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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Travaux sur l'Organigramme général de la Fondation (en cours)

Admin — 2026-01-24T14:08:18Z

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Mémo de Concepts Fondateurs (briques) de l'Offre et de la Stratégie (a également pré-dimensionné AGILE et le Livre Blanc)

Admin — 2026-01-24T11:31:44Z

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23 janvier 2026 - Compte-Rendu Réunion inter-comités Geneva Foundation for the Future

Admin — 2026-01-24T10:50:54Z

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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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The Foundation described through the lens of the Impact Gap Canvas

Admin — 2025-10-31T18:08:49Z

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Logical Framework + Business Model Canvas + Lean Model Canvas

Admin — 2025-10-04T20:29:30Z

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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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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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Travaux sur l'Organigramme général de la Fondation (en cours)

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Mémo de Concepts Fondateurs (briques) de l'Offre et de la Stratégie (a également pré-dimensionné AGILE et le Livre Blanc)

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23 janvier 2026 - Compte-Rendu Réunion inter-comités Geneva Foundation for the Future

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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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The Foundation described through the lens of the Impact Gap Canvas

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Logical Framework + Business Model Canvas + Lean Model Canvas

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2025 Geneva Forum: Dry Run of the AGILE Tool

Uses of the AGILE Tool

Reference criteria of impact finance integrated

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