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Stop Competing Start Innovating with Chuck Wall
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Stop Competing Start Innovating with Chuck Wall

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  • 1. Session Hashtag: txnsinnovate
    STOP
    competing.
    START
    innovating.
    Steps
  • 2. Session Hashtag: txnsinnovate
    The business of non-profits
    is the business of innovation.
    (Whatever your mission.)
  • 3. EVERYBODY’S
    TALKING
    ABOUT
    INNOVATION.
  • 4. Session Hashtag: txnsinnovate
    Goals for today
    Discover a better way to innovate
    Share a few NPO innovations
    Excite you about possibilities
    Give you specific takeaways
  • 5. It’s not inventing something new.
  • 6. It is improving something that already is.
  • 7. It’s like regeneration.
  • 8. Why does innovation
    seem so difficult?
  • 9. It’s a Mind Game.
    Customers
    Competition
    Culture
    Market structures and boundaries
    exist only in our minds.
  • 10. There are well marked, specific boundaries.
  • 11. Are you willing to use your common sense?
    Are you willing to listen to your customers?
    Are you willing to follow a proven process?
  • 12. Need
    The awareness of a deficiency
    VALUE
    NEED
    FILTERS
    Word of mouth
    ESTEEM
    Research
    PSYCH
    NEED
    Salesperson
    ORIGIN NEED
    ORIGIN
    NEED
    EDUCATION + EXPERIENCE
    BELONG
    PERF
    NEED
    Direct experience
    Indirect experience
    I need to eat.
    I still need to eat.
    Low cost.
    More energy.
    My family will think I’m smart.
    One of those healthy people.
    But now
    I also need
  • 13. What If Hybrid: Sweet Beginnings
    Launched in 2000 in Chicago
    Most-Important-Customers: Ex-offenders.
    Unmet need: Providing transitional employment upon release from prison.
    Innovation: Create a community based business as a pathway back.
    57% of the residents of North Lawndale neighborhood of west Chicago have done prison time.
    Employees do all the work involved in operations, manufacturing, website maintenance, sales.
    Most stay 90 days as a way back with work experience and a resume entry.
    Results: Fewer than 4% have gone back to prison compared to 65% national average.
  • 14.
  • 15. What’s a Value Chain?
    Identifies each entity involved in a transaction between the original
    provider and the end user.
  • 16. Many Choices
    Alums
    Families
    LOCAL NON-PROFIT ORGANIZATION
    Government
    Foundations
    Organizations
    Individuals
    Corporate sponsors
    Local media
    Existing
    Future
  • 17. Who’s The Most Important Customer?
  • 18. For NPO’s, there are almost always two MIC’s:
    the recipient of services and the donor.
  • 19. What’s a Value Curve?
    A one page visual mapping tool to clearly understand what is most important to your Most Important Customers.
  • 20. Commercial Paint
    Manufacturer
    Price
    Ease of use
    Distributors
    Color Selection
    Containers
    Mixing Tools
    Grade quality
    Supplements
  • 21. What They Assumed
    Price
    Ease of use
    Distributors
    Color Selection
    Containers
    Mixing Tools
    Grade quality
    Supplements
  • 22. Contextual interviewing is
    the single most important
    thing you can do in innovation.
  • 23. Understanding them: think, see, feel, hear, say + do
    Thick branch
    Huge wall
    Pipe
    Rope
    Hand fan
    Pillar
  • 24. What do they
    THINK + FEEL?
    What do they
    What do they
    What do they
    HEAR?
    SEE?
    What do they
    SAY + DO?
    PAIN
    GAIN
    THINK + FEEL?
  • 25. Good Careers Academy
    Launched in 2009 in San Antonio
    Most-Important-Customers: South Texas employers and future workers.
    Unmet need: How to provide a personalized career path and certification for a fraction of the cost as a for-profit training school.
    Innovation: Creating a new kind of community partnership.
    Careers:
    Pharmacy technician
    Computer Support Specialist
    Certified Nurse’s Assistant
    Licensed Commercial Drivers
    Customer Service
    Supply Chain Technician (including Internal warehousing, Internal logistics and transportation)
    Results: Lifetime earning potential increased by more than $500,000. 1,000 annual graduates each year,resultingina90%graduationrate(vs.a38%rate at for-profit schools).
  • 26. Insight!
    Before interviews
    After interviews
  • 27. To Be
    Job site ease of use
    Containers
    Supplements
    Disposability / reusability
    Price
    Color Selection
    Distributors
    Grade quality
    Mixing Tools
  • 28.
  • 29. Case Study: 826 National
    Launched in 2002
    Most-Important-Customers: Low income students and local donors.
    Unmet need: Helping students get the individual attention they need to develop ideas and writing skills due to overcrowded classrooms.
    Innovation: Create project-based learning tutoring centers within wacky branded kid magnets like pirate and super-hero retail shops.
    To raise funds, inspire creativity, and advertise programs to the local community, most of centers include a street-front retail store filled with unusual products, entertaining signage and books for sale.
    8 Chapters: San Francisco, Seattle, Los Angeles, New York, Ann Arbor, Boston, Chicago, Washington DC
  • 30. To Be
    Job site ease of use
    Containers
    Supplements
    Disposability / reusability
    Price
    Color Selection
    Distributors
    Grade quality
    Mixing Tools
  • 31. Prototype
  • 32. Case Study: Water of Life
    Most-Important-Customers: Poor families in Africa and supporters.
    Unmet need: Providing life sustaining clean water.
    Innovation: Create low cost system using existing technology.
    Results: Nearly 100,000 systems provided in the first nine months of operation with over
    20,000 new supporters inspired to help.
  • 33. Without action, the world would still be an idea.
    Georges F. Doriot
  • 34. MARKETPOWER
    chuck.wall@marketpowergroup.com
    twitter @wallnotes
    marketpowergroup.com

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