where complexity is simplified, and where collaboration and trust are the true currencies of transformation.
We warmly invite all financiers, corporate leaders, bankers, philanthropists, and changemakers to purpose-driven business models. Anyone who registers for free on our website to read the White Book will automatically gain access to the AGILE tool and will be kept informed of each new release—whether AI-driven platforms or methodological manuals—ready to be used according to their own needs, convenience, and professional goals.
Impact Finance, powered by AI and guided by AGILE, is not just a vision of tomorrow—it is a reality we are building together today.

AGILE: Efficiency Without Extra Cost
Traditional evaluation frameworks are often lengthy, complex, and expensive, requiring vast resources to process information without guaranteeing better decisions. By contrast, the AGILE tool focuses on a small set of key factors that drive impact, governance, and long-term value. This streamlined approach delivers the same reliability of results at a fraction of the cost.
Designed from the start with compatibility in mind, AGILE integrates seamlessly with the tools bankers, executives, and financial institutions already use. No need to replace existing systems—AGILE acts as a bridge and accelerator, reducing overheads while ensuring alignment with ESG, SDG, and legal taxonomies.
In short: less time, less cost, more clarity—and fully interoperable with today's professional practices.

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The silent trap of criteria turning into objectives: a challenge for impact finance

Admin — 2025-08-17T07:33:56Z

Speaking about impact finance today means navigating an ocean of good intentions. Philanthropists, investors, companies, and public decision-makers all display indicators, dashboards, numerical commitments. “Reduce emissions by 30% by 2030,” “Achieve gender parity in leadership bodies,” “Increase the recycling rate to 90%.”

These criteria are indispensable: they set a course, make it possible to measure progress, to ensure accountability.

But a danger lurks: the one that British economist Charles Goodhart formulated as early as the 1970s: “When a measure becomes a target, it ceases to be a good measure.”

From thermometer to totem

A criterion is, at its origin, nothing more than a thermometer: a tool of observation to verify that action follows the right direction. But when governance, financial incentives, or public recognition crystallize around this number, the thermometer becomes a totem.

And as with any inversion between the world one wishes to measure and the measuring tool, one ends up serving the object rather than the reality it was meant to represent.

In impact finance, this slippage may be all the more problematic since we are speaking of finance that aims to improve the world. A philanthropic fund may, for example, focus on the number of beneficiaries reached, to the point of funding “large volume” projects with shallow depth of impact. A company may aim for a high ESG score by selecting indicators easy to optimize, while leaving aside structural issues. A public institution may calibrate its subsidies on standardized administrative criteria that in fact exclude innovative but atypical projects.

The mechanics of drift

How can this phenomenon actually take place?

Three main causes can combine and accelerate this slippage:

Pressure for rapid performance: funders may want visible results, often within short timeframes, incompatible with systemic transformation.
Standardization of taxonomies: the pursuit of ESG/SDG/EU Green Taxonomy alignment is necessary, but it can lead to freezing criteria designed for evaluation into rigid objectives.
Lack of iteration in governance: when a criterion is set at the launch of a program and remains unchanged despite evolving contexts, it loses its ability to guide meaningfully.
Perverse effects in every sphere

In philanthropy: the temptation of “naming” and quantified storytelling may push to fund what is photogenic rather than what is transformative.

In impact investing: a portfolio may aim for a precise percentage of SDG alignment, favoring projects that tick boxes on paper but do not truly innovate.

In business: internal ESG objectives may lead to symbolic trade-offs – such as reducing a carbon indicator on a pilot site, while the overall footprint remains unchanged.

In policymaking: public programs may bend to the logic of “compliance” (to European criteria, for example), losing sight of territorial specificities and real community needs.

The AGILE philosophy: putting the criterion back in its place

The AGILE tool, as promoted by the Geneva Foundation for the Future, offers a methodological response to this trap. (You can consult the AGILE tool in the White Paper published by the Foundation.).

Let us, however, take the exercise of applying the 5 approaches Alignment, Governance, Intention, Leadership, and Efficiency, to the AGILE tool itself, simply for the sake of coherence.

With A for Alignment: evaluation criteria must remain aligned with a strategic intention and shared values, and not become ends in themselves.

With G for Governance: governance must include feedback loops that regularly revise the criteria in light of on-the-ground reality.

With I for Intention: intention is the compass; criteria are maps to be updated, not borders to be respected at all costs.

