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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.

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. WECREATESWITCHED ON INNOVATION &LEADERSHIP FOR A RADICALLYBETTER WORLDNICK JANKEL, WECREATEPREPARED FOR BC / AGF
  • 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. “If nothing else, astudent must get fromhis training a feelingof security in change.”CHARLES EAMES
  • 4. RECENT CLIENTS & FUNDERS
  • 5. @NICKWECREATEPART 1BEYOND PROFIT
  • 6. ENTERPRISE 1.0
  • 7. PURPOSETO MAXIMISE RETURN ON INVESTMENT FORSHAREHOLDERS IRRESPECTIVE OF IMPACTON STAKEHOLDERSLIMITED LIABILITY!
  • 8. BORN1600EAST INDIA COMPANY ETC.
  • 9. INVENTIONOF INDIVIDUAL
  • 10. 1980sBECOMES OBSESSIVEQUARTERLY PROFIT & RESULTING SHAREPRICE GAINS
  • 11. COSTS“EXTERNALITIES”CULTURE OF CSR COMPLIANCE (WITH ALITTLE PR VENEER)
  • 12. CITIZENSUNITED WE FALL!
  • 13. ENTERPRISE 2.0
  • 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. 86%OF GLOBAL CONSUMERS THINK BUSINESS NEEDS TO PUT ATLEAST EQUAL WEIGHT ON SOCIETY’S INTERESTS VS THEIROWNSOURCE: EDELMAN
  • 16. IMPACTLENS FOR INNOVATION & CREATIVITY
  • 17. BEYONDPROFIT
  • 18. PURPOSETO CREATE POSITIVE IMPACT(AND PROFIT / SURPLUS)
  • 19. PURPOSEALCHEMISES WITH VISION TO FOCUSENERGIES ON CHANGE
  • 20. “Entrepreneurs who arecommitted to a missionbeyond profits are morelikely to succeed.”TARANG SHAH, VENTURE CAPITALISTS ATWORK
  • 21. CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT
  • 22. DOING GOODYIELDS GREATER EQUITY RETURNS, ASSETRETURNS, AND PROFITABILITYMETA-ANALYSIS OF 52 STUDIES OFFINANCIAL PERFORMANCE
  • 23. BUSINESSVEHICLE FOR DELIVERING PURPOSE
  • 24. PURPOSEENGAGES EMPLOYEES TO GIVE THEIR ALLONE OF 3 CRITICAL FACTORS IN TOWERSWATSON STUDY
  • 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. CRISES OF... POVERTYCLIMATE CHANGE CONFLICT DEPRESSION SUICIDE
  • 27. RECALIBRATECAPITALISM TOWARDS THRIVEABILITY
  • 28. INGENUITY & INNOVATION OF FREE ENTERPRISE
  • 29. ‘IN IT TOGETHER’ SPIRIT OF COMMUNITY
  • 30. COLLECTIVECollective spirit of CAPITALISMsocialism 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. 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. CICLEGAL ENTITY REGULATED BY BIS (GOVERNMENT)MUST HAVE COMMUNITY INTEREST STATEMENT ANDASSET LOCK
  • 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. CO-OPS
  • 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. 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. 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. 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. 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. 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. 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. 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. “Cooperatives are poisedto be the fastest growingbusiness model by2020.”CHARLES GOULD, DIRECTOR-GENERAL OFTHE INTERNATIONAL COOPERATIVEALLIANCE
  • 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. 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. 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. 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. 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. 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. PRIVATE SECTOR ADAPTABILITY SPEED INGENUITYPUBLIC 3RD SECTORSECTOR (COM)PASSION SCALE INDEPENDENCE JUSTICE CITIZENSHIP VISION
  • 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. 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. PROFIT MOTIVE GREED IRRESPONSIBILITY ADAPTABILITY SPEED INGENUITY NETWORKED SOCIETY SCALE (COM)PASSION JUSTICE INDEPENDENCE VISION CITIZENSHIP RIGHTEOUS OPPRESSION INEFFECTUAL INERTIA VESTED INTERESTSWASTEFULNESS
  • 55. Q&A
  • 56. @NICKWECREATEPART 2DESIGNING IMPACT MODELS FORBREAKTHROUGH
  • 57. SKETCH OUT 3 BUSINESS MODELS INWHICH... PLAYS A PART
  • 58. HOWDO WE COMPARE YOUTH EMPLOYMENTPROJECT WITH FARMER’S CO-OPERATIVE?HOW DO WE LEARN FROM ONE TO IMPROVEOTHER?
  • 59. WHATIS A BUSINESS MODEL?
  • 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. WELCOMETO THE BUSINESS MODEL CANVASDEVELOPED BY MANY, LED BY ALEXOSTERWALDER
  • 62. key value customer activities proposition relationships key customerpartners segments cost revenuestructure key distribution streams resources channels images by JAM
  • 63. WHATIS AN IMPACT MODEL?
  • 64. AN IMACT MODEL DESCRIBES THERATIONALE OF HOW AN ORGANIZATIONCREATES, DELIVERS, SCALES, SUSTAINS ANDMEASURES IMPACT
  • 65. WHATIMPACT MODEL DO THESE ORGS HAVE?
  • 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. 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. 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. 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. 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. 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. 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. 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?
  • 74. IMPACT MODEL CANVAS Survivor Corps Scale Strategy Brand StrategyWhat 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? Survivor Corps has effectively gained scale through their ability to successfully meet the needs of survivors of armed conflict. They have also been involvement in Survivor Corps communicates its history of success through statistics and stories. a multitude of high profile forums and advocacy work. Particularly their They focus on showing their communities of survivors. They portray a genuine involvement with the International Campaign to Ban Land Mines that won the care for the survivors that they help. Nobel Prize, gained them internal credibility. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we tap into or piggy-back on?What ownership structures do you integrating them with user habits? our collaboration and networks intact? user experience? integrating them with user habits?need to ensure congruence and How can we reach scale? Our culture healthy? How can we reach scale? • Survivors ofmaximise imaoct? • Communication • Existing networks of • There is a lack of Survivor Corps is a armed conflict• A focus on the • International between branches armed conflict infrastructure to global network of • Supporters of users needs and Campaign to Ban • Organizing survivor survivors deal with survivors survivors helping those impacted the relationships Land Mines networks • Word of mouth of armed conflict survivors to recover from by armed conflict between victims • Roots of Peace • Organizing activism • High publicity activism war, rebuild their• Reconciliation and • The Center for activities and anti war forums communities, and break rebuilding are at International Resources cycles of violence. The Channels & Marketing Donors Globe the core of all Stabilization and What Resources (stuff, people, organization promotes Through which Channels are Who are our most important What is the global context within activities Recovery infrastructure) does out Value Proposition require? reconciliation and we going to reach and keep in communication with our donors and funders? What needs are they focused on meeting? which we are working? What impacts potential and • Action on Armed Our Delivery Channels? Our Funding Channels? rebuilding through donors and policy makers? Which ones work best? current donor beliefs, values and behaviours? Violence Our Fundraising Strategy? community service Which ones are most Our Growth Strategy? cost-efficient? How are we • Handicap Our partnerships? project and local integrating them with user habits? International How can we reach scale? Survivor Corps deals activism. • In kind donations directly with the global • Network of survivors • Grants and • Awards supporting issue of those who have • Story tellers • Public and Private their work survived armed conflict • Financial support Partnerships • Advocacy but retain physical and organizations mental scaring. PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Revenue from in kind donations • 12,000 survivors impacted in 12 • Event organization • Grants countries recover from their injuries • Training staff • none • Financial backing from charity and trauma, get jobs and give back to • Internal and external communication organizations their communities. • Network management • 135,000 survivor home and hospital visits conducted, pioneering a peer support methodology with measurable results. • They have negotiated three world- changing treaties for people with disabilities and the weapons used to kill and injure them. • They have trained survivor advocates and leaders to carry on this work in over 40 war-affected countries.
