Facebook founder Mark Zuckerberg's recent pledge to put a fortune valued at $45-billion into a separate account devoted to social progress has been greeted with both praise and unwarranted skepticism.

Instead of creating a new charitable foundation and large bureaucracy to administer it, with the legal, tax and other requirements associated with that traditional approach, Mr. Zuckerberg will place funds into a limited liability company. This structure will provide him enormous flexibility in choosing how to reinvest both his billions and his personal influence back into society. As a lawyer working worldwide for individuals at the nexus of business, policy advocacy, law and philanthropy, I believe Mr. Zuckerberg's approach will allow him to bridge all four of these areas in a way that traditional "charity" structure cannot.

How might Mr. Zuckerberg deploy these funds effectively in these four areas? A few models I have executed with clients could illustrate.

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Such innovators are addressing unmet social needs around the world. Simultaneous with his advocacy for gay rights on the eve of the Sochi Olympics, Russian business leader Oleg Deripaska learned that local government officials planned to euthanize thousands of stray dogs. Mr. Deripaska persuaded the city to stop its policy, made adopting these dogs his immediate priority, built facilities to house them, arranged a global adoption program and began discussions with Russian and U.S. humane organizations about solving the stray-dog issue at a national level. Canadian business leader and former politician Belinda Stronach provided early leveraged funding and personal political influence toward unmet needs such as malarial bed nets and was an early champion for the advancement of young women and girls.

Accomplishing measurable changes can be challenging, but tremendously gratifying. New entrants, such as Mr. Zuckerberg, can accomplish great outcomes by taking calculated risks in business, policy advocacy, law and philanthropy.

Traditional foundations created to preside over large fortunes can be bureaucratic, ponderous and overly concerned about the sensitivities and agendas of the broader "community" of partners. Instead, why not approach social change the same way Mr. Zuckerberg approached business? Test and build better and more dynamic models, and apply leverage from government and partners to scale the ones that work. He will look at models that worked for others, then undoubtedly invent some of his own.