C2 101 social sector overview conjunct consulting and frameworks
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Conjunct Consulting 101 Slides

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  • SWOT and PESTEL:These are tools used to find out the current status and position of an organisation or individual in relation to their external environment and current role. They can then be used as a basis for future planning and strategic management.
  • SWOT and PESTEL:These are tools used to find out the current status and position of an organisation or individual in relation to their external environment and current role. They can then be used as a basis for future planning and strategic management.

C2 101 social sector overview conjunct consulting and frameworks C2 101 social sector overview conjunct consulting and frameworks Presentation Transcript

  • CONFIDENTIAL 101 Training Week 1 Social Sector Overview, Conjunct Consulting and Frameworks
  • CONFIDENTIAL 2 Great applicants solve problems, align with values and communicate well 2 Project Value Problem-solving •Focus on impact •Structure issues •Generate solutions Team performance Alignment •Collaborate well •Integrate values •Leverage strengths Client Partnership Communication •Serve with passion •Speak with clarity •Display confidence Source: Conjunct Consulting Materials
  • CONFIDENTIAL 3 2A 2B 1A 1B Problem-solving is a non-linear and iterative process based on fundamental skills 3 Issue A Tactics Impact 1 2 3 4 5 6 7 X vs. Y Recommend 101. Social Sector Overview, Conjunct Consulting & Frameworks 102. Problem Definition, Issue Identification & Hypothesis Testing Methodology 103. Research Planning, Data Gathering & Collation 107. Communications106. Recommendations Development & Client Enablement 105. Solution Formulation & Mapping104. Analysis & Modeling Strategy Client SecondaryPrimary External Client literature Client surveys Client interviews Benchmarking External sources Surveys Interviews Strategy 1B 2A 2B 3A 3B 3A 3B Benefits Feasibility Benefits Feasibility Sub issue 1 Sub issue 2 Issue B Framework 3 Research Plan 1 Research Plan 2 Research Plan 4 Research Plan 3 Hypo 1 Hypo 2 Hypo 4 Hypo 3 Model A Model B Hypo 4 Hypo 1 Hypo 2 Hypo 3 Sub 1 Sub 2 Sub 3 M H L M H L M H M Source: Conjunct Consulting Methodology Current situationVision 1A
  • CONFIDENTIAL 4 These are today’s key learning objectives 4 Learn • Social sector in Singapore • Elements of Theory of Change • Projects vs. cases differences • Frameworks for effective issue analysis Integrate • Understanding of the social sector • Organisation’s Theory of Change
  • CONFIDENTIAL Agenda • What is the social sector • Projects vs. Cases • High level overview of frameworks • Conclusion • Appendix 5
  • CONFIDENTIAL 6 The social sector ecosystem has many players, inputs and outputs Source: Conjunct Consulting Partner
  • CONFIDENTIAL 7 There is significant growth in Singapore’s social sector Source: Commissioner of Charities Releases 2007-2011 Annual Report, Social Enterprise Enterprise Directory, TODAY: New ministry to provide better support for social enterprises, 11th August 2012 Key insights • Number of charities and social enterprises have been growing for the past 6 years • Number of social enterprises have been growing quickly, rising from 80 in 2011 to 170 in 2012 • Increased volunteerism and donations by the public population 0 500 1000 1500 2000 2500 2007 2008 2009 2010 2011 2012 Number of Registered Charities and Social Enterprises Registered charities by charitable purposes Social enterprises
  • CONFIDENTIAL Nonprofits and Social Enterprises may take various legal forms 8 • Nonprofits must be incorporated as a CLG, society or Trust • Social Enterprises are not limited to these structures due to lack of legal definition in Singapore Company Limited by Guarantee Society Trust Charity Institute of Public Character
  • CONFIDENTIAL 9 Inputs Outputs Nonprofits and Social Enterprises differ from business enterprises in inputs and outputs 9 Resources Social enterprises Social change + Profits Resources Businesses Profits Contributions NPOs Social Change Source: Starting a Social Enterprise in Singapore: The Essential Toolkit
  • CONFIDENTIAL 10 Activity: Understanding the social sector Watch video: The Girl Effect 10
  • CONFIDENTIAL 1111