  • 75. IMPACT MODEL CANVAS Vision Spring Scale Strategy Brand StrategyWhat 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? Vision Spring uses local networks and every Vision Entrepreneurs (VE) that are given and trained with marketing resources and techniques. There are 9,000 VEs Vision Spring tells the story of successfully filling a need with a social so far, they have created a positive feedback loop of awareness, where the more entrepreneurial solution. They tell a story of successful interventions, of impact entrepreneurs trained the more awareness of Vision Spring, and thus more people that is scalable and powerful. They use powerful statistics and some graphics. that want to become a VE. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we tap into or piggy-back on?What ownership structures do you integrating them with user habits? our collaboration and networks intact? user experience? integrating them with user habits?need to ensure congruence and How can we reach scale? Our culture healthy? How can we reach scale? • Rural Indians • 880 million peoplemaximise imaoct? • Training VEs in India lives under • Distribution of VE Vision Spring create living on less than channels for the • VE network $4 per day US$2 per day training packages • 92.4 million people • Product Distribution delivery of low-cost • Local doctors • Motivated • 27 official • Word of mouth in India suffer from • Incorporating eyeglasses to ensure entrepreneurs Prebyopia - inability• Entrepreneurial partnerships customers needs every individual has to focus eyesight• Focus on scaling including: product equitable access to solution • Acmund Fund Resources Channels & Marketing Donors Globe the eye care products• Diversity • Brac What Resources (stuff, people, they need to live a Through which Channels are Who are our most important What is the global context within• Impact oriented • AMS and CO infrastructure) does out Value we going to reach and keep donors and funders? What needs which we are working? full, productive life. • Cause for Hope Proposition require? in communication with our are they focused on meeting? What impacts potential and Our Delivery Channels? donors and policy makers? current donor beliefs, values Our Funding Channels? Which ones work best? and behaviours? Our Fundraising Strategy? Which ones are most Our Growth Strategy? cost-efficient? How are we Our partnerships? integrating them with user habits? Spring Glasses has an How can we reach scale? established global need • Network of VEs • Glasses Sales • Social for the services that they • Vision product • Charity Organization Entrepreneurship offer. WIth 92.4 million producers • Investors awards people in India • Collaborations • Investment Networks alone suffering from • Online Communication Prebyopia. PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Training VEs • Distribution of goods • Revenue from sales of produced • The shipping glasses to India • $230 million in economic impact at the • Internal and external communication goods Base of the Pyramid • Management • Revenue from the sale of business in • 610,000 pairs of eyeglasses sold a bag to VEs • Glasses increase productivity of 35%
  • 76. IMPACT MODEL CANVAS Grameen Danone Foods Scale Strategy Brand StrategyWhat 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? Grameen Danone Foods has created a financially sustainable business model Grameen Danone Foods brings a story two powerful organizations coming that creates a myriad of positive externalities. They scale through providing a together under the banner of a common cause to fight nutritionally deprived viable and socially attractive investment opportunity in yogurt production facilities, populations in Bangladesh.They are focused on branding social enterprises as a movement. They would like to be part of the evolution of capitalism, bringing the business model covers all other costs. purpose front and center for the next generation. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we • Poor often tap into or piggy-back on?What ownership structures do youneed to ensure congruence and integrating them with user habits? How can we reach scale? our collaboration and networks intact? Our culture healthy? user experience? integrating them with user habits? How can we reach scale? malnourished • 30% of allmaximise imaoct? Grameen Danone children Bangladeshis and • Building production• Maximizing impact Foods brings daily from Bangladesh 56% of • Grameen Bank facilities • Sales ladies distribute Bangladeshi• Create broad healthy nutrition to • Entrepreneurial • Danone Foods • Production of the yoghurt door-to- children under the awareness low income distributors • Bangladesh products door age of 5 suffer from for social business nutritionally deprived • Micro farmers Government • Product sales moderate to severe• Ensure quality populations in • Factory workers malnutrition • Distribution control Bangladesh. They Resources Channels & Marketing Donors Globe• Enterprise as a offer a community piece of What Resources (stuff, people, infrastructure) does out Value based business Through which Channels are we going to reach and keep Who are our most important donors and funders? What needs What is the global context within which we are working? a worldwide move Proposition require? Our Delivery Channels? model to in communication with our donors and policy makers? are they focused on meeting? What impacts potential and current donor beliefs, values ment for social Our Funding Channels? produce yoghurt Which ones work best? and behaviours? Which ones are most enriched with crucial Our Fundraising Strategy? business Our Growth Strategy? cost-efficient? How are we There are approximately Our partnerships? nutrients at a price of integrating them with user habits? How can we reach scale? 925 million malnourished 6 BDT (= 0.06 • Danone Food people in the world. • Production sites EUR). The production There is a need for • Gramene Bank • Micro farmers is designed to give as • Social enterprise employment all over the • Private Investors world. There is • Collaboration partners many people as networks • Investor Networks increasing need and call possible a job. for for biodegradable packaging. PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Production facilities • The milk for the yoghurt is purchased • Worker salaries from micro-farmers. • none • Distribution to sales ladies • Revenue from product sales • Sales ladies distribute the yoghurt • Internal and external communication door-to-door and receive a 10% • Management provision. • 50 production plants during the ten years between 2006 and 2016 • Grameen Danone Foods is responsible for the creation of about 1,600 jobs within a 30km radius around the plant. • Solar energy is used for heating up the water • Packaging of the yoghurt is fully biodegradable
  • 77. IMPACT MODEL CANVAS SEWA Scale Strategy Brand StrategyWhat 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? • SEWA as an organization has successful catalyzed a SEWA movement SEWA has shifted the public debate around the role of women in India. that works towards empowering the unorganized working sector, which Repositioned the Monetary power to into the hands of the women in the house. constitutes 93% of the working society in India. The most powerful growth They are telling a story of empowerment and the power of working together. system is the increased income that SEWA members experience. