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WECREATESWITCHED ON INNOVATION &LEADERSHIP FOR A RADICALLYBETTER WORLDNICK JANKEL, WECREATEPREPARED FOR BC / AGF
WECREATE has been supporting innovators, fast-moving entrepreneurs andcreative leaders for well over a decade. Prior to 20...
“If nothing else, astudent must get fromhis training a feelingof security in change.”CHARLES EAMES
RECENT CLIENTS & FUNDERS
@NICKWECREATEPART 1BEYOND PROFIT
ENTERPRISE 1.0
PURPOSETO MAXIMISE RETURN ON INVESTMENT FORSHAREHOLDERS IRRESPECTIVE OF IMPACTON STAKEHOLDERSLIMITED LIABILITY!
BORN1600EAST INDIA COMPANY ETC.
INVENTIONOF INDIVIDUAL
1980sBECOMES OBSESSIVEQUARTERLY PROFIT & RESULTING SHAREPRICE GAINS
COSTS“EXTERNALITIES”CULTURE OF CSR COMPLIANCE (WITH ALITTLE PR VENEER)
CITIZENSUNITED   WE FALL!
ENTERPRISE 2.0
95%OF AMERICANS BELIEVE CORPORATIONS SHOULD HAVE MORETHAN ONE PURPOSE. THEY ALSO OWE SOMETHING TO THEIRWORKERS AND THE COM...
86%OF GLOBAL CONSUMERS THINK BUSINESS NEEDS TO PUT ATLEAST EQUAL WEIGHT ON SOCIETY’S INTERESTS VS THEIROWNSOURCE: EDELMAN
IMPACTLENS FOR INNOVATION & CREATIVITY
BEYONDPROFIT
PURPOSETO CREATE POSITIVE IMPACT(AND PROFIT / SURPLUS)
PURPOSEALCHEMISES WITH VISION TO FOCUSENERGIES ON CHANGE
“Entrepreneurs who arecommitted to a missionbeyond profits are morelikely to succeed.”TARANG SHAH, VENTURE CAPITALISTS ATWORK
CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT
DOING GOODYIELDS GREATER EQUITY RETURNS, ASSETRETURNS, AND PROFITABILITYMETA-ANALYSIS OF 52 STUDIES OFFINANCIAL PERFORMANCE
BUSINESSVEHICLE FOR DELIVERING PURPOSE
PURPOSEENGAGES EMPLOYEES TO GIVE THEIR ALLONE OF 3 CRITICAL FACTORS IN TOWERSWATSON STUDY
“I apply the tools of econometrics a few timesa year, but I apply my knowledge of thepurpose of my life every day. It’s th...
CRISES OF...    POVERTYCLIMATE CHANGE   CONFLICT  DEPRESSION     SUICIDE
RECALIBRATECAPITALISM TOWARDS THRIVEABILITY
INGENUITY & INNOVATION OF FREE ENTERPRISE
‘IN IT TOGETHER’ SPIRIT OF COMMUNITY
COLLECTIVECollective spirit of     CAPITALISMsocialism              31
FOR PURPOSE                                                                           CSR FOR PROFIT         Trading Non- ...
B CORPCERTIFIED B CORPORATIONS ARE A NEW TYPE OFCORPORATION WHICH USES THE POWER OF BUSINESS TOSOLVE SOCIAL AND ENVIRONMEN...
CICLEGAL ENTITY REGULATED BY BIS (GOVERNMENT)MUST HAVE COMMUNITY INTEREST STATEMENT ANDASSET LOCK
“Being a CIC allows us to be more flexible. Werun along very efficient lines just like any otherbusiness, but as a CIC, there...
CO-OPS
OVERVIEWStarted in Manchester in mid-19th Century as response toindustrial capitalismSpread throughout worldFlexible busin...
PRINCIPLES1st Principle: Voluntary and Open Membership (no discrimination)2nd Principle: Democratic Member Control (one pe...
Ethical telecoms &broadband with 6% ofrevenue going tocommunity projects.The Phone Co-op isthe fastest growingconsumer co-...
Nationwide is theworlds largestbuilding society aswell as the secondlargest savingsprovider and a top-three provider ofmor...
There are Councils atbranch and divisionlevel, at whichemployees candiscuss any issues.Employees also elect80 per cent of ...
