Impact-oriented networks such as the Bosch Alumni Network generate value in many ways: building trust, fostering learning, inspiring behavior change, and even shaping policies. But how do we capture this complex, often intangible value and communicate it in a way that motivates members, funders, and external partners while strengthening strategies?

Why should we care about impact measurement?

Interest in impact measurement has grown significantly over the past decade. Peer-reviewed publications, media coverage, and policy debates all point to a broader recognition: impact assessment is not just about accountability. It serves several additional functions such as:

• Learning: Understanding what’s happening inside the network.
• Coordination: Offering steering tools, especially in larger organizations.
• Dialogue: Inviting members into conversation and strengthening the culture of the network.
• Legitimacy: Building trust with funders and external stakeholders.

On top of that, results can feed strategy development and keep members engaged.

Lessons from history: you might not find what you expect

Impact assessment matters because it can reveal unexpected results. Take the Cambridge-Somerville Youth Study from the 1940s: a mentoring program for underprivileged boys. Despite good feedback from participants, the long-term evaluation showed the opposite of what was hoped for — the treatment group fared worse than the control group in employment and health outcomes.

The lesson learned: even promising ideas may not deliver the outcomes we assume. Without measurement, we risk misjudging our influence and impact.

Why networks are tricky to measure

Networks are powerful, but measuring them comes with unique challenges:

• Distributed agency: Much happens outside the organizer’s control.
• Attribution: What is truly caused by the network, and what would have happened anyway?
• Fuzzy edges: Who counts as a member, and for how long?
• Different missions: Diverse members follow different goals.
• Practical barriers: Time, cost, expertise … the usual suspects.

Four steps to make your impact speak

Impact measurement doesn’t have to be overwhelming. Start small, and increase complexity only when needed. These four basic steps can help:

1. Model your impact
   
   Use simple frameworks like IOOI (Input, Output, Outcome, Impact) or Theory of Change to map out causal logic and account for deadweight (“what would have happened anyway”).
   
   For the Bosch Alumni Network, for example, this means engaging members and stakeholders through workshops, conversations, or interviews to build impact chains for each group. This helps to identify the most important effects.
   
   
2. Measure what matters
   
   Choose a suitable design — surveys, observations, secondary data — and define indicators carefully. Think early about usability: a smooth process for respondents increases both response rates and data quality. Also, treat data collection as part of your engagement, not just as a technical step.
   
   
3. Analyze and document
   
   Even a solid descriptive analysis can offer relevant insights. Where possible, compare across regions or time, or use benchmarks. More advanced options include monetization (e.g., SROI) or social network analysis.
   
   
4. Share your findings
   
   Data should not sit in a drawer. Share results internally to guide strategy and externally to show accountability and value.

From measurement to storytelling

Impact measurement is not an end in itself. At its best, it sparks reflection, helps networks tell compelling stories, and creates a virtuous cycle of engagement. Infographics, short reports, or social media snippets keep members motivated and partners informed.

In a nutshell – four tips to get you started

• Describe impact
  Identify your key groups. Map the impact chain for one to three of the most relevant groups, ideally in shared settings such as a workshop, regular check-in, or even an informal coffee. Decide which types of impact you want to look at.
• Measure and quantify
  - Capture short- and mid-term effects, use secondary data or case examples to show how they connect to long-term impact.
  - Whenever possible, integrate measurement into your regular processes with members or beneficiaries.
  - Look for templates or benchmarks from comparable organizations to save effort and create comparability.
• Keep your process simple — tools and AI can help.
• Bring in external expertise for support and legitimacy needed — e.g. impact analysts, student groups, master’s theses, or consulting partners with an interest in your field.

Would you like to dig deeper?

• Center for Evaluation Innovation: Evaluating networks for social change: A casebook
• European Commission: Proposed approaches to social impact measurement
• iac Berlin: Addressing grand challenges collectively: An introduction to impact-oriented networks
• iac Berlin: Measure the success of impact-oriented networks
• iac Berlin: Understanding alumni communities through social network analysis
• Tim Strasser: Scale 3D (a framework and tool for strategy and evaluation of networks)
• UK Cabinet Office: A guide to social return on investment