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Nourishing social entrepreneurship in China & Europe

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Keynote at EU-CHINA dialogue on social enterprise and social entrepreneurship, Ningbo.

Keynote at EU-CHINA dialogue on social enterprise and social entrepreneurship, Ningbo.

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  • Thoughtful content! A must read for all change agents! :)
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  • 1. @NICKWECREATESWITCHED ONNOURISHING SOCIAL INNOVATION &ENTREPRENEURSHIPNICK JANKELJULY 2012PREPARED FOR EU-CHINA DIALOGUE
  • 2. 8 YEARSAGO29 YEARS OLD45 STAFFINNOVATING PRODUCTS & SERVICES &PERSUADING CONSUMERS THEY ‘NEEDED’ THEM
  • 3. SOME CLIENTS
  • 4. WORTH A FEWMILLION POUNDS (ON PAPER)
  • 5. YET MY HEART BROKE.....OPEN AS I SWITCHED ON TO MY TRUE PURPOSE IN LIFE
  • 6. ENTERPRISE 1.0VEHICLE FOR DELIVERING PROFIT FOR THEFEW
  • 7. CRISES OF... POVERTY CLIMATE CHANGE CONFLICT UNEMPLOYMENT CORRUPTION RESOURCE WARSDEPRESSION & SUICIDE
  • 8. ENTERPRISE 2.0VEHICLE FOR DELIVERING PURPOSE TO THEMANY
  • 9. “I promise my students that if theytake the time to figure out theirlife PURPOSE, they’ll look back on itas the most important thing theydiscovered at Harvard BusinessSchool.”PROF CLAYTEN CHRISTENSEN
  • 10. WEI WU WEIPURPOSECONNECTS HEAD, HAND, HEART IN SERVICE TOPEOPLE & PLANET
  • 11. IN ORDER TO CREATE THEREMUST BE A DYNAMIC FORCE, AND WHAT FORCE IS GREATER THAT LOVE? STRAVINSKY
  • 12. THE ENTERPRISE SPECTRUMTHE ENTERPRISE SPECTRUM PURPOSE PROFITFOR PURPOSE FOR PROFIT Trading Non- Social Enterprise Co-operatives CSR Profit Trading Non-Profit Cross-Subsidy Social Business CSR For-ProfitNon-profitNon-Profit / Cross-Subsidy Social Business Ethical Business For profitGovernment PURPOSE-DRIVEN ENTERPRISE Recoup Donations & Investment. Profit Investment & ROI 1-10% ROI 10%+ Funding Reinvested Interest above base GUARANTEE CO-OP / MUTUAL / SHAREHOLDERS COLLABORATIVE No financial CONSUMPTION All financial Incentive Incentive Investment? Extraction?
  • 13. PURPOSE> $$$ OR POWER
  • 14. 5 ENTREPRENEURSHIPOF ENGINESFEARFORTUNEFAMEFRUSTRATIONFREEDOM
  • 15. IMPACTPROFITPEOPLEPLANET = THRIVEABILITYPEACE & PROSPERITY(CREATIVITY, LEARNING, FUN)
  • 16. CREATIVITY OF FREE ENTERPRISECOLLECTIVE SPIRIT OF SHARED PURPOSE
  • 17. RECALIBRATETHE WORLD TOWARDS THRIVEABILITYHARMONY (WITHOUT HIERARCHY)
  • 18. THERE ARE DEEP WELLSPRINGS OF MEANING TOACCELERATE A TRULY VALUES-LEDENTERPRISE CULTURE
  • 19. THAT CAN LEAPFROG ‘ADVANCED CAPITALISM’ FOR GOOD
  • 20. VITALA THEORY OF CHANGE THAT BRINGS TOLIFE YOUR PURPOSEAND AN IDEA OF HOW YOU MIGHT SCALE IT
  • 21. TEACH TEACH GIVE A HIM TO HIM TOMAN FISH FISH INNOVATE
  • 22. IN THE LONG HISTORY OF HUMANKIND(AND ANIMAL KIND, TOO) THOSE WHO LEARNED TO COLLABORATE AND IMPROVISE MOST EFFECTIVELY HAVE PREVAILED. CHARLES DARWIN
  • 23. WE CREATETEACH, TRAIN, COACH & SUPPORT CHANGE-AGENTSTO INNOVATE & COLLABORATE EFFECTIVELY SO WECAN CO-CREATE A RADICALLY BETTER WORLDTOGETHER
