All our investees are seeking to be impactful and the collective impact they create is a matter of inspiration for all of us. Its therefore important to get a good handle on this collective impact so we can track progress and remain accountable. This not only helps us stay focused on our purpose, but also helps our entrepreneurs serve their customers better.
We recognise that measuring impact is an art and a science. In our approach, we strive towards rigour, but aim to avoid the trap of false precision. We capture key metrics in a unifying framework, but also seek to learn from the varied nuances of our investees’ work. We aim for simplicity but strive for insight.
For all of us at Omidyar Network India, the impact achieved to date has spurred an even greater commitment to working with those who can create a meaningful life for every Indian. As our organisation evolves, we plan to refine our approach, to incorporate learnings from our experience and continually improve the utility of our framework.
We would love to hear your feedback on our impact framework and ideas on how to improve it. Please write to us at firstname.lastname@example.org
We measure two types of impact:
Effect of the products/services offered by our investees on their customers/beneficiaries.
Positive catalytic change on the sector that goes beyond the direct impact that the investees have on their customers/beneficiaries
In addition to measuring these six metrics, we also track specific impact indicators that are unique to each investee, based on the sector in which they operate. This helps assess their contribution to impact at a granular level, in consonance with the investment’s ‘theory of impact’.
Our assessment is based on an extensive process, including data collection from investees, customer insights surveys undertaken by an external organisation, and reviews with our investment teams.
We aggregate the results obtained across all investees, and assess progress at the level of our initiatives, our four strategic pillars, and as an organization as a whole.
We also maintain a snapshot of all investees across the dimensions of Direct Impact and Sector Impact as explained in the figure below.
1. Reach does not represent unique lives, as the same person may be served by multiple ONI investees. 2.Depth and inclusion are reach –weighted and captured for 20 investees who did Lean Data Survey (LDS) in 2022 (of which 1 is excluded from analysis due to pivot in business model); 21, 16 and 11 investees did LDS in 2021, 2019 & 2018 respectively;. Depth and inclusion not reported for 2020 because LDS was not conducted in light of the pandemic. 3. Prior to 2021 calculated using the Poverty Probability Index methodology (i.e., capturing those earning less than $3.20/day (in 2011 PPP$)), 2021 onwards uses ‘Wealth Quintile Index’
Note: Reach, Imitators, FoCR & Policy Wins are as of 30 September 2022; Depth and Inclusion data comes from LDS conducted in Q4’22 & Q1’23