CO-OP UKAcross the UK, co-operatives are owned by nearly 13 millionpeople and growing, one in five of the UK population5,4...
HERITAGEChampagne is predominately produced by co-operatives80% of Spanish olive oil is produced by co-operativesRoughly 9...
CO-OP INTThere are more than 1 billion members of co-operativesworldwide - triple number of shareholdersTop 300 Generate a...
“Cooperatives are poisedto be the fastest growingbusiness model by2020.”CHARLES GOULD, DIRECTOR-GENERAL OFTHE INTERNATIONA...
“I particularly like that fact thatthe company is run for ourbenefit and that we in essenceown part of the business. Thisma...
CO-OP UKThe Buy Better Together Challenge by Co-operatives UK andDepartment for Business, Innovation & Skills (BIS) to ins...
MEMBERSHIPThere are more than 1 billion members of co-operativesworldwideTriple number of members than shareholders, x6 in...
CO-OP IDENTITYDefinition: A co-operative is an autonomous association of personsunited voluntarily to meet their common ec...
VITAL FORSYSTEMIC CHANGEOwnership structure dictates enterprise behaviourRelentless pursuit of profit damages social and e...
THE LAWPut shareholder profits above stakeholder and citizen outcomesCorporations are legal entities (cf. Citizens United)...
PRIVATE          SECTOR                    ADAPTABILITY                       SPEED                     INGENUITYPUBLIC   ...
PRIVATE             SECTOR                          SHORT-TERM                            GREED                        IRR...
PRIVATE             SECTOR                          SHORT-TERM                            GREED                        IRR...
PROFIT MOTIVE                         GREED                  IRRESPONSIBILITY                    ADAPTABILITY             ...
Q&A
@NICKWECREATEPART 2DESIGNING IMPACT MODELS FORBREAKTHROUGH
SKETCH OUT 3 BUSINESS MODELS INWHICH... PLAYS A PART
HOWDO WE COMPARE YOUTH EMPLOYMENTPROJECT WITH FARMER’S CO-OPERATIVE?HOW DO WE LEARN FROM ONE TO IMPROVEOTHER?
WHATIS A BUSINESS MODEL?
You’re holding a handbook for visionaries, game changers,and challengers striving to defy outmoded business modelsand desi...
WELCOMETO THE BUSINESS MODEL CANVASDEVELOPED BY MANY, LED BY ALEXOSTERWALDER
key        value           customer             activities   proposition       relationships     key                      ...
WHATIS AN IMPACT MODEL?
AN IMACT MODEL DESCRIBES THERATIONALE OF HOW AN ORGANIZATIONCREATES, DELIVERS, SCALES, SUSTAINS ANDMEASURES IMPACT
WHATIMPACT MODEL DO THESE ORGS HAVE?
Iteration Number..............................IMPACT MODEL CANVAS                                                         ...
Iteration Number..............................IMPACT MODEL CANVAS                                                         ...
IMPACT MODEL CANVAS                                                        SPECIALISTERNE                                 ...
IMPACT MODEL CANVAS                                                        CHARITY WATER                                  ...
IMPACT MODEL CANVAS                                                        COMACO                                         ...
Featured at the Clinton GlobalInitiative, Guayaki SustainableRainforest Products is a leadingimporter of organic, fair tra...
IMPACT MODEL CANVAS                                                        KICKSTART                                      ...
Iteration Number..............................IMPACT MODEL CANVAS                                                         ...
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IMPACT ACCELERATOR INDONESIA

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Session on Impact Models, Business Models for Impact and Impact Measurement / Metrics design. Jakarta 2012. Features some sophisticated tools for social innovation.

