Like many non-profits, Mozaik strived to gain interest from donors while staying true to our mission. We began to notice early signs of ‘Projectitis’  – a condition that could transform Mozaik into an organization driven solely by donor agendas. Yet, as we delved deeper into the concept of systemic change, we realized the greater potential for impact beyond the constraints of donor funding cycles.

Throughout these challenges, the entrepreneurial spirit within Mozaik remained a simmering force. This energy ignited in October 2012, following our Director’s return from an executive program for Schwab social entrepreneurs at Harvard Business School. This sparked the first of many pivotal strategic meetings. At the outset, we were unsure of the eventual outcomes or the sacrifices required.

Our strategic journey began with a critical assessment of our impact on Bosnia and Herzegovina to date. We pondered fundamental questions: Why does Mozaik exist? What measurable, positive impact can we achieve in our country and region? How long will it take to effect systemic change, independent of donor funding cycles?

Thanks to a general-purpose grant from C.S. Mott, which afforded us the luxury of time for introspection, we, after several iterations, formulated our impact statement by the end of 2014. This statement became the cornerstone of Mozaik Foundation’s strategic direction: “Between 2016 and 2026 Mozaik Foundation will lead the development of a new generation of entrepreneurial and innovative youth in Bosnia and Herzegovina – a value-driven force that creates new social and economic value, creates new jobs and serves as role model to other youth.”

Once we were able to grasp both our purpose and the desired impact, we were truly able to methodically explore the ‘How.’ This involved the bold step of critically reassessing all ongoing projects and identifying any programmatic gaps.