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we • Self employed tap into or piggy-back on?What ownership structures do you our collaboration and networks intact? user experience?need to ensure congruence and integrating them with user habits? How can we reach scale? Our culture healthy? integrating them with user habits? How can we reach scale? womenmaximise imaoct? • Regular meetings • Women with an • 94% of the female between members • Local networks entrepreneurial labor force is • Member Leadership Self-Employed spirit unprotected• Women are natural • World Bank • Word of mouth • Events Womens Association • Leaders, willing • Sexism is prevalent leaders • Homenet South Asia • Business • Radio of India (SEWA) to challenge • Hindi culture is• Focused on • Hansiba Management dominant organizes women societal norms members needs • 19 SEWA branch • Impact Measures workers for full• Scale oriented organizations - Resources Channels & Marketing Donors Globe employment. Full• Confidence from SEWA Insurance, What Resources (stuff, people, employment means Through which Channels are Who are our most important What is the global context within past successes SEWA research... infrastructure) does out Value we going to reach and keep donors and funders? What needs which we are working? Proposition require? employment whereby in communication with our are they focused on meeting? What impacts potential and• Diversity is valued Our Delivery Channels? Our Funding Channels? workers obtain work donors and policy makers? Which ones work best? current donor beliefs, values and behaviours? Which ones are most security, income Our Fundraising Strategy? Our Growth Strategy? cost-efficient? How are we Our partnerships? security, food security integrating them with user habits? • Governmental Grants How can we reach scale? and social security. • Sale of products SEWA operates in a • The SEWA movement • Through the World • Sale of services to patriarchal world. • SEWA members Bank members Technology is connecting • All of the SEWA • Documentaries people and making • Private in kind branch organizations • SEWA Video organizing easier. donations • International news articles PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Abuse of SEWA woman is a common • Revenue from sales of SEWA • Training SEWA members produced goods • Empowerment problem, as the men of the household • Physical space to hold meetings • Empowering Women as Leaders have trouble accepting that their wives • Revenue from the service that SWEA offers • Reducing: Poverty, Illiteracy, Disease make more money and Social Injustice • Governmental Support • Creating a Community of Development
  • 78. IMPACT MODEL CANVAS BRAC Scale Strategy Brand StrategyWhat 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? BRAC has reached a critical scale, so that they can build ecosystems economic development. They utilize governmental programs and private initiatives to bring BRAC is hailed as a success story in the field of development. They tell a story of an their successful development program out of Bangladesh.They have an integrated NGO with unprecedented impact, and growth. They take their success in Bangladesh and approach to poverty alleviation, where they focus on value chain linkages, by bring their model and success abroad. strategically supporting there initiatives with other program. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we tap into or piggy-back on?What ownership structures do you integrating them with user habits? our collaboration and networks intact? user experience? integrating them with user habits?need to ensure congruence and How can we reach scale? Our culture healthy? How can we reach scale? • The poor in 10 • Mostmaximise imaoct? • Internal Control BRAC is the worlds Bangladeshis • Governmental different countries Systems largest NGO, with continue to live Programs • Under educated• Scale oriented • RED (Research and successful on subsistence • Village Organizations • Disempowered• Confidence from a • Nike Foundation Evaluation Division) development farming in rural • Radio Stations • Malnourished/ill rich history of • NARI Music • Governing Body programs in: villages. • Impact Metrics • Local Networks • Poverty level successful • Village Economic Development, of 31% (2010) interventions Organizations Resources Channels & Marketing Donors Globe• Innovation • Vision Spring Education, Public• Integrity What Resources (stuff, people, infrastructure) does out Value Health, Social Through which Channels are we going to reach and keep Who are our most important donors and funders? What needs What is the global context within which we are working?• Inclusiveness Proposition require? Our Delivery Channels? Development, in communication with our donors and policy makers? are they focused on meeting? What impacts potential and current donor beliefs, values• Effectiveness Our Funding Channels? Disaster Relieve and Which ones work best? and behaviours? Which ones are most ICT Development. Our Fundraising Strategy? Our Growth Strategy? cost-efficient? How are we • BRAC Commercial Our partnerships? BRAC is 80% self- integrating them with user habits? How can we reach scale? Enterprises in dairy We live in a world of with • Brand funded, reaching • Global Network of and food projects poverty, exploitation and Global Leaders over 110 million • International • Retail handcraft store discrimination, where not • Monetary Investment people. Recognition Aarong everyone has the • Research and • Global Network • Governmental Grants opportunity to realize Development • Investor networks • Private in kind their potential. donations PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Truck Fleets that deliver supplies • 160,000 staff members (70,000 health • Empowerment volunteers) • BRAC Commercial Enterprises • Increased water usage from WASH, • Governmental Grants • Reducing: Poverty, Illiteracy, Disease BRACs sanitation program • Training programs and Social Injustice • Office staff • Inkind Donations • Indirect: Environmental cost • Aarong Retail Handcraft Store • Economic Development associated with successful enterprises • Management Staff • Creating an Ecosystem of that have received BRAC loans • Researcher and Development Development
  • 79. IMPACT MODEL CANVAS Cafe Direct Scale Strategy Brand StrategyWhat 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? • Partnerships with high profile partners (Oxfam, Safeway, Co-op) Cafe Direct focuses on telling the story of their impact chain. They brand their • Ethical business certifications and awards for social and environmental products for ethical consumers. They utilize an extensive online portal that impact appealingly tells their story. • Market demand for products Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we tap into or piggy-back on?What ownership structures do you integrating them with user habits? our collaboration and networks intact? user experience? integrating them with user habits?need to ensure congruence andmaximise imaoct? How can we reach scale? Our culture healthy? How can we reach scale? • Middle Class • Production of Cafe Direct changes • Ethically • Growing consumer products lives and builds • Large food distributors motivated demand for • Distribution communities through • Cafes consumers ethically sourced• Focus on the • German Technical • Sales inspirational, and • Cooperatives • From the UK products producers needs Cooperation (GTZ) • Branding sustainable business.• Building market • Safeway • Story Telling They sell fair trade share • Co-op Resources hot beverages. They Channels & Marketing Donors Globe• Emphasis on telling • Traidcraft What Resources (stuff, people, have paid over £13 Through which Channels are Who are our most important What is the global context within their story • Twin Trading infrastructure) does out Value Proposition require? million into the we going to reach and keep in communication with our donors and funders? What needs are they focused on meeting? which we are working? What impacts potential and Our Delivery Channels? economies of donors and policy makers? Which ones work best? current donor beliefs, values Our Funding Channels? and behaviours? Our Fundraising Strategy? developing countries Which ones are most Our Growth Strategy? Our partnerships? through fair trade. cost-efficient? How are we integrating them with user habits? They are the 5th How can we reach scale? Cafe Direct is operating • Network of producers largest coffee brand • Product Sales in a world where • Production and in the UK. • Website consumers are package facilities • Fair trade networks increasingly ethically • Distributors • Coffee networks motivated. PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Production of products • Habitat destruction and species loss • Distribution • Economic Development • Environmental pollution from shipping • Internal and external communication • Creating a market for ethically products • Revenue from sales of produced • Management goods produced coffee and tea • Plastic packaging of products • Consumer education about ethically produced coffee and tea