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  1. 1. WECREATESWITCHED ON INNOVATION &LEADERSHIP FOR A RADICALLYBETTER WORLDNICK JANKEL, WECREATEPREPARED FOR BC / AGF
  2. 2. WECREATE has been supporting innovators, fast-moving entrepreneurs andcreative leaders for well over a decade. Prior to 2005 we workedpredominately with FTSE 100 and Fortune 500 companies on strategicinnovation and the identification and seizing of long-range commercialopportunities - from Xbox to Dancing with Stars. After a profound epiphany bythe CEO, we have for the last 7 years been entirely committed to acceleratingthe positive social and environmental impact - through consulting,designing, training, learning and coaching - of change-agents, socialentrepreneurs and ‘for purpose’ organizations as they co-create a radicallymore flourishing world together. As a social enterprise, we develop, fundand launch our own projects in the human development and social changespace. We believe that to solve our most pressing issues we must bringtogether the skills, talents and customs of all three sectors to thinksystemically, act collaboratively and design and deliver breakthrough ideasthat are rooted in how real-people live. To harness the full potential of theseideas we must invent and perfect the business and delivery models of thefuture. Recent clients include WWF Oxfam, UK Government, Local Government ,Association, British Heart Foundation, NHS, Green Building Council, TechnologyStrategy Board, NESTA, Novartis, Diageo, Intel, Interface, BBC, British Council,Rockefeller Foundation and various social enterprise organizations worldwide.
  3. 3. “If nothing else, astudent must get fromhis training a feelingof security in change.”CHARLES EAMES
  4. 4. RECENT CLIENTS & FUNDERS
  5. 5. @NICKWECREATEPART 1BEYOND PROFIT
  6. 6. ENTERPRISE 1.0
  7. 7. PURPOSETO MAXIMISE RETURN ON INVESTMENT FORSHAREHOLDERS IRRESPECTIVE OF IMPACTON STAKEHOLDERSLIMITED LIABILITY!
  8. 8. BORN1600EAST INDIA COMPANY ETC.
  9. 9. INVENTIONOF INDIVIDUAL
  10. 10. 1980sBECOMES OBSESSIVEQUARTERLY PROFIT & RESULTING SHAREPRICE GAINS
  11. 11. COSTS“EXTERNALITIES”CULTURE OF CSR COMPLIANCE (WITH ALITTLE PR VENEER)
  12. 12. CITIZENSUNITED WE FALL!
  13. 13. ENTERPRISE 2.0
  14. 14. 95%OF AMERICANS BELIEVE CORPORATIONS SHOULD HAVE MORETHAN ONE PURPOSE. THEY ALSO OWE SOMETHING TO THEIRWORKERS AND THE COMMUNITIES IN WHICH THEY OPERATE,AND THEY SHOULD SOMETIMES SACRIFICE SOME PROFIT FORTHE SAKE OF MAKING THINGS BETTER FOR THEIR WORKERSAND COMMUNITIES.SOURCE: BUSINESS WEEK / HARRIS POLL
  15. 15. 86%OF GLOBAL CONSUMERS THINK BUSINESS NEEDS TO PUT ATLEAST EQUAL WEIGHT ON SOCIETY’S INTERESTS VS THEIROWNSOURCE: EDELMAN
  16. 16. IMPACTLENS FOR INNOVATION & CREATIVITY
  17. 17. BEYONDPROFIT
  18. 18. PURPOSETO CREATE POSITIVE IMPACT(AND PROFIT / SURPLUS)
  19. 19. PURPOSEALCHEMISES WITH VISION TO FOCUSENERGIES ON CHANGE
  20. 20. “Entrepreneurs who arecommitted to a missionbeyond profits are morelikely to succeed.”TARANG SHAH, VENTURE CAPITALISTS ATWORK
  21. 21. CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT
  22. 22. DOING GOODYIELDS GREATER EQUITY RETURNS, ASSETRETURNS, AND PROFITABILITYMETA-ANALYSIS OF 52 STUDIES OFFINANCIAL PERFORMANCE
  23. 23. BUSINESSVEHICLE FOR DELIVERING PURPOSE
  24. 24. PURPOSEENGAGES EMPLOYEES TO GIVE THEIR ALLONE OF 3 CRITICAL FACTORS IN TOWERSWATSON STUDY
  25. 25. “I apply the tools of econometrics a few timesa year, but I apply my knowledge of thepurpose of my life every day. It’s the singlemost useful thing I’ve ever learned. I promisemy students that if they take the time to figureout their life purpose, they’ll look back on it asthe most important thing they discovered atHBS. If they don’t figure it out, they will justsail off without a rudder and get buffeted inthe very rough seas of life. Clarity about theirpurpose will trump knowledge of activity-based costing, balanced scorecards, corecompetence, disruptive innovation, the fourPs, and the five forces.”CLAYTEN CHRISTENSENHARVARD BUSINESS SCHOOL