  • CONFIDENTIAL The theory of change maps organisational purpose, activities and alignment Ecosystem Problem /Need Intended Impact Activities/Program Outputs Outcomes (mid-term) Impact (long-term) Populations Strategies Outcomes L e v e r s Ecosystem 12 Source: Government of Ontario Canada. Evaluation Toolkit, http://www. reddi.gov.on.ca/track_readlogicmodel.htm
  • CONFIDENTIAL Theory of Change defines all the building blocks required to bring about success Theory of Change • Requires clarity of long term goals • Identifies measurable indicators of success • Formulates actions to achieve goals Key characteristics to consider • Plausible • Stakeholders believe the logic of the model is correct: if we do these things, we will get the results we want and expect • Doable • Resources are seen as sufficient for implementation • Testable • Stakeholders believe there are credible ways to ascertain the results • Meaningful • Stakeholders see the outcomes as important and the magnitude of change in these outcomes being pursued as worth the effort Source: Theory of Change Community, http://www.theoryofchange.org/about/what-is-theory-of-change/ 13
  • CONFIDENTIAL 14 The problem refers to the social need the organisation addresses or is addressing Source: Theory of Change Tool : Manual (Full Version) • Not necessarily what people need • Can include current circumstances which have room for improvement • States the situation or circumstances that can and should be improved upon Problem/ Need
  • CONFIDENTIAL 15 Objectives encompass the various goals of the organisation and aid strategic planning 15 • Who are the people your organisation is targeting with its actions? • What will the impact on them be? Intended impact Source: Theory of Change Tool : Manual (Full Version)
  • CONFIDENTIAL 16 Ecosystem refers to our partners as well as the environment in which we operate • Related organisations: Key differentiation and potential partners • Related issues: What else needs to be done or addressed for your client population to succeed? • Macro-environment in which we are situated Ecosystem Source: Theory of Change Tool : Manual (Full Version)
  • CONFIDENTIAL 17 Our strategies translate into activities and programs used to create social change • What you use to get the impact you are after • The way in which the organisation intervenes to address the problem or need • Common mistake: Skipping from problem straight to activities, so there is significant room for review or improvement Activities/ Programmes Source: Theory of Change Tool : Manual (Full Version)
  • CONFIDENTIAL 18 Outputs, outcomes and impact are the results of your organisation's activities Source: Theory of Change Tool : Manual (Full Version) • The way a program is delivered. • The degree to which it is delivered. • The person(s) or thing(s) to which it is delivered. Outputs •To what degree does the intervention have the intended effect on its intended participants? Outcomes • To what degree do the intended outcome changes result in intended changes in the overall problem? • System • Condition • Situation Impact
  • CONFIDENTIAL 19 Activity: Understanding the social sector Fill up TOC: Why does the Org do what it does? & Presentation Send to huijie.lim.2011@economics.smu.edu.sg By 2100hrs 19
  • CONFIDENTIAL 20 The problem refers to the social need the organisation addresses or is addressing Source: Theory of Change Tool : Manual (Full Version) • Not necessarily what people need • Can include current circumstances which have room for improvement • States the situation or circumstances that can and should be improved upon Problem/ Need Female victims of domestic abuse need long- term, livable wage employment opportunities Sample
  • CONFIDENTIAL 21 Objectives encompass the various goals of the organisation and aid strategic planning 21 • Who are the people your organisation is targeting with its actions? • What will the impact on them be? Intended impact Long-term employment at livable wage for domestic violence survivors Source: Theory of Change Tool : Manual (Full Version) Sample
  • CONFIDENTIAL 22 Ecosystem refers to our partners as well as the environment in which we operate • Related organisations: Key differentiation and potential partners • Related issues: What else needs to be done or addressed for your client population to succeed? • Macro-environment in which we are situated Ecosystem Related organisations: Government agencies and affiliates Related issues: Collaboration between social service provider, nonprofit employment-training center and a non-profit shelter for female domestic violence victims Source: Theory of Change Tool : Manual (Full Version) Sample
