Decisions to rely on networks to more effectively generate social change are not new to philanthropy and nonprofits. Foundations have funded the civil rights, feminist, and consumer movements for decades. More recently, many have assembled "learning networks" of grantees that work together to innovate and improve their practices. And, as Jon Pratt, executive director of the Minnesota Council of Nonprofits, points out "community organizers and grass roots organizations have applied network concepts for years." 

Foundations, a crucial capital market for nonprofits, and governments that contract with nonprofits increasingly seek improved impact, leverage, and “return on investment.” Nonprofits are routinely expected to be more strategic, entrepreneurial, and “high performing,” and to focus on producing outcomes.  In this shifting context for the civil sector, networks appear to be good fit for nonprofits:

"Network strategies offer a powerful set of tools to manage the key tasks and challenges faced by nonprofits… Network thinking offers powerful analytic and strategic tools for nonprofit boards and managers to increase the stability, influence and autonomy of their organizations" - Jon Pratt, executive director of the Minnesota Council of Nonprofits