  26. 26. CRISES OF... POVERTYCLIMATE CHANGE CONFLICT DEPRESSION SUICIDE
  27. 27. RECALIBRATECAPITALISM TOWARDS THRIVEABILITY
  28. 28. INGENUITY & INNOVATION OF FREE ENTERPRISE
  29. 29. ‘IN IT TOGETHER’ SPIRIT OF COMMUNITY
  30. 30. COLLECTIVECollective spirit of CAPITALISMsocialism 31
  31. 31. FOR PURPOSE CSR FOR PROFIT Trading Non- Co-operatives Cause-related Social Business Profit Trading Non-Profit Cross-Subsidy Social Business CSR marketing For-Profit Non-ProfitNon-profit Cross-Subsidy Social Enterprise Ethical Business For profit Recoup Donations Earnings Surplus Investment. Profit Investment & ROI <20% ROI 100x Recoup Interest Donations & Investment. Profit Investment & Reinvested ROI 1-10% ROI 10%+ Funding Reinvested Interest above base No financial Some financial All financial incentive GUARANTEE incentive CO-OP / MUTUAL / incentive SHAREHOLDERS COLLABORATIVE No financialCharity Limited By CIC, B Corp, CONSUMPTION LLC, All financial PLC, Corp. IncentiveGuarantee/ 501(c)3 Co-Op Incentive Investment? Members, Shareholders, Extraction? Trustees stakeholders owners © Wecreate 2012 Empowerment Collaborative Extraction, enablement, Consumption, Collective exploitation, enlightenment Creativity accumulation
  32. 32. B CORPCERTIFIED B CORPORATIONS ARE A NEW TYPE OFCORPORATION WHICH USES THE POWER OF BUSINESS TOSOLVE SOCIAL AND ENVIRONMENTAL PROBLEMS.B LAB, A NONPROFIT ORGANIZATION, CERTIFIES BCORPORATIONS, THE SAME WAY TRANSFAIR CERTIFIESFAIR TRADE COFFEE OR USGBC CERTIFIES LEEDBUILDINGS.
  33. 33. CICLEGAL ENTITY REGULATED BY BIS (GOVERNMENT)MUST HAVE COMMUNITY INTEREST STATEMENT ANDASSET LOCK
  34. 34. “Being a CIC allows us to be more flexible. Werun along very efficient lines just like any otherbusiness, but as a CIC, there’s no question thatour surplus profits get reinvested. It gives uscomplete focus on what we want to do, whichis helping people with their long-term healthconditions. As a CIC we value partnershipworking, and work closely with keystakeholders in the NHS, social care andvoluntary sectors, to support delivery of self-management programmes across the countryto diverse communities.”EXPERT PATIENT PROGRAMME
  35. 35. CO-OPS
  36. 36. OVERVIEWStarted in Manchester in mid-19th Century as response toindustrial capitalismSpread throughout worldFlexible business model; different legal structuresBetter together; owned and run by the membersShare their profits - fair & rewardingBlend of self-help and mutual aidBusinesses, not charitiesInternational force for good; 1 billion people are members
  37. 37. PRINCIPLES1st Principle: Voluntary and Open Membership (no discrimination)2nd Principle: Democratic Member Control (one person, one vote)3rd Principle: Member Economic Participation (limited / no ROI)4th Principle: Autonomy and Independence5th Principle: Education, Training and Information6th Principle: Co-operation among Co-operatives7th Principle: Concern for Community SOURCE: INT. CO-OP ALLIANCE
  38. 38. Ethical telecoms &broadband with 6% ofrevenue going tocommunity projects.The Phone Co-op isthe fastest growingconsumer co-operative in thecountry. They give theircustomers excellentvalue and greatservice and aim toconduct businessethically.
  39. 39. Nationwide is theworlds largestbuilding society aswell as the secondlargest savingsprovider and a top-three provider ofmortgages in the UK.It is also a majorprovider of currentaccounts, credit cardsand personal loans.Nationwide hasaround 15 millionmembers.
  40. 40. There are Councils atbranch and divisionlevel, at whichemployees candiscuss any issues.Employees also elect80 per cent of themembers of thePartnership Council.The council elects fiftyper cent of thedirectors, who areresponsible foroverseeingcommercial activities.
