“It’s not hard to map the neocolonial DNA across our sector … the effect of concentrating power, hyperprofessionalizing in a way that creates exclusivity, co-opting existing culture, forcing assimilation, leveraging local populations to obtain resources, and reinforcing larger systems of oppression,” write Stanford scholars Jess Rimington and Joanna Levitt Cea, who are cataloging the hallmarks of “colonized organizational design” in both the nonprofit and for-profit sectors.4
