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Today, a new generation of leaders is challenging traditional leadership models with diverse perspectives, innovative approaches, and a deep commitment to social impact. As the landscape shifts, how can nonprofit practitioners and business leaders navigate and lead in their respective areas of expertise?

This question was at the heart of On Board Hong Kong 2025, a conference dedicated to providing insightful discussions and interactive sessions for nonprofit and business leaders. Hosted by The Hong Kong Jockey Club Programme on Social Innovation and Chicago Booth’s Rustandy Center for Social Sector Innovation, the conference drew more than 220 participants, emphasizing that this year’s theme, The Changing Faces of Leadership in the Social Sector, was worth thoughtful examination. 

The conference began with a keynote session from Bernd Wittenbrink, Robert S. Hamada Professor of Behavioral Science and Wei Cai Faculty in Residence for Spring Quarter 2025 at Chicago Booth, followed by two sessions that gave audience members valuable insights into the best practices and strategies driving social change. The day concluded with workshops, equipping participants with the skills and toolkits to effectively communicate their organization’s mission, engage stakeholders, and impact their community.

Here are key takeaways from select sessions from this year's conference:

Implicit Bias: How We Come to Choose What We Don't Necessarily Want (Opening Keynote)
Wittenbrink kicked off the conference with an insightful keynote, discussing the intricacies of implicit bias and highlighting how subconscious factors, rather than deliberate decision-making processes, often influence our choices. 

Generally, we think of the choices we make each day as more or less deliberate, identifying our options and picking those that best match our preferences. Sometimes we do this with great care, other times we approximate. Behavioral science research, however, demonstrates that in many instances, choices materialize in a different manner. Instead of following a decision process, our choices are often shaped by implicit influences that are outside of our awareness, leaving us at risk of implicit bias.

Drawing from his extensive research, Wittenbrink explained that implicit biases are the hidden drivers behind many of our decisions, and in many ways lead us to choose options that we might not consciously endorse. It is essential to recognize these biases, he noted, so that we can better implement strategies, alleviate their impact, and foster more equitable and inclusive environments.

Charting New Paths: The Future of Social Innovation (Session One)
In the first morning session, panel speaker , associate professor at HKU, and cofounder and director of the Foundation for Shared Impact, joined , cofounder and chief catalyst at Dream Impact HK Ltd, and , MBA ’20 (AXP-19), executive director of The Boys' and Girls' Clubs Association of Hong Kong, to explore the future of social innovation, highlighting strategies and mindsets that leaders can adopt to navigate uncertainty and drive social impact.

"The social sector is a vast ecosystem,” said moderator , MBA ’22 (AXP-21), secretary-general of The Dragon Foundation and supervisor (Youth Exchange) of The Hong Kong Federation of Youth Groups. “By engaging thought leaders and practitioners, we aim to go beyond mere discussions and foster a mindset and actions within our leadership that can unlock the potential of social innovation."

As the future of the social sector is marked by rapid change, nonprofit and business leaders need to acquire the mindsets and skills to successfully steer their organizations through turbulent times. By embracing change and leveraging creativity, leaders can unlock new opportunities for themselves and their organizations. This includes:

- Using technology: Data transparency and system change are crucial for fostering social innovation in shaping the future of the social sector.
- Practicing social innovation: Leadership plays a key role in motivating staff, beneficiaries, and stakeholders to implement social innovation in their work, creating greater social impact.
- Leveraging ESG awareness: Social leaders should leverage the ESG trend to inspire collaboration between social enterprises and corporations and foster sustainable impact.
- Collaborating to create a sustainable social innovation ecosystem: Connecting thought leaders and practitioners can unlock the potential of social innovation by building a leadership mindset.

No matter the sector, leaders are encouraged to be more open-minded in the journey of social innovation, both its successes and challenges. 

United for Impact: Collaborative Leadership and Cross-Sector Partnerships (Session Two)
The second morning session was moderated by , executive director of HandsOn Hong Kong and featured panelists , chief engagement officer, policy head, and Northeast Asia coordinator at AVPN; , head of sustainability and shared value at Nan Fung Development Limited; and , MBA ’22 (AXP-21), the CEO of Asian Charity Services. The speakers noted that complex social issues require a collaborative approach, transcending traditional boundaries. Highlighting the power of cross-sector partnerships, the speakers shared innovative partnership models, demonstrating how collaborative leadership can foster innovation and pave the way for a more resilient future. This includes:

- Building cross-sectoral alliances: Social leaders should look for ways to build long-lasting collaborations with those in other sectors. Doing so will provide trusted relationships and established support systems that make for sustainable collaboration.
- Thinking outside the box: NGOs should try to think beyond traditional boundaries and actively seek partnerships to maximize their impact.
- Fostering inclusion and resilience: Meaningful and inclusive collaboration can break down silos, pull together all the useful resources, diverse perspectives and expertise that strengthen long-term impact and foster resilience. 
- Changing mindset for collaboration: In a fast-paced society with complex social challenges, social leaders should be open to the power of collaboration when leading their NGOs.


Afternoon Workshops and Closing Session
The afternoon workshops concluded by providing practical, valuable insights into enhancing the social sector's impact. Each session offered hands-on activities that allowed participants to engage with the topics at hand. The social sector practitioners shared real-world examples during their respective panels, providing valuable insights and practical applications.

facilitated the first workshop of the afternoon, titled Catalysts for Impact: Unleashing the Inner Talent of Social Sector Leaders. The session emphasized the importance of an inner compass, connectivity, and aligning personal purpose with organizational goals to sustain passion and impact.

The second workshop, Measuring Impact: Aligning Funders and Social Purpose Organizations, was facilitated by . The session highlighted the importance of fostering a data-driven culture and leveraging technology to drive meaningful change, while noting that funders need to support and appreciate the broader value of the Monitoring, Evaluation, and Learning framework.

and facilitated the final workshop of the afternoon, titled Connecting Hearts and Minds: Strategies for Effective Impact Messaging. The panelists explored the reflective nature of impact messaging, its power to build empathy and inspire action, and the key strategies for effective communication, which include authenticity and powerful storytelling.

The On Board Hong Kong conference was a highlight for social sector leaders, calling attendees to become the driving force behind social innovation. 

"It's always a pleasure to attend the Rustandy Center for Social Sector Innovation’s On Board conference, where we can reconnect with leaders across the social sector to debate practices, exchange ideas, and learn,” said Angelyn Lim, founder and social impact leader of the Ripple Effect. “As sector leaders, it's essential to carve out time and mental space to design and implement solutions to the challenges we all face, and not just talk about them."