  41. 41. CO-OP UKAcross the UK, co-operatives are owned by nearly 13 millionpeople and growing, one in five of the UK population5,450 independent co-operative businesses in the UK, working inall parts of the economyCombined turnover of over £33 billionOutperformed the UK economy as a whole, growing by 21%since the start of the credit crunch in 2008Co-operative businesses in the UK employ 236,000 people andare owned by 12.8 million people, that’s over one in five of the UKpopulationIn the UK, there is a 97% survival rate of community shops withonly 8 of 259 shops ever having closed
  42. 42. HERITAGEChampagne is predominately produced by co-operatives80% of Spanish olive oil is produced by co-operativesRoughly 90% of parmesan cheese in Italy is produced by dairymembers who are part of a co-operative
  43. 43. CO-OP INTThere are more than 1 billion members of co-operativesworldwide - triple number of shareholdersTop 300 Generate as much revenue as the world’s ninth largesteconomy, SpainOcean Spray, Land O’Lakes, Land OLakes, Crédit Cooperative ,IFFCO (India)100 million people employed – 20% more than multinationalenterprisesTurnover of $1.1 trillion dollars;livelihood of three billion people14% growth in turnover of the Global 300 List from 2007 to 2008887,000 get a fair wage through Fairtrade co-operatives2012 the International Year of Co-operatives
  44. 44. “Cooperatives are poisedto be the fastest growingbusiness model by2020.”CHARLES GOULD, DIRECTOR-GENERAL OFTHE INTERNATIONAL COOPERATIVEALLIANCE
  45. 45. “I particularly like that fact thatthe company is run for ourbenefit and that we in essenceown part of the business. Thismakes the prospect of payinga gas or electricity bill muchmore palatable.”JIM PETTIPHER, CO-OPERATIVE ENERGYCUSTOMER
  46. 46. CO-OP UKThe Buy Better Together Challenge by Co-operatives UK andDepartment for Business, Innovation & Skills (BIS) to inspire newmodels of community buying. A £60,000 pot will go towardstraining and mentoring for stand out projects, including £15,000for the overall winnerChallenge One: Project aimed at creating a platform, tool orvehicle to help individuals to come together and form acommunity buying group.Challenge Two: Project aimed at enabling existing or newcommunity groups to develop their purchasing power by workingcollectively on behalf of individual consumers.Challenge Three: Project aimed at businesses to empower theiremployees or consumers to group for community buying.100 million people around the world are employed by co-operatives, whilst nearly 1 billion are members
  47. 47. MEMBERSHIPThere are more than 1 billion members of co-operativesworldwideTriple number of members than shareholders, x6 in Africa, x4BRICIreland (70% of population), Finland (60% of population) andAustria (59% of population)India: 242 millionChina: 160 millionUSA: 120 million
  48. 48. CO-OP IDENTITYDefinition: A co-operative is an autonomous association of personsunited voluntarily to meet their common economic, social, andcultural needs and aspirations through a jointly-owned anddemocratically-controlled enterprise.Values: Co-operatives are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In thetradition of their founders, co-operative members believe in theethical values of honesty, openness, social responsibility and caringfor others.r. SOURCE: INT. CO-OP ALLIANCE
  49. 49. VITAL FORSYSTEMIC CHANGEOwnership structure dictates enterprise behaviourRelentless pursuit of profit damages social and environmental spaces3 month profit reporting cycles drives short-term, extractivetendencies and business decisions
  50. 50. THE LAWPut shareholder profits above stakeholder and citizen outcomesCorporations are legal entities (cf. Citizens United)Must take the highest purchase offer at the time of sale, Revlon, Inc.v. MacAndrews & Forbes Holdings, Inc.