  • CONFIDENTIAL 23 Our strategies translate into activities and programs used to create social change • What you use to get the impact you are after • The way in which the organisation intervenes to address the problem or need • Common mistake: Skipping from problem straight to activities, so there is significant room for review or improvement Activities/ Programmes 1. Outreach campaign 2. Screening 3. Set up counseling sessions 4. Help provided for short- term crises 5. Conduct classes 6. Identify potential employers 7.Match women to internships and/or permanent jobs Source: Theory of Change Tool : Manual (Full Version) Sample
  • CONFIDENTIAL 24 Outputs, outcomes and impact are the results of your organisation's activities 1. Number of women counselled and trained 2. Number of women employed after the programme 3. Average wage earned and employment duration 1. More financially independent former survivors of domestic abuse 2. Greater normalcy/social readaptation 1. Long-term employment at a livable wage for domestic violence survivors 2. Survivors have marketable skills in non- traditional jobs Source: Theory of Change Tool : Manual (Full Version) Sample • The way a program is delivered. • The degree to which it is delivered. • The person(s) or thing(s) to which it is delivered. Outputs •To what degree does the intervention have the intended effect on its intended participants? Outcomes • To what degree do the intended outcome changes result in intended changes in the overall problem? • System • Condition • Situation Impact
  • CONFIDENTIAL 25 Sample: Theory of Change for Project Superwoman Problem /Need Intended Impact Activities/Program Outputs Outcomes (mid-term) Impact (long-term) Female victims of domestic abuse need long-term, livable wage employment opportunities Long-Term Employment at Livable Wage for Domestic Violence Survivors Government agencies and affiliates Collaboration between social service provider, nonprofit employment- training center and a non-profit shelter for female domestic violence victims 1. Outreach campaign 2. Screening 3. Set up counseling sessions 4. Help provided for short-term crises 5. Conduct classes 6. Identify potential employers 7. Match women to internships and/or permanent jobs Number of women counselled and trained Number of women employed after the programme Average wage earned and employment duration Greater normalcy/social readaptation More financially independent former survivors of domestic abuse Long-term employment at a livable wage for domestic violence survivors Survivors have marketable skills in non- traditional jobs Populations Strategies Outcomes L e v e r s Ecosystem Source: Guided example: Project Superwoman
  • CONFIDENTIAL Agenda • What is the social sector • Projects vs. Cases • High level overview of frameworks • Conclusion • Appendix 26
  • CONFIDENTIAL 27 Projects are complex situations involving dynamic information, clients and teams 27 Source: Wicked problems in project definition, http://www.leanconstruction.org/pdf/WickedProblemsinProjectDefinitionIGLC10.p df Dynamic information and environment Clients Teams
  • CONFIDENTIAL 28 Cases are static write-ups based on challenges faced in real projects 28Source: Interactive Case, http://www.bcg.com/join_bcg/interactive_case/default.aspx Cases Projects Information Involves summary of background information, several key issues, competitive landscapes, problem statements Involves extensive information on Partner’s background information and statistics of organisation Time duration Range between hours to days Range between weeks to months Process Allows less extensive planning and research as snapshot of pre- gathered data is provided Allows more comprehensive planning and dynamic data must be continuously gathered
  • CONFIDENTIAL Agenda • What is the social sector • Projects vs. Cases • High level overview of frameworks • Conclusion • Appendix 29
