Understanding The Development Of Strategic Partnerships For Social Innovation

In this world where systemic inequalities, poverty and other complex social problems are still very present, traditional intervention models have shown limited ability to provide an efficient response to these issues and challenges. Short-term and immediate solutions are no longer adequate and it has become essential to rethink the approach and invest in collaborative and systemic strategies that address the root causes of these realities. Social Innovation seems to provide a practical way to deliver a more impactful response where enduring change in people's lives is the aim. Rather than isolated practices, social innovation has increasingly established itself as a driver of development, promoting new ways of acting, thinking and collaborating. As this process gains strength, is essential to mention the role of partnerships between the corporate and social sectors. It becomes increasingly relevant, as alliances that combine financial resources, technical expertise and field experience to promote large-scale and long-term social impact. These partnerships require a paradigm shift, in which businesses move beyond traditional corporate social responsibility and social organizations can access new tools and opportunities to scale their impact. This thesis aims to explore how strategic partnerships can be powerful engines for social innovation and systemic change, as exemplified by the narrative of the Organization G, a Mozambican organization with which I have worked closely. It reflects on how collaboration, grounded in trust and shared purpose, can lead to meaningful and lasting impact. The goal here is not to measure outcomes with complex data, but to explore what these relationships look like in practice: how they are built, what makes them work and how they contribute to more profound transformation. By sharing this narrative, the thesis aims to offer new insights into what it truly means to innovate for impact, not in theory, but in real life and in places where it is needed most. In this sense, the research goes beyond mapping best practices; it also seeks to understand how the interaction between diverse actors (corporate and social) can shift structures, unlock new possibilities for development and generate solutions tailored to local contexts. This analysis is particularly relevant in settings such as Mozambique, where resources are limited but the potential for transformation through cross-sector collaboration is immense.