Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Planning With Scale in Mind
Larry Cooley
President Emeritus, Management Systems International
Problems have denominators
I
I
I
I
NEED
0 Percent ofAnnual Need Served 100%
MSIMANAGEMENT
SYSTEMS
INTERNATIONAL
A SUBSIDIA...
... and big problems require big solutions MSIMANAGEMENT
SYSTEMS
INTERNATIONAL
A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD....
But the numbers tell and different story....
• Double, double; half, half
•5%
• 1/35
• 15
... and that's not all
• Most investments that incorporate social or pro-poor
objectives don't scale spontaneously.
MSIMAN...
Three Management Challenges: (1) Planning with Scale in MSIMANAGEMENTSYSTEMS
INTERNATIONAL
Mind, (2) Assessing Scalability...
If we're not careful, projects can become part of the
problem
PROJECT PROJECT
MSIMANAGEMENT
SYSTEMS
INTERNATIONAL
A SUBSID...
Development Project = A short term intervention designed
to alter long-term processes and outcomes
Before - After,.
Projec...
Using projects and prototypes to achieve scale
requires understanding what can make the "S Curve"
go vertical, ...
MSIMANA...
... the link between projects and
systems change, ...
PROJECT
A TETRA TECH COMPANY
~ SUSTAINABLE
CHANGE
AT SCALE
10
...and the most realistic scaling up pathway
A TETRA TEC H COM PANY
• Methods distinguished by the degree to which the
org...
Re-Thinking Research Investments, Prototypes and
Pilot Projects A TETRA TECH COMPANY
• Begin with an eye on scale and a st...
SIX DESIGN GUIDELINES
MSIMANAGEMENT
SYSTEMS
INTERNATIONAL
A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD.
14
#1 : Look Beyond the Glitter
"Bright objects that
hypnotize the
mind"
-Elizabeth Bishop
MSIMANAGEMENT
SYSTEMS
INTERNATIONA...
#2: Think Scale Early
#3: Think Subtraction, Not Addition
A TETRA TECH COMPANY
17
#4: Link Scale and Sustainability MSIMANAGEMENT
SYSTEMS
INTERNATIONAL
A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD.
18
#5: Get Beyond the Prototype/Evidence/Rollout
Paradigm
USAID, Development Innovation Ventures
A TETRA TEC H COMPANY
19
#6 Focus on the other "I"
DELIVERY
AT SCALE

INTERMEDIATION
A TETRA TECH COMPANY
20
Systems
Strengthening
Change
Management
Convening
Fundraising
Investment
Packaging and
Placement
Advocacy and
Marketing
A ...
MSIMANAGEMENT
SYSTEMS
INTERNATIONAL
A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD.
A TETRA TECH COMPANY
THANK YOU
23
Planning with scale in mind
Upcoming SlideShare
Loading in …5
×

Planning with scale in mind

478 views

Published on

25-27 September 2018. Purdue University, West Lafayette, Indiana, USA. the Innovations in Agriculture: Scaling Up to Reach Millions conference focused on effective approaches to scaling up agricultural technologies and innovations in the developing world.
This is "Planning with Scale in Mind" from featured Speaker Larry Cooley, and panel discussion "Linking Planning with Scale in Mind to Scale Up Successes" with panelists Dieudonne Baributsa, Kola Masha, and Simon Winter.