  • 24. WE CREATESOCIAL INNOVATION & DESIGN CONSULTINGLEADERSHIP DEVELOPMENT & COACHINGSOCIAL INNOVATION & ENTERPRISE TRAINING
  • 25. RECENT CLIENTS & FUNDERS
  • 26. ☀ ☀☀☀ ☀☀ ☀ ☀☀ ☀ ☀ ★ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀
  • 27. OBSTACLESARE MANY!
  • 28. OBSTACLESARE MANY!> 80% FAIL
  • 29. CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT
  • 30. EVERYTHINGWE NEED INSIDE US & OUR NETWORK
  • 31. IF (AND IT’S A BIG IF)
  • 32. 3 THINGSTOOLS / SKILLSMINDSETCOMMUNITY
  • 33. A SCALEABLE CAPACITY- BUILDINGCOMMUNITY
  • 34. MAXIMUM IMPACT MINIMAL MISTAKES Collaboration Strategy Scale Strategy Brand Strategy Impact Story & Pitching GLOBAL Impact Metrics NEXT PRACTICE CUSTOMIZED Impact Models ONLINE Breakthrough FREE ACCESS Propositions Design for Impact Breakthrough Leadership Purpose & TOC
  • 35. PURPOSE TOOL What were you born to do? My Purpose What special sauce do you bring to any situation? Where do you serve best? My Passion In this context, what moves you, inspires you? What have you learnt on your journey to give or teach others? My Point So what is the point of life? Why are we here? My World How do you see the reality? How does the world work?
  • 36. THEORY OF CHANGE Conventionally it is though that (causes) (problem) for (target user). Our view is that (breakthrough insights) are actually the root cause. Therefore (project name) is a (category) that (breakthrough proposition). We (activities / interventions) which create (outcomes) with (impacts). We are aware (unexpected returns) may result from the system.
  • 37. 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? WE ARE BUILDING Resources - What Resources (stuff, people, A GLOBAL Purpose - What is the reason the organisation exists? Channels & Marketing - Through which Channels are we Donors - Who are our most important donors Globe - What is the global context within which INNOVATION 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? BANK OF IMPACT MODELS 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? PLEASE CONTACT- 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? US TO HELP 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?
  • 38. THE IMPACT CHAIN Drivers & DesiredIntentions Resources Activities Outputs Outcomes Barriers Impacts Profit People Planet Purpose
  • 39. 39STORYTELLING FORSWITCHED ON STORIES CHANGE 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
  • 40. Pioneering peer-to- peer coaching ON SALE NOW ON toolkit OUR WEBSITE WWW.WECREATE WORLDWIDE.COM
  • 41. ☀ ☀☀☀ ☀☀ ☀☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀WE ARE ALL IN THIS TOGETHER!
  • 42. IF YOU WANT TO GO FAST, GO ALONE. IF YOU WANT TO GO FAR, GO WITH A GROUP. AFRICAN PROVERB
  • 43. WIN WIN WINME - YOU - USCOLLABORATE!
  • 44. SWITCH ON WHAT MIND CAN CONCEIVE & BELIEVE, MAN CAN ACHIEVE NAPOLEON HILL
  • 45. NO = NOT YET!THE NO.1 THING THAT CAN STOP A PURPOSE-DRIVEN ENTREPRENEURIS OURSELVES
  • 46. INNOVATION & LEADERSHIP ARETHE DOUBLE HELIX OF ALL BREAKTHROUGH IMPACT
  • 47. CONNECTWECREATEWORLDWIDE.COM: SWITCHED ONINNOVATION, LEADERSHIP & ENTERPRISENICKJANKEL.COM: LIFE SWITCHED ON