  • 80. IMPACT MODEL CANVAS Husk Power Scale Strategy Brand StrategyWhat 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? Husk Power grows through the market demand for its technology that brings cost efficient energy generation systems to rural Indian farmers. They have received Husk Power maintains a strong brand of past successful interventions with an eye large financial investments that enable increased infrastructure development and for a future of greater achievements. They focus on communicating the real continued research. impact that they deliver. Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we tap into or piggy-back on?What ownership structures do you our collaboration and networks intact? user experience?need to ensure congruence and integrating them with user habits? How can we reach scale? Our culture healthy? integrating them with user habits? How can we reach scale? • Local people ofmaximise imaoct? • Building electricity India, primarily in • 1.8 billion kg of rice Husk Power provides husk discarded• Focus on intelligent • Cisco Systems plants power to thousands of Bihar • Local networks in Bihar each year and scalable • Shell Foundation • Training plant rural Indians using • People living in • 80 million without • Village presentations solutions • Acumen Funds operators proprietary technology small rural electricity Bihar • Word of mouth• Ability to • Bamboo Capital • Maintaining rice husk that has been developed villages communicate in supplier relationship by the firm that cost- business rhetoric, Resources effectively generates Channels & Marketing Donors Globe as well as with What Resources (stuff, people, electricity from rice Through which Channels are Who are our most important What is the global context within local Indian infrastructure) does out Value Proposition require? husks. we going to reach and keep in communication with our donors and funders? What needs are they focused on meeting? which we are working? What impacts potential and populations Our Delivery Channels? donors and policy makers? Which ones work best? current donor beliefs, values Our Funding Channels? and behaviours? Our Fundraising Strategy? Our Growth Strategy? Which ones are most cost-efficient? How are we • 1.4 billion people Our partnerships? integrating them with user habits? worldwide have no How can we reach scale? • Business competitions access to electricity • 1.8 billion kg of rice • Cisco Systems • India is the country husk discarded • Business • Shell Foundation with the largest in Bihar each year competitions • Acumen Funds population of people • Electricity plants supporting their work • Bamboo Capital without access to • Local workers • Social investment electricity, 400 networks million people PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • 150,000 people served • Producing the steal for the power • Power plant production • The sale of power plants • 60 systems in villages in India plants • Distribution • The sale of electricity • 750,000 tons of CO2 saved • Training plant operators • Selling CFL bulbs, as well as other • 7,000 local jobs • Agents hired by to collect electricity home staples • $50 million of end user cash saved payments from customers
  • 81. IMPACT MODEL CANVAS Scale Strategy GOOD Magazine Brand StrategyWhat 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 can we deploy these over time to achieve our goals? • Compelling and viral videos How do we appeal to head, heart and hand in a distinctive and authentic way? How are we going to start and maintain conversations? • Fresh web content • Huge events and parties GOODs brand is a collaboration of individuals, businesses, and nonprofits pushing the • Visually stimulating content world forward. A media platform for people who give a damn. They tell positive stories to inspire action and help consumers purchase conscientiously.  • Social Media Communication Strategy Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users LocalHow do people have to behave Through which Channels are What Activities do our Value What value do we deliver to the Through which Channels are For whom are we creating value? What is the local context?during ‘business as usual’ to we going to reach and keep Propositions require? user? What benefits are we we going to reach and keep What needs are we focused on What impacts user beliefs,deliver on the Activities, in communication with our Our Delivery Channels? making more accessible, usable in communication with our relieving? What problems are we values and behaviours?Resources & Partnerships? users? Which ones work best? Our Fundraising Strategy? or enjoyable? How is this different users? Which ones work best? helping to solve? What are existing behavioursHow does this connect with Which ones are most Our Growth Strategy? from our ‘competitors’? What are Which ones are most and cultural codes we canour values, vision and org intent? cost-efficient? How are we What do we have to do to keep the mission-critical elements of the cost-efficient? How are we Our targeted audience tap into or piggy-back on?What ownership structures do you integrating them with user habits? our collaboration and networks intact? user experience? integrating them with user habits? represents an emerging • Global audience need to ensure congruence and How can we reach scale? Our culture healthy? How can we reach scale?maximise imaoct? • GOOD Website (25 million*) movement of ambitious, • Purchase products • Fresh and Uplifting • GOOD Video (2 million*) Content intelligent, youthful adults ethically • Starbucks WiFi Portal (50 who want to be happy,• GOOD maintains a  GOOD collaborates with • Amazing visual team GOOD Mag offers a million*) • Extremely • A Social Media • GOOD email newsletter (4 successful, and good. 97% technologically vibrant and engaging companies, nonprofits and Communication Strategy media platform that million*) believe a corporation’s connected culture people that help to • Management Process promotes, connects, and • GOOD Magazine (2 million*) commitment to social • GOOD’s social media (5 • 80% college• They notoriously promote good in the world. • Collaboration reports on the individuals, million*)  responsibility matters to graduates Management *views per month them.  spend all of their They have partnerships businesses, and non- Resources Channels & Marketing Donors Globe marketing money on with: profits "moving the world parties • The Dylan Ratigan What Resources (stuff, people, infrastructure) does out Value forward." All of the their Through which Channels are we going to reach and keep Who are our most important donors and funders? What needs What is the global context within which we are working?• Visual Show Proposition require? subscription fees are in communication with our donors and policy makers? are they focused on meeting? What impacts potential and Our Delivery Channels? current donor beliefs, values representations of • Starbucks Our Funding Channels? donated to charities. Which ones work best? and behaviours? Our Fundraising Strategy? Which ones are most information are • Twitter and Our Growth Strategy? They bring news with a cost-efficient? How are we GOOD operates in a world Our partnerships? integrating them with user habits? • Series A Funding from where people are revered  Facebook • Visually stimulating positive view on the world How can we reach scale? Angel Investors. increasingly compelled by • Buzzfeed website today.  • GOOD Website (25 million*) • Companies paying for • Inspiring contributors and • GOOD Video (2 million*) what is:  • Starbucks WiFi Portal (50 Advertisements • Sustainable  editors • Extensive social media million*) • Paying customers • Prosperous • GOOD email newsletter (4 • Productive  engagement million*) • Advertisement space for • GOOD’s social media (5 • Creative top paying customers million*)  • Just  *views per month PPP Costs Financial Costs Revenue Streams PPP ImpactsWhat 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 prices are we charging? What outcomes do we value most for our target users?of our Key Activities and Key Resources? How can we mitigate against this? Which Key Resources are most expensive? Which Key Activities are What value are our funders / donors / users really willing to pay? What behaviours and beliefs do we want to change? most expensive? What do we need to invest in to ensure our How much does each Revenue Stream contribute to overall revenues? How can we measure these accurately and cost-effectively? purpose is achieved? What is break-even target? Is there a way to include measurement within the user experience? • Pollution from the electricity needed to • Improving efficacy in a generation of first power server farms • Website • Primarily: advertisements on GOODs movers • The paper used to print the physical • Talented Contributors  website and social media outlets.  • Inspiring good actions magazine • Operations Staff • Subsidiary revenue stream through the • Informing people about positive things • Electricity the office facilities use • Facilities and Maintenance sale quarterly magazine happening • Events • The price is $25 USD for a year.  • Building a community of change makers Mitigation of costs through sustainability impact assessments and actions. Impact is based upon media exposure. 
