The HR&S intervention meaningfully improves the lives of underserved communities. Underserved communities are internationally often characterised as those living on less than $5 PPP per day. The HR&S innovation has the potential to deliver substantially greater results per invested amount of money than standard development practices. HR&S has six key arguments for this claim:

1. The financial system is based on the private social business sector rather than donations to associations. Associations receiving aid support tend to become both donor-driven and donor-dependent. The private sector on the other hand has the potential to generate money that will sustain them financially, offer paid employment, as well as pay tax to the government; which in the long-run will enable governments to install social security systems for their people.
2. The social good is delivered through social enterprising enabling direct measurement of whether the target communities appreciate the effort or not; will they buy the product?
3. The implementation is user-driven; it is the community and the social entrepreneurs that decided on the products and customer channels, rather than aid organisations trying to understand what people want and need elsewhere and how their expected needs shall be met.
4. The accountability is ensured by engaging in the agency for change, ensuring that partners will benefit from the truth and trust approach, and collaboration with local coaches and auditors to explain the benefit of change.
5. The political aid agenda with hidden agendas and inefficient aid structures is avoided through that the Swedish partner is an independent and flexible social enterprise itself, free from political pressure.
6. The wide set of interdependent parameters is managed through an ambitious box of tools developed through 20 years of practical experience combined with continuous and real-time outcome evaluation and planning. The tools box contains practical strategies and action areas thoroughly presented at www.humanrightsandscience.se.

Large-scale change is difficult and today’s dynamic environment adds an extra level of complexity.  Basford, T and  Schaninger, B (2016) claim that there are four key actions to change mindsets and behavior; fostering understanding and conviction, reinforcing changes through formal mechanisms, developing talent and skills, and role modeling. The authors argue that it can be expected that a person reflects and acts according to a certain logic; “I will change my mind-set and behavior if”…i) “I understand what is being asked of me and it makes sense…”(fostering understanding and conviction), ii) ” I see that our structures, processes, and systems support the change that I am being asked to make” (reinforcing changes through formal mechanisms), iii) “I have the skills and opportunities to behave in the new way” (developing talent and skills), and iv)” I see my leaders, colleagues, and staff behaving differently” (role modeling). The findings of Basford and Schaninger are well integrated with the HR&S approach. Fostering understanding and conviction: HR&S acknowledges and respects the cross-cultural environment we are in and do not impose values across cultures, that is why we build on user-driven programmes. We partner with passionate change-makers who are driving positive local development change and work together with solving this change-maker’s outcome challenges. When a Strategy for Change has been agreed on between HR&S and the local partner change-maker, then the partners together address the aspect of large-scale transformation to change mind-set and behaviour. In order to have an impact, it is necessary to involve all stakeholders with the power to influence the transformation, why stakeholder analysis is part of the method. Reinforcing changes through formal mechanisms: HR&S has developed Practical Strategies and Action Areas during ten years of piloting the business idea. Developing talent and skills: HR&S offers four areas of training, all building on the Practical Strategies and Action Areas; research management, laboratory management, social business management, and development programme management. Role modeling: HR&S operates locally through Research, Innovation and Social Enterprising (RISE) support Centres managed and driven by four local coaches and one professional accountant. The coaches guide local change-makers on evaluation planning, evidence based impact assessment, branding & public relations, and accounting.