From Social Entrepreneur to System Orchestrator to System Catalyst

The world of social change has changed significantly from decades past. To keep up, leadership roles have evolved to reflect these shifts in strategy and philosophy. Initially inspired by the success of venture capital in scaling for-profit enterprises like Apple and Microsoft, philanthropists began supporting social entrepreneurs with innovative ideas through venture philanthropy. 

However, these efforts often fell short in effecting systemic change within sectors like education, healthcare, and workforce development. While they were good examples of innovation, they didn’t have enough impact at scale. This evolution has led to a new understanding of the roles necessary to drive scalable, impactful, sustainable change.

The History of Systems Change

The concept of systems change has its roots in the academic explorations of system dynamics, particularly at institutions like MIT during the 1970s and 1980s. Researchers aimed to understand the complexities of predicting and changing how a system works, Despite significant theoretical papers and research, they remained just that–theory.

In the early 2000s, the field of social entrepreneurship started to gain momentum. Organizations such as New Profit, Draper Richards Kaplan, and Echoing Green began applying venture capital principles to the nonprofit sector. They identified and supported visionary social entrepreneurs who had developed innovative solutions to some of the most pressing social issues of our time. Some of these ventures included Teach for America, KIPP Schools, iMentor, GirlTrek, and Community Solutions. 

The success of these ventures got the wheels turning. What if we could transform larger systems in which they operated rather than be confined to isolated pockets? To do so took collaboration from multiple stakeholders. The realization that no single organization or entrepreneur could drive systemic change alone led to a pivotal shift in strategy. In 2011, Mark Kramer and John Kania introduced the concept of Collective Impact in their paper published in the Stanford Social Innovation Review. This framework emphasized the necessity of multi-stakeholder collaboration to address complex social problems effectively. Collective Impact requires a structured approach involving a shared agenda, mutually reinforcing activities, continuous communication, and a backbone organization to coordinate efforts.

What is a System Orchestrator?

As the Collective Impact approach to systems change gained traction, the need for a new description of leadership became evident. Traditional leadership models, which often relied on hierarchical structures and top-down leadership, were inadequate for the collaborative and adaptive nature of systems change. Thus, the term "system orchestrator" emerged to describe leaders who could bring together diverse stakeholders, align their efforts, and maintain momentum toward shared goals.

Imagine an orchestra with many musicians that play together with the help of a conductor. System orchestrators were envisioned as akin to conductors of an orchestra, guiding various musicians–in our case, stakeholders–to perform in harmony. These leaders needed a managed ego and to possess a blend of skills, including strategic vision along with project management and exceptional interpersonal abilities, like being a deep listener. They were responsible for facilitating dialogue, resolving conflicts, and ensuring that all participants stayed focused on the collective goal.

In practice, system orchestrators played a crucial role in the success of many systems change initiatives. They were the glue that held collaborative efforts together, ensuring that different organizations and individuals could work together effectively. 

From System Orchestrators to System Catalysts

Despite the successes achieved under the system orchestrator model, we started thinking that the metaphor of an orchestra conductor was somewhat limiting. It implied a level of control and direction that did not fully capture the dynamic, emergent nature of effective systems change. To us, the idea of a leader, or an “orchestrator,” did not perfectly align with the reality of complex social systems, where adaptability and co-creation were essential.

The search for a more fitting metaphor led to the concept of a jazz ensemble. In jazz, there is no conductor providing explicit directions. Instead, musicians bring their unique styles and improvise together, creating something greater than the sum of their individual contributions. They know that they are effective when they can feel their audience’s reaction, connecting with them in a “flow state.” This metaphor better reflects the role of leaders in systems change, who facilitate interactions, encourage innovation, and adapt to emerging opportunities and challenges.

From this shift of thinking, we thought there was an even better term than orchestrator available: a “catalyst.” From there, the term "system catalyst" was born. Like a catalyst in a chemical reaction, system catalysts accelerate and facilitate change without being consumed by it. They help diverse stakeholders find common ground, ignite synergies, and enable systemic change to unfold organically. System catalysts possess qualities of servant leadership—humility, active listening, and a focus on empowering others—while also driving structured roadmaps for change that are needed to bring many different puzzle pieces together.

The shift in description from "system orchestrator" to "system catalyst" underscores a deeper understanding of leadership in the context of systems change. It recognizes the complexity and unpredictability of social systems and embraces a collaborative, emergent approach to driving meaningful transformation.

Conclusion

The evolution from "system orchestrator" to "system catalyst" represents a significant shift in how we understand and approach leadership in systemic change efforts. While system orchestrators is a great term, the emerging complexity of social systems created a need for a term that allows for a more adaptive and collaborative approach. System catalysts embody this new paradigm, facilitating dynamic interactions among stakeholders and enabling the co-creation of solutions that can drive sustainable, transformative change.

As we continue to address the world’s most pressing social issues, the role of system catalysts will be crucial. Their ability to bring together diverse perspectives, foster innovation, and navigate the complexities of social systems will be key to achieving the large-scale impact that our world needs. By embracing this new model of leadership, we can better tackle the multifaceted challenges of our time and create a more equitable and just society.

For more insights and stories from system catalysts to inspire your own journey to become one, subscribe to the Systems Catalysts podcast to hear stories from system catalysts on their approaches to the problems on which they have chosen to focus.