  • 82. PURPOSE- What is the reason the organisation exists?- How can we best serve?- What is our strategic intent?Greatest challenge: Process innovation and partial ‘automation’ of impact
  • 83. PROPOSITION- What value do we deliver to the user?- What benefits are we making more accessible, usable orenjoyable?- How is this different from the status quo?- What are the mission-critical elements of the user experience?
  • 84. CHANNELS /MARKETING- Through which Channels (media, touchpoints, delivery partners, networks etc) are we going to reach our users and deliver value?- Which ones are most efficient? Effective?- How are we integrating them with user habits?- How can we reach scale by using peer- and self-managedChannels?- What emotions, mindsets and behaviours do we need to change and how can we best communicate this?
  • 85. USERS- Whose needs are we focused on relieving?- What exact problems are we helping to solve?- What trends and insights are we capitalising on?
  • 86. DONORS- Who are our most important investors, donors and funders?- What other change-agents & policy makers do we need toengage?What problems can we help them solve?
  • 87. ACTIVITIES- What Activities does our Value Proposition require?- Our Delivery Channels?- Our Marketing?- What do we have to do to keep our collaboration and networks intact?
  • 88. RESOURCES- What Resources does our Value Proposition require?- Our Delivery Channels?- Our Marketing?- Our Collaborations?
  • 89. COLLABORATIONS- Who are our key collaborators without which we could notachieve our strategy?- What power players can we bring on board to deliver change atscale?- Which Resources and Activities do they bring?- What are their motivations for collabortion?- What could get in the way?
  • 90. COSTS- What are the most important costs inherent in our deliverymodel?- Which Key Resources are most expensive?- Which Key Activities are most expensive?- What do we need to invest in to ensure our Purpose is achieved?
  • 91. PPP COSTS- What social,environmental and wellbeing costs are a direct orindirectoutcome of our Key Activities and Key Resources?- How can we mitigate against this?
  • 92. REVENUES- What are our revenue streams?- Who are we charging and what price?- What value are our funders / donors / users really willing to pay?- How much does each Revenue Stream contribute to overallrevenues?- What is break-even target?
  • 93. PPP IMPACTS- What outcomes do we value most in alignment with ourPurpose?- How can we measure these accurately and cost-effectively?- Is there a way to include measurement within the userexperience?
  • 94. RISKS- What are the most obvious risks associated with this model?- What could get in the way?
  • 95. ASSUMPTIONS- What core assumptions do we make about users, collaborators,resources, channels and the world which underpin this model?
  • 96. WHAT STORIES ARE ENERGIZING YOU ATTHE MOMENT?
  • 97. “People are much morelikely to act their wayinto a new way ofthinking, than think theirway into a new way ofacting.”RICHARD PASCALE
  • 98. “Key is to find anappropriate businessmodel. So you needoptions first.”ALEX OSTERWALDER
  • 99. Q&A
  • 100. CONNECTWWW.WECREATE.CCNICK JANKEL, CEONICK@WECREATE.CC
  • 101. @NICKWECREATEPART 3DESIGNING IMPACT METRICS FORINNOVATION
  • 102. “No organisation can beany better than itsmeasurement system.”DEAN SPITZER, IBM
  • 103. “Measurment is bothfundamental and criticalto success withinnovation.”MAKING INNOVATION WORK. WHARTON
  • 104. WHYMEASURE?PROVING OR IMPROVING?
  • 105. BOTH!
  • 106. Reality Measures DataMost impact is invisble Decisions
  • 107. “What can be counteddoesn’t nessarrily countand what counts mostcannot necessarily becounted.”EINSTEIN
  • 108. STEERTOWARDS MEASURING WHAT CAN BEEASILY MEASURED, NOT WHAT ISIMPORTANT TO BE MEASURED
  • 109. STOPWHAT KIND OF CHANGE DO WE WANT TO SEE?WHY DO WE PRIVILEGE THAT KIND OF CHANGE?HOW DO WE KNOW IT HAS TAKEN PLACE?WHAT IS NATURE OF IT?
  • 110. EVERYTHINGCAN BE MEASURED (AT LEAST AS ANINDICATOR)
  • 111. McKinsey Capacity 1 Clear need for 2 Basic level of 3 Moderate level of 4 High level of Assessment Grid II. STRATEGY increased capacity capacity in place capacity in place capacity in place Funding model Organization Organization has Solid basis of Highly diversified highly dependent access to multiple funders in most funding across on a few funders, largely types of funding (e.g., types of funding source multiple source types; of same type (e.g., government, foundations, (e.g., government, organization insulated from government or corporations, private foundations, corporations, potential market foundations or private individuals) with only a private individuals); some instabilities (e.g., fully individuals) few funders in each type, activities to hedge developed endowment) or has many funders against market and/or has developed within only one or two instabilities (e.g., building sustainable revenue- types of funders of endowment); generating activities; other organization has nonprofits try to imitate developed some organization’s fund-raising sustainable revenue- activities and strategies generating activity
  • 112. MEASURE WHAT?Inputs: Funds, skills, attitudes, climate, in kindActivities: Ideation, innovation, delivery, resource utilisationOutputs: Products, services, interventions, processesInternal outcomes: Internal Revenue, profit/ surplus, teamengagement, learning, environmental compliance, growth /scaleExternal outcomes: Sales, usage, Impact on users, userexperience, cultural climate (short, medium, long)
  • 113. WHY?NOT FOR DATATO INCR. KNOWLEDGE, WISDOM, IMPACT
  • 114. ITERATIVEPURPOSE - VISION - SPECIFIC INTENTIONS -ACTIVITIES, OUTPUTS, OUTCOMES -INDICATORS - MEASURES - METRICS
  • 115. “If we measure the newwith the tools of the old,we will not see the new.”KARL-ERIC SVEIBY
  • 116. Purpose The reason the organisation Metrics exists and how it can best serve. The people to be served Vision and the possibilities to be The long-term vision of what Collecting, analysing, created you would like to see in the reporting, presenting world in 5 to 10 years time and engaging peopleIndicators IntentionsThe specific indicators chosen The specific problem(s) whichto monitor the enterprise and this project will focus on,show impact and effectiveness aligned with purpose and contributing to the vision. The mission & objectives and reason for measuring.Impacts ResourcesThe desired or actual ultimate Resources needed to deliverimpact of the project / the project. Time, money, staff,intervention building, in kind support, leadership etc Outcomes Activities The implications of the output for users, stakeholders, Outputs The specific actions & interventions that must take environment, economy The direct results for users / place to execute the project etc Aligned to the TOC beneficiaries / broader and impact the target users. stakeholders. Products received, services used / delivered etc
  • 117. IMPACTEVALUATION METRICS OF WHAT HASOCCUREDINDICATOR METRICS OF WHAT MIGHTHAPPEN
  • 118. “We still have not seen muchmovement on... the deep systemicissues that cause the current cluster ofcrisis symptoms to be reproduced timeand again. I believe that the mostimportant root issue of the currentcrisis is our thinking: how wecollectively think.”C OTTO SCHARMER
  • 119. HOW WE THINKLINEAR, REDUCTIONIST, MECHANISTIC
  • 120. LINEARITYCAUSE / EFFECTBLAME AGENTS / INTENTIONSREALISM / SCIENTISM
  • 121. systems images
  • 122. CHALLENGINGTAUGHT TO ANALYSELINEAR MODE (LANGUAGE)BIASES & ASSUMPTIONSMASQUERADE AS EVENTS
  • 123. SYMPTOMSVS. ROOT CAUSES
  • 124. WHOLENESSBIOLOGY: VON BERTANALFY
  • 125. “There can be no scientific study ofsociety, either in its conditions or itsmovements, if it is separated intoportions, and its divisions arestudied apart.”COMTE
  • 126. SYSTEMINDIVIDUAL PARTSPARTS AFFECT EACH OTHERWHOLE MORE THAN SUMPERSIST IN DIFFERENT SETTING
  • 127. SYSTEMSHAVE IDENTITIES WHICH RESIST CHANGERESPOND TO INTERVENTIONSATTEMPT TO SHAPE PEOPLE / PLACESCOMPLEX BEHAVIOURLEARNSYMBOLIC EXCHANGES
  • 128. SYSTEMICCOMPLEMENTARY INTERACTIONSTRIGGERS, DRIVERS, RESPONSESPATTERNS EMERGE OVER TIMESYSTEMS CAUSE BEHAVIOUR (VICE VERSA)MUTUAL RESPONSIBLITYINTENTIONS ARE NOT ALWAYS CLEAR
  • 129. “Reality is made up of circles, but wesee straight lines. Herein lies thebeginnings of our limitation as systemsthinkers.”PETER SENGE
  • 130. INTERVENTIONSHIGHLY CHARGEDCHALLENGE MANY
  • 131. LAWUNINTENDED CONSEQUENCESSURPRISES!