  • Be the first to comment

  • Be the first to like this

Planning with scale in mind

  1. 1. Planning With Scale in Mind Larry Cooley President Emeritus, Management Systems International
  2. 2. Problems have denominators I I I I NEED 0 Percent ofAnnual Need Served 100% MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNATIONAL. LTD. 2
  3. 3. ... and big problems require big solutions MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD. 3
  4. 4. But the numbers tell and different story.... • Double, double; half, half •5% • 1/35 • 15
  5. 5. ... and that's not all • Most investments that incorporate social or pro-poor objectives don't scale spontaneously. MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNATIONAL. LTD. • Few research projects are analyzed for scalability and even fewer are managed to maximize the likelihood of successful scaling. • There are no fully commercial solutions in agriculture. • A bad system will trump a good innovation every time. 5
  6. 6. Three Management Challenges: (1) Planning with Scale in MSIMANAGEMENTSYSTEMS INTERNATIONAL Mind, (2) Assessing Scalability and (3) Managing the Scaling FfrocessERNATIONAL.LTD. MSIHANAGEM<NT SYSTEMS 1,-~N,11,"'ll()HAL. A T ETRA TECH COMPANY Developing a Scaling Up Plan Result: Realistic assessment of parameters, prospects, and strategy for scaling up • Task 1: Creating a Vision • Task 2: Assessing Scalability · Task 3: Filling Information Gaps • Task 4: Preparing a Scaling Up Plan Establishing the Preconditions for Scaling Result: Adopters committed and resources allocated for going to scale • Task 5: Legitimizing Change • Task 6: Constituency Building • Task 7: Mobilizing Resources Implementing the Scaling Up Process Result: Sustainable provision of services at scale • Task B: Modifying/ Strengthening Adopting Organizational Structures • Task 9: Coordinating Action • Task 10: Track Performance, Maintaining Quality and Accountability at Scale
  7. 7. If we're not careful, projects can become part of the problem PROJECT PROJECT MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNATIONAL. LTD. 7
  8. 8. Development Project = A short term intervention designed to alter long-term processes and outcomes Before - After,. Project " Project Project MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNATIONAL. LTD.
  9. 9. Using projects and prototypes to achieve scale requires understanding what can make the "S Curve" go vertical, ... MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNATIONAL. LTD. 9
  10. 10. ... the link between projects and systems change, ... PROJECT A TETRA TECH COMPANY ~ SUSTAINABLE CHANGE AT SCALE 10
  11. 11. ...and the most realistic scaling up pathway A TETRA TEC H COM PANY • Methods distinguished by the degree to which the organization that developed the technology or managed the initial pilot - the Originating Organization - continues to control implementation as the model goes to scale: - Expansion: the Originating Organization retains control of implementation - Replication: the Originating Organization transfers control of implementation to another organization(s) - Collaboration: the Originating Organization shares control with one or more other organization(s) 11
  12. 12. Re-Thinking Research Investments, Prototypes and Pilot Projects A TETRA TECH COMPANY • Begin with an eye on scale and a strategy for achieving it: o Ensuring the research/pilot/prototype generate evidence for advocacy, simplification, and tailoring o Identifying, involving and working through the intended large-scale implementers o Focusing early on unit cost and implications for current providers o Identifying who will support the transition to scale (advocacy, capability and capacity building) and with what resources o Obsessing about the weakest link 12
  13. 13. SIX DESIGN GUIDELINES MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD. 14
  14. 14. #1 : Look Beyond the Glitter "Bright objects that hypnotize the mind" -Elizabeth Bishop MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNATIONAL. LTD. 15
  15. 15. #2: Think Scale Early
  16. 16. #3: Think Subtraction, Not Addition A TETRA TECH COMPANY 17
  17. 17. #4: Link Scale and Sustainability MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD. 18
  18. 18. #5: Get Beyond the Prototype/Evidence/Rollout Paradigm USAID, Development Innovation Ventures A TETRA TEC H COMPANY 19
  19. 19. #6 Focus on the other "I" DELIVERY AT SCALE INTERMEDIATION A TETRA TECH COMPANY 20
  20. 20. Systems Strengthening Change Management Convening Fundraising Investment Packaging and Placement Advocacy and Marketing A TETRA TECH COMPANY 21
  21. 21. MSIMANAGEMENT SYSTEMS INTERNATIONAL A SUBSIDIARY OF COFFEY INTERNAT IONAL. LTD.
  22. 22. A TETRA TECH COMPANY THANK YOU 23

×