With L for Leadership: responsible leadership knows how to explain why an indicator changes and defend the legitimacy of a revised objective.

And finally, with E for Efficiency: efficiency is not merely about hitting numbers, but about maximizing the ratio between resources used and real transformation.

Breaking free from the “tyranny of the indicator”

Authentic impact finance must be organized to accept that criteria are living, evolving, and sometimes abandoned in favor of others more relevant.

This requires daily courage: the courage to stay constantly up to date, to explain to stakeholders that a falling number is not always a failure, and that an indicator removed and replaced by another is not a regression, but the sign of methodological maturity. Provided, of course, that the reflections and work on this matter are documented, and that exchange seminars with all stakeholders are organized.

Philanthropic coalitions and hybrid funds can thus lead by example by publishing not only their numerical results but also the reasons why certain indicators were modified or replaced.

Toward a culture of critical revision

If we wish to avoid impact finance turning into a mere contest of labels and ratings, we must rehabilitate critical revision:

Train teams to detect the perverse effects of a criterion turned into an objective.
Introduce “sentinel indicators” that measure the very relevance of the criteria.
Promote multi-stakeholder panels to validate and adjust criteria continuously.
Communicate honestly about the limitations of each measure.

In a world saturated with quantified objectives, relevance cannot be decreed; it must be cultivated.

Impact finance – whether stemming from philanthropy, markets, business, or the State – must remember that its criteria are only means to serve an intention.

The day the means are confused with the ends, the original intention is betrayed, and this opens the door to greenwashing, meaningless standardization, and loss of trust.

To always keep criteria in their place, let us not place them on the altar of objectives, but in the toolbox of change.

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Geneva Foundation for the Future

Impact, the new bastion of security?

Facing risks head-on means absorbing them better

Sustainable business models, truly suited for the 21st century

Liquidity, growth, and trust: the three underestimated levers

A security ecosystem under active construction

Changing perspective, not just portfolios

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History of the AGILE Tool Design (2021–2025)

Why Tell This Story

The Origins: A Shared Intuition Facing a Systemic Blockage (2021)

A Founding Steering Committee

Early Dialogue with Financial Stakeholders

Field Participation: The Structuring Workshop of 2022

A Decisive Workshop with Swiss and European Finance

A Clear-Cut Finding

From Discourse to Framework: Birth of the Criteria Families (2023)

Foundational Work Presented at the Geneva Forum

Thomas' Key Role in Translation

Fine Engineering: Questions, Iterations, and Academic Contribution (2024)

Tristan's Report in Service of the Project

Expanded Listening Through the International Technology Request (2024)

The December 2024 Workshop at the 16th Geneva Forum

Final Consolidation Phase: AI, Coherence, and Responsibility (2025)

Finalization of the 25 Questions

White Paper Writing and Tool Stabilization

Contribution and Role Attribution – Full Accountability

On the Criteria Families

On the Questions

On Overall Facilitation and Responsibility

On the Production and Writing of the White Paper

AGILE as the Synthesis of a Collective Journey

A Takeoff Carried Collectively by the Field

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Towards a Common Benchmark for the Evaluation of Impact Projects — The AGILE Hypothesis

A starting hypothesis: what if a minimal common language were possible?

A deliberately simple structure

Correspondence of the 5 A.G.I.L.E. families

An iterative approach rather than certification

Why this could work: a few underlying principles

A method as an invitation

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Measuring soft factors differently: through capacity building and collective intelligence

1. Measuring soft factors through capacity building

2. Collective intelligence: a powerful sensor

3. Re-enchanting the spontaneity of mission-driven creativity

4. A new philosophy of measurement: human, progressive, living

Conclusion: measuring soft factors is about learning together

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2025 Geneva Forum: Dry Run of the AGILE Tool

Uses of the AGILE Tool

Reference criteria of impact finance integrated

You can access two levels of participation in the Dry Run

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The AGILE tool explained like I'm five

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White Book AGILE - Impact Finance

The Geneva Foundation for the Future is pleased to offer you access to the AGILE White Paper, September 2025

View the White Book

Content of the White Paper

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Re-enchanting Finance: when impact becomes the key to a future without ceilings

Investors in search of new horizons

Large industries facing their transition

Entrepreneurs and creators of useful wealth

Public officials and the collective challenge

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