  • 132. FEEDBACKOSCILLATIONS BETWEEN POSITIVE &NEGATIVE LOOPS (& INTENTIONS)THE PAST FEEDS INTO THE FUTURE
  • 133. STATEPREFERRED OR NOTNOT NORMATIVE ‘RIGHT’ OR ‘WRONG’
  • 134. “Something hit me very hard once,thinking about what one little mancould do. Think of the Queen Mary - thewhole ship goes by and then comes therudder. And theres a tiny thing at theedge of the rudder called a trim tab.”BUCKMINSTER FULLER
  • 135. Purpose The reason the organisation Metrics exists and how it can best serve. The people to be served Vision and the possibilities to be The long-term vision of what Collecting, analysing, created you would like to see in the reporting, presenting world in 5 to 10 years time and engaging peopleIndicators IntentionsThe specific indicators chosen The specific problem(s) whichto monitor the enterprise and this project will focus on,show impact and effectiveness aligned with purpose and contributing to the vision. The mission & objectives and reason for measuring. Theory ofImpacts Change ResourcesThe desired or actual ultimate Resources needed to deliverimpact of the project / the project. Time, money, staff,intervention building, in kind support, leadership etc Outcomes Activities The implications of the output for users, stakeholders, Outputs The specific actions & interventions that must take environment, economy The direct results for users / place to execute the project etc Aligned to the TOC beneficiaries / broader and impact the target users. stakeholders. Products received, services used / delivered etc
  • 136. CONTEXTIS KING“THEORY OF CHANGE”
  • 137. TOCIS ALL IMPORTANTTHE BELIEF SYSTEM YOU HAVE WHICH MAKESYOUR INTENTIONS, ACTIVITIES AND REAL /EXPECTED OUTCOMES / IMPACTS MAKE SENSE
  • 138. TOCIS KEY TO EFFECTIVE COLLABORATION
  • 139. STRUCTUREBECAUSE X IS THE ROOT CAUSE OF Y, THENIF WE DO A, B & C THEN I WILL HAPPEN
  • 140. E.G.BECAUSE GRAFT IS THE ROOT CAUSE OF POVERTY INNIGERIA, IF WE CREATE A LEADERSHIP PROGRAMME,WHISTLE-BLOWER INCENTIVE STRUCTURE AND PEER-PRESSURE COMMUNITY THEN THERE WILL BE LESS MONEYSTOLEN, MORE TO INVEST IN POVERTY-REDUCTION ANDFEWER CHILDREN WILL STARVE
  • 141. E.G.BECAUSE GRAFT IS THE ROOT CAUSE OF POVERTY INNIGERIA, IF WE CREATE A LEADERSHIP PROGRAMME,WHISTLE-BLOWER INCENTIVE STRUCTURE AND PEER-PRESSURE COMMUNITY THEN THERE WILL BE LESS MONEYSTOLEN, MORE TO INVEST IN POVERTY-REDUCTION ANDFEWER CHILDREN WILL STARVE
  • 142. TOCIS ULTIMATELY CORRELATED TO YOUR VIEWOF LIFE, OF HUMAN NATURE AND OF OURREASON FOR EXISTING
  • 143. IMPACTSURVIVAL OR QUALITY OF LIFE?WELLBEING OR THRIVING?SOCIAL JUSTICE OR SOCIAL CREATIVITY?EDUCATION OR LEARNING?BIODIVERSITY OR CHILD MORTALITY?
  • 144. Purpose The reason the organisation Metrics exists and how it can best serve. The people to be served Vision Collecting, analysing, and the possibilities to be The long-term vision of what reporting, presenting created you would like to see in the and engaging people world in 5 to 10 years timeIndicators IntentionsThe specific indicators chosen The specific problem(s) whichto monitor the enterprise and this project will focus on,show impact and effectiveness aligned with purpose. The mission & objectives and reason for measuring. Theory ofImpacts Change ResourcesThe desired or actual ultimate Resources needed to delivereffect of the project / the project. Time, money, staff,intervention within context.How the outcomes changed Worldview building, in kind support, leadership etcthe world beyond the statusquo. Outcomes Activities The implications of the output for users, stakeholders, Outputs The specific actions & interventions that must take environment, economy The direct results for users / place to execute the project etc Aligned to the TOC beneficiaries / broader and impact the target users. stakeholders. Products received, services used / delivered etc
  • 145. Purpose The reason the organisation Metrics exists and how it can best serve. The people to be served Vision Collecting, analysing, and the possibilities to be The long-term vision of what reporting, presenting created you would like to see in the and engaging people world in 5 to 10 years timeIndicators IntentionsThe specific indicators chosen The specific problem(s) whichto monitor the enterprise and this project will focus on,show impact and effectiveness aligned with purpose. The mission & objectives and reason for measuring. Theory ofImpacts Change ResourcesThe desired or actual ultimate Resources needed to deliverimpact of the project / the project. Time, money, staff,intervention Worldview building, in kind support, leadership etc Outcomes Activities The implications of the output for users, stakeholders, Outputs The specific actions & interventions that must take environment, economy The direct results for users / place to execute the project etc Aligned to the TOC beneficiaries / broader and impact the target users. stakeholders. Products received, services used / delivered etc
  • 146. IMPACTPROFITPEOPLEPLANETPROSPERITY (PLAYING, LEARNING,THRIVING)
  • 147. THE IMPACT CHAINIntentions Resources Activities Outputs Outcomes Impacts Indicators Internal Individual & Social external Environmental Political Technological Profit Economic People Creative Planet Purpose
  • 148. ???HOW DO WE KNOW CHANGE HAS TAKENPLACE?WHAT IS NATURE OF THAT CHANGE?WHY DO WE PRIVILEGE THAT KIND OFCHANGE?
