Do you believe your organisation can solve all problems?
Do you believe a leader’s highest potential is being a fire fighter?
Do you believe your organisation is future proof?
If your answer to all the 3 is ‘NO’, then you might be the one we are talking about.
In our quest to be ecosystem leaders, we had to first unbox ourselves. Read what our leadership has to share from the heart.
At the beginning of 2026, we huddled together to answer a question: Who are we in the canvas of the social sector? In doing what we do, what are we really trying to do? (A question partially nudged by our advisors and well-wishers.
We have been termed a service provider, an intermediary, a culture consulting organisation, a group of facilitators supporting social organisations. At the same time, in our other roles,
we work on the ground as practitioners,
we are org builders running our own NGO,
we are weavers who participate in networks and build the relationships needed to shift the game nationally!
So who are we really? We are all of this, we are an ecosystem organisation.
It is this quest of unboxing ourselves from the boxed roles of our sector that has enabled us to experience each box yet see through them. It has given us the space to sense the emerging zeitgeist and build our capacities to enable the sector beyond neat roles and labels.
The gift of many roles can be confusing, yet it gives us the opportunity to see the complexities and not run away from them. Acknowledging this breadth of experience, we see ourselves in a new light and place our role in the sector in a renewed way as an ecosystem nurturer / curator.
We are practitioners, leveraging our experience to work hands-on with organisations to address the patterns that might be holding them back from thriving. We don’t just advise or make SOPs, we work with teams to co-build the processes and capacities, so the organisation learns in the process itself.
And we don’t stop at organisational patterns. We also work with the systemic patterns of society that show up in an organisation patterns that may be hindering its growth, or that, left unacknowledged, leave it unprepared for the uncertain complexities that can affect its work.
With this phase, Wisdom Tree is keen to enable the form of leadership organisations need to move to ecosystem thinking. We believe that enabling ecosystem leadership is the next wave of capacity building, one that shifts the focus from siloed ways of operating to more coordinated action.
This is a journey we take as facilitators, innovators and organisation builders. Through it, we hope to bring together co-travellers to experiment, innovate and bring to life the experience of a thriving organisation enabling a thriving planet.
Kejal Savla,
Co-founder and CEO
Wisdom Tree
Organisational retreats are a space after a year of hard work for fun, rest at the same time a forward investment for the coming year. So the need is both fun and deep learning that can move to practice.
Through a co-designing process with team members from Bhumi, we were able to thread this fine needle by designing the entire retreat as a “Back to Basics”, a theme centred around fun, games and the classroom. Through games such as Haggle and Mafia we held spaces for reflection on values and teams.
We initiated the WitTea Huddles – space for co-learning with peers. A slow informal chat with practitioners to explore key questions around people and culture, aimed at co-learning and building relationships across the sector towards strong practices when it comes to the way we look at culture and peoples practices.
The Huddles explored:
What makes talent attraction not just easier but also culture-aligned?
HR and People leads from 11 organisations shared how LinkedIn works well for hiring some roles, but that niche skills require access to curated communities to find aligned talent. Building relationships through spaces such as fellowships can make it easier to attract new talent that is aligned with an organisation’s vision and culture, while also addressing some of the challenges of finding the right people.
What does it take to retain and grow volunteers?
70% of NGOs actively engage volunteers in their programs, says UDARTA-EG Report.
We explored with 4 volunteer-driven organisations, what does it take to retain and grow volunteers, left this huddle with the certainty that it literally and figuratively pays to have a volunteer retention strategy. You can read more about these insights here.
At ATMA’s Accelerator Graduation Meet in Ahmedabad, we facilitated a workshop for the graduating NGOs on building culture aligned systems and process for a robust organisation.
Thank you for being a part of this journey toward inner and outer change.
Do share your questions and thoughts with us on these learnings. You can reach out to us at anand@wisdomtree.org.in.
Warmly,
Wisdom Tree Team
