4| INNOVATION@WWF THEORY OF CHANGE

A description/illustration of how and why a desired change is expected to happen in a particular context.

| VISION FOR OUR WORK

Imagine a WWF that innovates fearlessly to deliver on the Roadmap to 2030.

Where Innovation tools, mind-sets, and culture are embedded in WWF's way of working, processes, projects, and collaborations resulting in innovative conservation projects thriving and reaching their full potential to create impact for conservation in local landscape all the way to global systems.

| PURPOSE OF THE TEAM

We believe that innovation plays a key role in accelerating conservation impact. Innovation@WWF’s Theory of Change is rooted in our innovative approach and guides our purpose to enable and inspire WWF teams and offices to create solutions for greater conservation impact through innovation for people and planet by providing connection and supporting innovators to develop, implement and scale ideas.

| THE PROBLEM WE ARE TACKLING

Business as usual will not be enough to bend the curves for people and planet, while WWF is innovative, the full potential of innovators and innovative solutions is not leveraged upon. Barriers (see innovation approach), including limitations on funding, hold people back to take more mindful risks and try unusual ideas.

| THE SOLUTION WE ARE OFFERING

By taking forward four key strategies with our Innovation Pillars, WWF Staff across all offices and Leaders, and by focusing on our ultimate stakeholder — the more than human world = nature — we can achieve our vision together.

| AND OUR FOUR STRATEGIES WILL GET US THERE:

1. Build innovation culture, knowledge & skills

2. Applying Innovation for
greater conservation impact

3. Integrate innovation
into WWF further

4. Sharing, Learning
& Partnering

We have a wide range of opportunities to suit your needs, whether you're looking for resources, guidance, support in your conservation projects, or how to build the innovation culture within your office. We enable this work through cross-cutting functions such as fundraising, communications, network engagement, impact measurement, thought leadership & partnerships, while ensuring the team is well.

Short term (by end of FY 2024) and mid outcomes (by end of FY 2025) mapped to our strategies are stepping stones to our long term impact (by end of FY 2027), all while being mindful of potential unintended negative outcomes our work might cause.

| WORKING TOWARDS THE TIPPING POINT

This theory of change works toward a reality where WWF’s conservation goals are accelerated. In order for this to be true, WWF has to have a mainstream innovation culture and be successful at replicating and scaling validated innovation conversation solutions. To mainstream WWF’s innovation culture we need to reach the 25% tipping point. This requires 25% of individuals in each office and practice being supporters of innovation.

WWF's innovation approach is an invitation for you to get inspired and take action in your own team, your own office, your own community. It is our collective responsibility to create the change needed to at the end be able to deliver greater conservation impact.

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