  • 149. BEHAVIOURIN SYSTEMS
  • 150. RATIONALCHOICE THEORY
  • 151. UNCONSCIOUSMESMERCHARCOTFREUDJAMES
  • 152. BEHAVIOURALECONOMICS
  • 153. BIASESHEURISTICS
  • 154. PEERPOWER / PRESSURE
  • 155. PROSPECTTHEORY
  • 156. IMPACT BY DESIGN % of population with Observed State HIV % of target who use condoms Behaviours % who have extramarital sex % who know condoms Mindsets protect against HIV Emotions / % of target who feel feelings that condoms are only used by prostitues
  • 157. Decrease HIV in schools in IMPACT BY DESIGN: IMPACT CONTEXTIMPACT METRICS Southern Africa Interventions Desired State / ViewAssumptions Enablers Disablers in impact chain Current State / View Fewer HIV & AIDS rates Less new cases of infection Desired Behaviours Fewer sexual engagements Current Behaviours Condoms at clinics and school Teachers courting kids Less sex with teachers / adults infirmaries More safe sex for sex Condoms right size / feel etc. More condom purchase / Threats / coercion by Having condoms at all times usage mean Condom accessories Girls saying ‘No’ to pressure Carrying condom in school bag Desired Mindsets Boring literature Safe sex is important Current Mindsets Engaging info packs Being talked down toThe children can Sexual intimacy is something Info packs read by kids Teachers having authority important to think about read Parents uninvolved Info read and engaged with Inappropriate to have sex with Religious ban on sex ed adults / teachers It is important to talk about it with your boyfriend / girlfriend Desired Feelings Seeing TV shows & films with Current Feelings inspiring stories Talking with peers /mentors Abstinence is cool Religious moralising Condoms are ‘normal’ / cool who are cool Sex should only happen when we are ‘ready’ It’s safe to talk about it with boyfriend / girlfriend © Wecreate 20
  • 158. IMPACT BY DESIGN: IMPACT METRICS Impact IMPACT METRICS Evaluator Metrics Measures INTERVENTIONS IN IMPACT IndicatorIndicator Metrics CHAIN Desired State / View Measures Current State / View Desired Behaviours Girls use Current Behaviours condoms for intercourse Girls carry e.g. High occurrence of unprotected sex. Girls 12-18 condoms in High HIV rates. High numbers of AIDS orphans Target: 60% their bags Girls 12-18 Target: 80% Desired Mindsets Current Mindsets e.g. Girls know that condoms are important for safe sex. Girls know that the withdrawal method does not help against HIV. Guys know that unprotected sex is very risky. Desired Feelings Current Feelings e.g. A girl may know that a condom is important for safe sex, but emotionally she thinks they are for whores so she does not use them. A guy knows it is logically crazy to have unprotected sex, but feels it is uncool to use a condom. © Wecreate 2012
  • 159. IMPACT BYIMPACT METRICS DESIGN: IMPACT CHAIN Interventions Desired State / View in impact chain Current State / View Desired Behaviours Current Behaviours Girls carry condoms in their bags 80% Girls carry condoms in their bags 12% Interventions / Activities Desired Mindsets Current Mindsets Desired Feelings Current Feelings © Wecreate 20
  • 160. KEY QSDo our activities really lead to the most important outcomes to fulfill ourpurpose and deliver our strategic intent – are the activities necessary?Are they strategically important for the social side, the enterprise side,or both?Can our activities be changed to create more positive benefit, increasescale or access, generate deeper outcomes or further progress towardour ultimate impact / purpose?Do our activities lead to any negative outcomes for anyone? Could achange to the activity or undertaking a different activity with the sameobjectives and outcomes minimise these negative effects?How do we have to shift heads, hands and hearts to create and sustainpermanent change?
  • 161. THE IMPACT CHAIN DesiredIntentions Resources Activities Outputs Outcomes Metrics Impacts
  • 162. WHO & WHENWILL YOU MEASURE?UNLIKELY TO GET FULL COST RECOVERY!
  • 163. IN TIMEBASELINEPOST INTERVENTION3, 6, 12 MONTHS1,3,5 YEARS
  • 164. MAPDays used in past monthSelf-reported amount consumed on a typical day in the lastmonthIn the past month have you had a drugs overdose (Y/N) howmany timeSUse of drugs by injection (if yes, on how many days)Use of needle or syringe which had been used by someone else(if yes, how many times) or use of clean needle/syringeUnprotected sex (yes/ no/ number of times)SOURCE: MAUDSLEY ADDICTION PROFILE, 1988 (MARSDEN ET AL)
  • 165. GOOD METRICSAction focused. Does knowing about this issue help yourorganisation or its key stakeholders to do things better or moreeffectively? Is it within your organisation’s power to influence it?Important. Is it relevant to your organisation? Is it a priority for acore stakeholder or group of stakeholders?Measurable. Can you get information that tells you somethingabout the effects you’ve had?Simple. Is it clear and direct enough to be understood by allstakeholders? Is it easy enough to get information without expertassistance if none is available?SOURCE: NEF
  • 166. OPENING UPValue is in the eye of the stakeholder!Identify and prioritise all your stakeholdersConsult with them (where possible) to identifycommon prioritiesUnderstand how their objectives match or conflictwith your objectivesTell your stakeholders what you are doing well,where you could improve and your future goalsSOURCE: NEF
  • 167. PIGGY BACKEXISTING ORGS WITH ANALOGOUSMEASURES BEFORE CREATING NEW ONESHACK THE MEASUREMENTINFRASTRUCTURE (WHO, OECD ETC)
  • 168. ENABLEYOUR USERS TO INPUT DATA TO EMPOWERAND SAVE $$$
  • 169. OUTCOMESTARS
  • 170. Date of completion DD/MM/YYYY Completed by Worker and client Worker alone Client9 - 10 Safety & choice choice Independance &7-8 Learning & rebuilding5-6 Believing3-4 Accepting help aaaaaaaaa safety1-2 Not safe for help ready aaaaaaaaa empowerment aaaaaaaaa aaaaaaaaa accommodation & aaaaaaaaa self-esteem aaaaaaaaa aaaaaaaaa work & support aaaaaaaaa aaaaaaaaa learning networks aaaaaaaaa aaaaaaaaa children aaaaaaaaa legal issues aaaaaaaaa aaaaaaaaa aaaaaaaaa aaaaaaaaa health & money well-being aaaaaaaaa aaaaaaaaa
  • 171. EMERGENTMEASURES OFTEN REQUIRE QUALITATIVEMEASUREMENT, ESTIMATION, SUBJECTIVITYE.G. HIGH VS LOW VS NONE
  • 172. FRAMEDETERMINES HOW EXCITED, ENERGISEDAND EFFECTIVE MEASUREMENT ISEMPOWERED OR CONTROLLED
  • 173. DESIGN FOR IMPACTMONITORING FEEDBACKREPORTING INSIGHTSCONTROLLING ADAPTATIONJUSTIFYING LEARNINGREWARD / PUNISH IMPROVEMENT
  • 174. “Many measurement practces andsystems signal distrust through theiremphasis on monitoring and control.”JEFFREY PFEIFFER
  • 175. DIALOGUEKEY TO LEVERAGING METRICS
