Business strategy to help you achieve your organisations mission Innovation is crucial to survival
Why innovation is important Managing in the new normal – adapting to uncertainty 93% of fundraisers say the fundraising climate got toucher during 2012 and 89% expect their fundraising to get harder in 2013.69% had undertaken collaborative activity with others most commonly in the form of joint programmes or service operations 42 % expecting to deliver more with the same resource 67% experienced an increase in demand for services and 72% expect an increase in 2013Fundraising challenges – competition from other orgs 81% - donors uncertain about economic security 69%Statutory funding is being withdrawn Our donors needs are changing – the way we communicate is changing Look at the High Street – going out of business Kodak
The marketplace is crowded Who has a sponsored walk, coffee morning, night hike? You are not only competing with all the other charities that people give time and resource to – but also everything else that people do with their time and money
1. Radical innovation = big leap / step change. Also called disruptive. Changes the way we do things. Itunes changed the way we listen to music Internet changed our world Risk associated to this – no charities are really operating in this space. It’s a scary place being tasked with the next big thing. Our aspiration and approach should be radical change – changing the world. Consider your attitude if you have to increase your income by 1% - to your attitude of increasing your income by 100%. Its your mindset and approach this is crucially important.
More often Small steps – incremental changes. Being challenging. Who is new in their role? Its NOW that you can ask lots of questions. Those of you who have been in your roles a long time – and are used to how ‘things are done round here’ challenge you to listen more – and consider the new persons point of view. Changing a process/product – NSPCC example Telephone fundraising 150k in first year Olympic cycling team – strategy for incremental innovation
Innovation can also be new product development – whether that is developing an entirely new product or service, or taking an existing one to a new audience, Or developing current products – taking them online for example.
It always starts with the problem – the reason why innovation gets a bad name is that it is often seen as frivolous/creative wokshops that do not generate ideas. Often that’s because people get really excited about ‘an’ idea – but if its not strategic – getting you to where you said you would go then you shouldn’t be doing it. Tell a story about wanting to develop an app – because someone else did it – have to be really clear on the problem you are trying to solve or the opportunity – and that it is strategic
ROLAND > LUCYGiving White Paper 2010 – that the Third Sector needed to be more innovative. Funding through Nesta for a range of programmes to drive giving – refer to Helens earlier session.Giving – not just money – but time, resources, skills and expertise. Grow the sector change the market. A programme offering support and coaching to charities to develop open innovation – brokering relationships with partners, helping internal collaboration – with staff and with donors, volunteers, supporters, service users. Innovation is about a series of connections. Driving change is hard. Doing new stuff is hard and sometimes you need help to make you a bit braver. 9 projects are currently being taken forward and developed. Important part of the programme is learning and sharing with the sector –project is still live and keep an eye on the Nesta website as
LUCYSimon Berry – DEFRA – job to get vital medicines to remote parts of Africa Negotiate with bottlers Using the negative spaces in coke crates. Started out with a bottle shape – missing one bottle. Then a slice – negative space no impact on capacity Then online, with a crowd, a tribe, a network of people develop better ideas – people with different expertise – inspired by Simon and what he is doing – making things possible beyond what Simon ever thought was possible
LUCYHow many work in big orgs? Teams in different parts of the UK – or even the world? It’s a challenge to get time together to develop ideas. How many if you have an idea know how to take it forward. What we find is that organsiations / individuals are good at coming up with ideas – but they get stuck. They get stuck because either they are not strategic, they don’t get internal buy in, and they get buried amongst day to day work. We worked with Oxfam to co-create their innovation process. The people who would be using the process to get their ideas to market designed their process. There is a toolkit of templates to help people atriculate, share and build test and prototype on ideas and Its is being used by the whole organisation – not just within fundraising. Along side that Oxfam are using an innovation platform. A strategic challenge is posted on the site for a set period of time – say a month. All staff can submit ideas, build on each others ideas – vote the good ones up and the bad ones down. At the end of the process the top ideas are reviewed by a team – and the ones with the greatest potential are developed further. The whole organisaiton can use this – even staff in the field – helps broker ideas and relationships – and better services and fundraising ideas – co produced.
ROLAND > LUCYWho has volunteers, community fundraising, branches? Many many charities have really engaged networks – how much do you really tap into the skills and experience that these networks have. Do you know enough about them. Then there are networks outside your organisaion networks – corporate partners, major donors, other people that have skills and experience to help you – and solve your challenges.
LUCY This might work – BUT a learning point re the Open Innovation world – that when we do this there is ALWAYS a connection. We need to practice getting out more – and creating these networks – they need to be there ready to help – you cant create a network just for when you need one.
LUCY Summary slide
Institute of Fundraising Convention - Open Innovation
100%Open @ IOF Convention
Roland Harwood & Lucy Gower
1 July 2013 1
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Case Study 1 – The LEGO Group
1 July 2013
We helped LEGO create their open innovation strategy and develop an ideas
platform rolled out to all employees and to an external community of 280,000 people.
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Case Study 2 – P&G
1 July 2013
We developed the Airlock for P&G to source new $100m opportunities. It enabled
product designers insight into their requirements through a confidential process.
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Case Study 3 - Orange
1 July 2013
We helped Orange develop two open innovation and crowdsourcing programmes
creating a new service, Fun Finder, and a new Giving App, Do Some Good.
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Two Models of Open Innovation
• Starts with ‘what’ question: an innovation
brief detailing a specific unmet need
• Is a competitive marketplace amongst
customers, suppliers or users
• The innovation process is mediated by a
• Innovations are extracted through a
• Tend to be internal routes to market (e.g.
• Starts with a ‘who’ question: finding
partners to explore a broad opportunity
• Is a cooperative community & process ,
with customers, suppliers or users
• The innovation process is facilitated
through a Catalyst
• Innovations are built using an iterative
• Tend to be external routes to market (e.g.
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Roland Harwood and Lucy Gower
Co-Founder & Director
100%Open | Somerset House | South Building | London | WC2R 1LA
Phone: +44 (0)20 78133 1006 | +44 (0)7811 761 435