  51. 51. PRIVATE SECTOR ADAPTABILITY SPEED INGENUITYPUBLIC 3RD SECTORSECTOR (COM)PASSION SCALE INDEPENDENCE JUSTICE CITIZENSHIP VISION
  52. 52. PRIVATE SECTOR SHORT-TERM GREED IRRESPONSIBILITY ADAPTABILITY SPEED INGENUITYPUBLIC 3RD SECTORSECTOR (COM)PASSION SCALE INDEPENDENCE JUSTICE CITIZENSHIP VISION OPPRESSION RIGHTEOUS INERTIA INEFFECTUAL WASTEFULNESS VESTED INTERESTS
  53. 53. PRIVATE SECTOR SHORT-TERM GREED IRRESPONSIBILITY ADAPTABILITY SPEED INGENUITYPUBLIC 3RD SECTORSECTOR (COM)PASSION SCALE INDEPENDENCE JUSTICE CITIZENSHIP VISION OPPRESSION RIGHTEOUS INERTIA INEFFECTUAL WASTEFULNESS VESTED INTERESTS
  54. 54. PROFIT MOTIVE GREED IRRESPONSIBILITY ADAPTABILITY SPEED INGENUITY NETWORKED SOCIETY SCALE (COM)PASSION JUSTICE INDEPENDENCE VISION CITIZENSHIP RIGHTEOUS OPPRESSION INEFFECTUAL INERTIA VESTED INTERESTSWASTEFULNESS
  55. 55. Q&A
  56. 56. @NICKWECREATEPART 2DESIGNING IMPACT MODELS FORBREAKTHROUGH
  57. 57. SKETCH OUT 3 BUSINESS MODELS INWHICH... PLAYS A PART
  58. 58. HOWDO WE COMPARE YOUTH EMPLOYMENTPROJECT WITH FARMER’S CO-OPERATIVE?HOW DO WE LEARN FROM ONE TO IMPROVEOTHER?
  59. 59. WHATIS A BUSINESS MODEL?
  60. 60. You’re holding a handbook for visionaries, game changers,and challengers striving to defy outmoded business modelsand design tomorrow’s enterprises. It’s a book for the…written byAlexander Osterwalder & Yves Pigneurco-created byAn amazing crowd of 470 practitioners from 45 countriesdesigned byAlan Smith, The MovementA BUSINESS MODEL DESCRIBES THERATIONALE OF HOW AN ORGANIZATIONCREATES, DELIVERS, AND CAPTURES VALUE
  61. 61. WELCOMETO THE BUSINESS MODEL CANVASDEVELOPED BY MANY, LED BY ALEXOSTERWALDER
  62. 62. key value customer activities proposition relationships key customerpartners segments cost revenuestructure key distribution streams resources channels images by JAM
  63. 63. WHATIS AN IMPACT MODEL?
  64. 64. AN IMACT MODEL DESCRIBES THERATIONALE OF HOW AN ORGANIZATIONCREATES, DELIVERS, SCALES, SUSTAINS ANDMEASURES IMPACT
  65. 65. WHATIMPACT MODEL DO THESE ORGS HAVE?
  66. 66. Iteration Number..............................IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date.................................................... Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? Resources Purpose Marketing - What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to Proposition require? - How can we best serve? change to engage others fully with our proposition - What is our strategic intent? and how can we best communicate this? PPP Costs Financial Costs Revenue Streams PPP Impacts - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? - How much does each stream contribute to overall revenues? - How can we mitigate against this? Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
  67. 67. Iteration Number..............................IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date.................................................... Scale Strategy Brand Strategy- What systems do we need to have in place to reach maximum scale? - What over-arching and engaging story are we going to tell to engage people?- What people structures do we need to service this delivery model? - How do we appeal to head, heart and hand in a distinctive and authentic way?- How can we deploy these over time to achieve our goals? - How are we going to start and maintain conversations? Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users Local- How do people have to behave during - Through which Channels are we going to - What Activities do our Value Propositions require? - What value do we deliver to the user? - Through which Channels are we going to - For whom are we creating value? - What is the local context? ‘business as usual’ to deliver on the Activities, reach and keep in communication with - Our Delivery Channels? - What benefits are we making more reach and keep in communication with - What needs are we focused on relieving? - What impacts user beliefs, values Resources & Partnerships? our users? - Our Fundraising Strategy? accessible, usable or enjoyable? our users? - What problems are we helping to solve? and behaviours?- How does this connect with our values, vision - Which ones work best? - Our Growth Strategy? - How is this different from our ‘competitors’? - Which ones work best? - What are existing behaviours and cultural and org intent? - Which ones are most cost-efficient? - What do we have to do to keep our - What are the mission-critical elements - Which ones are most cost-efficient? codes we can tap into or piggy-back on?- What ownership structures do you need to - How are we integrating them with user habits? collaboration and networks intact? of the user experience? - How are we integrating them with user habits? ensure congruence and maximise imaoct? - How can we reach scale? - Our culture healthy? - How can we reach scale? Resources Purpose Channels & Marketing Donors Globe - What Resources (stuff, people, - What is the reason the organisation exists? - Through which Channels are we - Who are our most important donors - What is the global context within which infrastructure) does our Value - How can we best serve? going to reach and keep in and funders? we are working? Proposition require? - What is our strategic intent? communication with our donors - What needs are they focused on meeting? - What impacts potential and current - Our Delivery Channels? and policy makers? donor beliefs, values and behaviours? - Our Funding Channels? - Which ones work best? - Our Fundraising Strategy? - Which ones are most cost-efficient? - Our Growth Strategy? - How are we integrating them with user habits? - Our partnerships? - How can we reach scale? PPP Costs Financial Costs Revenue Streams PPP Impacts- What social and environmental costs are a direct or indirect outcome - What are the most important costs inherent in our delivery model? - What are our revenue streams? - What outcomes do we value most for our target users? of our Key Activities and Key Resources? - Which Key Resources are most expensive? - What prices are we charging? - What behaviours and beliefs do we want to change?