  • 176. SUMMARYReinforce status quo vs. Improvement & innovationRear view vs. future value (intangible assets)Trivial few vs. critical manyEasiest to measure vs. most important for impactSingle metrics vs. triangulateAligned to stated goals / purpose vs. what is availableHarness regularly (milestones, meetings, improvement) vs.collect for reportsCollect data indefinitely vs. change metrics as world / purposechanges
  • 177. categories, such as ‘quality’ and ‘impact’, there is information across people and communities, the a wider impact than you think! H OL IS T IC I ST IC H OL DTA Healthcheck SROI EFQM / PQASSO / Quality First Social Enterprise Balanced Scorecard Third Sector Dashboard DTA Healthcheck The Big Picture / CESPI Third Sector Dashboard ic People t Econom Envi CESPI men ron ron me Envi nt Ec le Investor on op in People om Pe ic C Eco- EMAS HO TI ic Investor mapping P IS om eo L IS in People AA1000 AS on pl Social L e Ec HO Accounting Social Accounting TI C Prove IT! and Audit and Audit LM3 En t en SROI Volunteering SROI vir nm Impact on SIMPLE SIMPLE iro me Strategy Quality Env Eco-mapping nt Eco-mapping EMAS Eco le Peop nom Prove IT! Impact Impact LM3 ic Volunteering Impact Economic Small Medium People (< £100k) (£100– £500k) Investor in People SROI Organisational Size Social Quality Strategy Enterprise onment Environm Eco-mapping Balanced DTA Scorecard I STIC H O LI S Healthcheck EMAS DTA Envir PQASSO Large Healthcheck ent (> £500k) Quality First Third Sector HOL Investor Dashboard TIC The Big Picture in People Strategy mic EFQM CESPI Quality Peo CESPI ono ple Investor Ec Impact in People ISO 9000 Ec le on EMAS op om EMAS Pe ISO 14000 ic nv nt E iro Investor e nm in People ISO 9000 nm en viro SROI t LM3 EMAS Volunteering En EFQM Impact Pe ic EFQM Social Enterprise op om H Balanced Scorecard le Econ PQASSO O Eco le CESPI C LI CESPI nomi c Peop I ST ST Environment IC LI AA1000 AS HO GRI Social Accounting and Audit SROI H O LIS T I C Key to acronyms CESPIs – Co-operativesUK Co-operative Environmental and Social Performance Indicators EFQM – European Foundation for Quality Management Excellence ModelSOURCE: NEF EMAS – Eco-Management and Audit Scheme GRI – Global Reporting Initiative Guidelines LM3 – Local Multiplier 3
  • 178. STORIESTO ENGAGE
  • 179. 186SWITCHED ON STORIES Call to Action What is your ask? Do you have an invite for them? What would you like them to provide for you exactly? What are you going to do with it? ConnectionWhat is the problem or need? How many people have it?What are the most shocking facts and figures? Can you tell us about one personwho is suffering? How does that feel to you? Why might others resonate with this? Concrete ImpactWhy should we listen to you? Why are you involved? How does it impact you?What are your intentions around it? What is at stake for you? What are your pastsuccesses that relate to this issue? What is the headline keeping us listening? How does it, or could it, have an impact? What analogies or parallels can you draw on to demonstrate it? How will you measure this impact? What new behaviors and patterns do you hope to create? How does this bring about the preferred state of the system in your vision? What other impacts do you expect? What is the size of pie and the slice of pie? How can you bring it to life in words or images? What do you want from the listener? What is the call to action? Context ConvictionWhat has already been thought of that has failed? What already exists but is not What is the purpose of the project or enterprise? Who is the team that hasavailable, usable or enjoyable enough for a mass solution? conviction to execute this purpose? What is the preferred state of theWhere have all your ‘competitors’ got to? What models of change have been system / market according to your vision? What are you resolved to do asapplied (and where have they gone wrong)? specific brand and growth strategies to get there? Concept What is the essence of your idea or project (or the question you want to investigate / answer)? What, for who, when, where? How is it designed to Conventions work for real-people? How will they use it? How can it be sustainable? Scaleable? What is a prototype and MVP for the concept? Longer term, what is the roadmap for seizing the opportunity? How can you offerWhat are the underlying assumptions that originate the problem? people more membership, mastery or meaning?What are the things everyone thinks that are actually the root drivers of the problem?What are the key reason’s that other people’s models do not work?What part of the current story is no longer working? Consciousness Shift How do you see things differently? What is your insight into human nature or the world that opens up a new possibility? What is your epiphany? © wecreate 2012
  • 180. The pioneeringcreative leadership & collaboration coaching programme
  • 181. The Elevation Pitch For (target user), who needs or desires (user need or problem) but (breakthrough insight), (project name) is a (category) that (breakthrough proposition). Unlike (the competition / incumbents), the offering (breakthrough idea) so (impact).
  • 182. The Elevating Pitch For , who needs or desires but , is a that . Unlike , the offering so . 190
  • 183. 1. ‘Juicy’, self-expanding - inspiring ✓2. Coherent, elegant - internal logic3. Lithe, sculpted - bold with nothing superfluous4. Rewarding - clear benefits5. Insightful, authentic - based in humanity6. Pragmatic, graspable - actionable7. Engaging narrative - hearts and minds
  • 184. 5 ENGINESFEARFORTUNEFAMEFRUSTRATIONFREEDOM
  • 185. Spiral 0 What were you born to do? What special sauce do My Purpose you bring to any situation? Where do you serve best? My Passion What do you care most about? What have you learnt on your journey to give or teach others? The Point So what is the point of life? Why are we here? The World How do you see the reality? How does the world work?
  • 186. Spiral 1 What is your focused strategic intent? What Our Purpose (emerging) problem do you want to solve? Why is it not being solved already? Harnessing these, what is your vision for a Vision & better world in 5-7 Values years time in the context of the world’s problems? What 4 qualities do you value most in this vision? Skills & Talents With this purpose in mind, what value do you offer the world - unique skills, experiences, talents and capacities? Where do you have My Purpose virtuosity? What is your reason for existing? What special sauce do you bring to any situation? Where do you serve best?
  • 187. “If I am not for myself,then who is for me?And if I am for myselfonly, then what am I?And if not now, thenwhen?"HILLEL
  • 188. “To be truly radical is tomake hope possiblerather than despairconvincing.”RAYMOND WILLIAMS
  • 189. Q&A