How a strategic partnership between MBM and Instituto iungo generated learnings to strengthen organizations and inspire a new way of working for social investors.
Strengthening organizations with the potential for real transformation is one of the great challenges and responsibilities of those working with private social investment. The question is how to do this strategically, respectfully, and in line with what each organization truly needs?
The trajectory between the Bem Maior Movement (MBM) and the iungo Institute helps to answer this question and shares important reflections for those seeking to build solid and collaborative relationships in the social field.
It was with this perspective that, in 2020, MBM initiated a strategic partnership with iungo, a newly founded organization at the time, but already with a robust mission and an experienced team dedicated to the professional development and empowerment of educators as key to improving Brazilian public education.
Over the course of more than five years, this investment went beyond financial support . It became a relationship sustained by shared values, mutual trust, and a commitment to the cause and to institutional development.
Next, we present the main pillars of this successful relationship and what they can inspire in other partnership experiences in private social investment.
Alignment of values and purpose
Strong strategic partnerships begin before the contract. The foundation lies in the recognition of shared principles and visions between those who invest and those who implement. From their initial meetings, MBM and iungo identified an affinity in their perspectives on the role of education and in their approach to working in the social sector.
Collaboration, a core value of both institutions, allowed the relationship to transcend financial contributions and become a joint construction of future paths.
“We support the iungo Institute because of their seriousness and consistency, and especially because of their commitment to education. The social organization is the vehicle for that cause.”
— Carola Matarazzo, executive director of MBM
This alignment of mission allowed the bond to strengthen over time, even in the face of operational challenges and complex strategic decisions. Experience shows how institutional compatibility and synergy of values are prerequisites for strengthened relationships.
Active listening and mutual development
Active listening creates space for the partnership to evolve. MBM, still developing its support strategy, found in iungo a partner willing to also contribute to the development of its monitoring methodology.
Iungo offered practical suggestions on the ideal frequency of meetings, documentation formats, and more efficient communication, always focusing on maintaining the fluidity of the organizational routine without sacrificing transparency.
“MBM has always demonstrated a desire to work collaboratively and think about solutions together, contributing to the institutional maturity of iungo.”
— Joana Rennó, Director of Strategy and Implementation at iungo
This type of exchange demonstrates how a strategic partnership in social investment is also a learning space for the investor, who can improve their practices based on the concrete experience of those on the front lines.
Trust and transparency in facing challenges.
When there is security in the relationship, vulnerabilities cease to be taboo and become points of joint construction. At different times, iungo has frankly shared operational, structural, and strategic challenges with MBM—including in institutional spaces such as the Deliberative Council, where MBM has a seat.
This approach reinforced confidence and allowed for faster and more realistic responses, aligned with the needs of the moment and the long-term vision.
“Even though we have a financial relationship, there’s a partnership that goes far beyond the financial aspect.”
— Beatriz Waclawek, Social Investment Manager at MBM
Creating a safe environment for difficult conversations strengthens bonds. Transparency needs to be encouraged from the start with empathetic listening, mutual respect, and commitment to the process.
Commitment to impact and continuous learning.
Lasting social impact doesn't arise from improvisation. It's the result of continuous cycles of planning, experimentation, evaluation, and adaptation. With MBM's support, iungo implemented tools such as strategic OKRs and institutional maturity diagnostics to improve its governance and internal processes.
The key difference, however, was not the use of these tools per se, but the way iungo incorporated them into its culture: adapting methodologies to its reality, strengthening its management, and guiding its decisions. This was only possible because MBM provided space to support this process as a long-term investment and not as a requirement for specific deliverables.
“Over the course of five years, this collaboration has structured processes, enhanced institutional capabilities, inspired new models of action, and significantly expanded the reach of our social impact. This expansion is accompanied by a solidity and security that, in turn, attracts more investors.” — Paulo Andrade, president of the iungo Institute.
A good strategic partnership includes room for testing, adjustments, and learning. Investors who support not only the results but also the path to them contribute to the sustainability and resilience of social organizations.
A partnership that becomes a benchmark.
This entire process is documented in the recently released MBM + Instituto iungo Institutional Case Study , which presents the milestones, lessons learned, and practical effects of this relationship.
The study invites investors, organizations, and social leaders to reflect on their own partnership models. After all, more transparent, respectful, and well-structured relationships not only strengthen organizations, they also amplify the impact of the causes we all want to see advance.
Access the full case study starting December 1st.
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