- How can we mitigate against this? - Which Key Activities are most expensive? - What value are our funders / donors / users really willing to pay? - How can we measure these accurately and cost-effectively? - What do we need to invest in to ensure our purpose is achieved? - How much does each Revenue Stream contribute to overall revenues? - Is there a way to include measurement within the user experience? - What is break-even target? Risks Assumptions- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,- What could get in the way? collaborators, resources and channels which underpin this Model?
  68. 68. IMPACT MODEL CANVAS SPECIALISTERNE Headline idea..................................... Designed by....................................... Iteration Number.............................. Date.................................................... Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? • Innovative training programs • The Danish • Software testing etc. Software testing, • ASD Networks Government • Marketing / quality control and • New business • People diagnosed • Lego communication data conversion for pipeline with ASD • TDC strategy business • Specialist People • Tech Companies • Grundfos • KMD • Statutory funding Foundation apps Assess and train • Computer • Office culture with people with ASD • The Danish Government Sciences 75% ASD staff Corporation • European Commissions • Microsoft Lifelong Learning Resources Purpose Marketing • Oracle Program - What stuff, people, infrastructure does our Proposition require? - What is the reason the organisation exists? - How can we best serve? - What attitudes or behaviours do we need to change to engage others fully with our proposition • Leonardo Da Vinci - What is our strategic intent? and how can we best communicate this? Programme  • Talented people • Branding people with ASD Turning with ASD as • Trainers disabilities valuable in the IT • Managers into abilities - sector • Office space ASD is an • Social enterprise • IT eqpt. advantage competitions with IT testing! PPP Costs Financial Costs Revenue Streams PPP Impacts - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? - How much does each stream contribute to overall revenues? - How can we mitigate against this? • Office space • Course for people with ASD • Software Testing Services • Energy usage • Office Space • Training fees • Jobs for people with ASD • Office Staff • Government Investment • Safe work environment • Self-esteem, confidence, thriving Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
  69. 69. IMPACT MODEL CANVAS CHARITY WATER Headline idea..................................... Designed by....................................... Iteration Number.............................. Date.................................................... Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? • Marketing • Fundraising • Online and Provides clean • Website / GPS / Physical Events drinking water to Social Media • People in need • Management people in • Governmental of a reliable • Select Equity • Documentation of developing • Provision Equity Programs source of impacts countries. All • Village drinking water • Bilger Fundation • Supporting donated money • Heritage Mark Organizations • Rural Process goes to the end • Radio Stations Foundation • Development subsistence user. • Local Networks farmers • Mortimer D. Team Sackler Foundation Resources Purpose Marketing • Angle Investors - What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to • Investment funds Proposition require? - How can we best serve? change to engage others fully with our proposition - What is our strategic intent? and how can we best communicate this? • Website • Social Media • Brand development • Celebrities Networks • Commitment to 0% • Public donors • Monetary Change how charity is done. admin costs Investment • Office staff • Celebrities • Stories: Photos birthdays and Writing PPP Costs Financial Costs Revenue Streams PPP Impacts • The CO2 emitted into the - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? atmosphere from shipping • Training volunteers - How much does each stream contribute to overall revenues? • Bringing water to those in need - How can we mitigate against this? • Donations • 6,185 projects in 19 countries, water water pumps to Africa • Website and Social Media • Angle Investors • The pollution from server farms Management benefiting over 2,545,000 • Investment Funds •  Brining awareness around that power the internet • Public Events  • $40 million as of January 15, water issues 2012. Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