  • CONFIDENTIAL Frameworks are pre-defined issue identification shortcuts for issue analysis 30 • Determines competitiveness and attractiveness of marketPorter’s 5 forces • Evaluates internal and external considerations of organisationsSWOT analysis • Assesses the macro environmental factorsPESTEL analysis • Analyses business units and product lines BCG Growth Share Matrix • Evaluates organisational effectivenessMcKinsey’s 7Ss • Determines a product’s unique selling point Value proposition and Marketing Mix Source: Consulting Interview Case Frameworks, http://globthink.com/2009/12/13/consulting-interview-case-frameworks/
  • CONFIDENTIAL 31 Porter’s 5 forces determines competitiveness and attractiveness of market 31 Porter’s 5 forces Bargaining power of suppliers Bargaining power of consumers Threat of new entrants Threat of substitute products Competitive rivalry within industry Source: Porter’s Five Forces, http://www.mindtools.com/pages/article/newTMC_08.htm
  • CONFIDENTIAL 32 SWOT analysis evaluates internal and external considerations of organisations 32 Source: SWOT Analysis: A Basic Business Consulting Framework, http://www.mylesvivesblog.com/consulting-framework.html Strengths Weaknesses Opportunities Threats SWOT
  • CONFIDENTIAL 33 PESTEL analysis assesses the macro environmental factors 33Source: PESTEL Analysis, http://pestel-analysis.com/ Political • Tax policy; Employment laws; Environmental regulations; Trade restrictions and tariff; Political stability; Bureaucracy and corruption Economic • Economic growth; Cost of labor; Exchange rate; Inflation rate; Levels of disposable income Social • Population growth rate and age profile; Attitudes on health, education, social mobility; Opinions about employment, volunteering; Press attitudes, cultural preferences; Lifestyle choices and preferences Technological • R&D activity; Impact of internet, social media; Growth of emerging technologies; Rate of technological change Environmental • Environmental protection laws; Waste disposal laws; Energy consumption regulation; Popular attitude towards the environment Legal • Employment regulations; Competitive regulations; Health and safety regulations; Product regulations
  • CONFIDENTIAL 34 BCG Growth Share Matrix analyses business units and product lines 34Source: BCG Matrix, http://www.netmba.com/strategy/matrix/bcg/
  • CONFIDENTIAL 35 McKinsey’s 7Ss evaluates organisational effectiveness •Core beliefs and attitudes that drive employee behaviorShared Values •Long-term strategic direction of companyStrategy •Company HierarchyStructure •Formal/informal procedures & processesSystem •Motivated/talented/ engagedStaff •Key personnel management styleStyle •Core competencies and capabilitiesSkills 35 Source: The McKinsey 7S Framework, http://www.mindtools.com/pages/article/newSTR_91.htm
  • CONFIDENTIAL 36 McKinsey’s 7Ss evaluates organisational effectiveness 36 Source: The McKinsey 7S Framework, http://www.mindtools.com/pages/article/newSTR_91.htm Skills Shared Values Style Staff Systems Structure Strategy Strategy Structure Systems Staff Style Shared Values Skills
  • CONFIDENTIAL 37 4Ps 4Cs Value proposition and Marketing Mix determines a product’s unique selling point 37 Source: Investopedia, http://www.investopedia.com/terms/v/valueproposition.asp#ixzz206A7yc3y Price Cost Promotion Communication Place Convenience Product Consumer Value proposition A business or marketing statement that summarizes why a consumer should buy a product or use a service. This statement should convince a potential consumer that one particular product or service will add more value or better solve a problem than other similar offerings. Test if viable
  • CONFIDENTIAL Agenda • What is the social sector • Projects vs. Cases • High level overview of frameworks • Conclusion • Appendix 38
  • CONFIDENTIAL 39 These points conclude today’s lesson During this lesson, we have • Learned about – The Social sector in Singapore – Elements of Theory of Change – Projects vs. cases differences – Frameworks for effective issue analysis • Integrated – Understanding of the social sector – Organisation’s Theory of Change 39
  • CONFIDENTIAL 40 Feel free to ask any questions you have regarding today’s lesson Q & A 40
  • CONFIDENTIAL Agenda • What is the social sector • Projects vs. Cases • High level overview of frameworks • Conclusion • Appendix 41
  • CONFIDENTIAL 42 • Differs from logic models – Requires stakeholders to articulate underlying assumptions which can be tested/measured – Shows a causal pathway by specifying what is needed for goals to be achieved Appendix for TOC