  70. 70. IMPACT MODEL CANVAS COMACO Headline idea..................................... Designed by....................................... Iteration Number.............................. Date.................................................... Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? • Management • Operations A market for food 72,000 families registered Distribution is done 72,000 families registered • Training program products with with COMACO as primarily through: with COMACO as • Partnership 200% of normal producers • Wholesalers producers Management price for rural • Grocers  • A fundraising farmers • Canteen strategy with Government suppliers  metrics It’s Wild range General Mills • A communication Wildlife Urban middle class strategy Zambians Conservation Society (WCS) Resources Purpose Marketing Community - What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to Resources Boards of Proposition require? - How can we best serve? - What is our strategic intent? change to engage others fully with our proposition and how can we best communicate this? Luangwa Valley, Producer Group • 30 large trucks Transform poachers The most important Cooperatives, • Processing into conservationists. funders: District Council facilities • Intentional grants authorities • Office staff Stop poverty-driven • It’s Wild brand • Local government • Investment for poaching by development • In kind donations growth teaching ways to • Marketing preserve ecological investment for the health of land and improve efficiency PPP Costs Financial Costs Revenue Streams PPP Impacts - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? - How much does each stream contribute to overall revenues? - How can we mitigate against this? Food Security Half of the revenue comes Production, and distribution.The Families as Members • Energy and pollution of trucks from grants and government, investments made in capacity are crucial Income Development • Land usage chemicals the other half comes from the for improving the bottom line Poverty Reduction • the trucks that deliver the food  sale of product - 2018 break Economic Sustainability even. Wildlife Protection.   Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
  71. 71. Featured at the Clinton GlobalInitiative, Guayaki SustainableRainforest Products is a leadingimporter of organic, fair tradeyerba mate, a traditional SouthAmerican drink with the strengthof coffee and the health benefitsof tea. The company is growingfast, tripling their revenues overthe past five years to reach $15million in 2011. However, it istheir innovative business modelthat sets them apart.
  72. 72. IMPACT MODEL CANVAS KICKSTART Headline idea..................................... Designed by....................................... Iteration Number.............................. Date.................................................... Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? • Identify Products that enable • Manufacturing Opportunities rural poor to make a • Local shops • Rural poor in Partners • Design Products sustainable income. • Markets third world • Kenyan • Establish a Supply There most popular Chain • Radio countries with Government product, MoneyMaker • Develop the advertisement • Micro • Duke University pump increase net Market farm income by 1000% entrepreneurs • Measure and on average. Move Along Resources Purpose Marketing - What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to Proposition require? - How can we best serve? - What is our strategic intent? change to engage others fully with our proposition and how can we best communicate this? • The Bill and Melinda Gates • Social Foundations Harness for-profit entrepreneurship • Duke University • Manufacturing techniques and networks Plant product design to • Governmental • Product Designers  combat poverty support programs • Network • Global Network  management PPP Costs Financial Costs Revenue Streams PPP Impacts - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? - How can we mitigate against this? - How much does each stream contribute to overall revenues? • MoneyMaker pumps increase • Pumps priced between $35 and net farm income by 1000% • Increased land use / extraction • Design $95 132,000 successful new • Increased water usage • Production • Funding businesses • Electricity usage • Distribution • In kind donations  • 659,000 people out of poverty • $112 million in new profits and wages  Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
  73. 73. Iteration Number..............................IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date.................................................... Collaborators Activities Proposition Channels Target Users - Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why? we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we and collaborators? capitalising on? EFFICIENCY FROM Resources - What stuff, people, infrastructure does our Purpose - What is the reason the organisation exists? EFFECTIVENESS AT Marketing - What attitudes or behaviours do we need to SCALE SCALE Proposition require? - How can we best serve? change to engage others fully with our proposition - What is our strategic intent? and how can we best communicate this? PPP Costs Financial Costs Revenue Streams PPP Impacts - What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver? of our Activities and Resources? - How much does each stream contribute to overall revenues? - How can we mitigate against this? Risks Assumptions - What are the most obvious risks associated with this model? - What core assumptions do we make about customers, - What could get in the way? collaborators, resources and channels which underpin this model?
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