WECREATE & ARTHUR GUINNESS FUND

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Social enterprise, purpose-driven leadership, designing impact models, impact metrics, coaching purpose-driven innovators and entrepreneurs and more

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WECREATE & ARTHUR GUINNESS FUND

  1. 1. WECREATESWITCHED ON INNOVATION &LEADERSHIP FOR A RADICALLYBETTER WORLDNICK JANKEL, WECREATEPREPARED FOR AGF
  2. 2. WECREATE has been supporting innovators, fast-moving entrepreneurs and creativeleaders for well over a decade. Prior to 2005 we worked predominately with FTSE 100and Fortune 500 companies on strategic innovation and the identification and seizingof long-range commercial opportunities - from Xbox to BBC’s Dancing with Stars.After a profound epiphany by the CEO we have for the last 7 years been entirelycommitted to accelerating the positive social and environmental impact - throughconsulting, designing, training, learning and coaching - of change-agents, socialentrepreneurs and ‘for purpose’ organizations as they co-create a radically moreflourishing world together.As a purpose-driven enterprise, we develop, fund and launch our own projects in thehuman development and social change space. We believe that to solve our mostpressing issues we must bring together the skills, talents and customs of all threesectors to think systemically, act collaboratively and design and deliver breakthroughideas that 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 the future.Recent clients include WWF Oxfam, UK Government, Local Government Association, ,British Heart Foundation, NHS, Green Building Council, Technology Strategy Board,NESTA, Novartis, Diageo, Intel, Interface, BBC, British Council, Rockefeller Foundation andvarious social enterprise organizations worldwide.
  3. 3. “If nothing else, astudent must get fromhis training a feelingof security in change.”CHARLES EAMES
  4. 4. RECENT CLIENTS & FUNDERS
  5. 5. @NICKWECREATEPART 1SOCIAL ENTERPRISES: POSSIBILITIES &PROBLEMS
  6. 6. WHAT IDEAS AREENERGIZING YOU AT THE MOMENT? HOW IS BEING HERE TODAY ALIGNED WITH YOUR PURPOSE?
  7. 7. WHAT IS A SOCIAL ENTERPRISE? WHY DO THEY EXIST? WHY IS THEIR EXCITEMENT ABOUT THEM?
  8. 8. ENTERPRISE 1.0
  9. 9. PURPOSETO MAXIMISE RETURN ON INVESTMENT FORSHAREHOLDERS IRRESPECTIVE OF IMPACTON STAKEHOLDERSLIMITED LIABILITY!
  10. 10. BORN1600EAST INDIA COMPANY ETC.
  11. 11. INVENTIONOF INDIVIDUAL
  12. 12. 1980sBECOMES OBSESSIVEQUARTERLY PROFIT & RESULTING SHAREPRICE GAINS
  13. 13. COSTS“EXTERNALITIES”CULTURE OF CSR COMPLIANCE (WITH ALITTLE PR VENEER)
  14. 14. LAWPUT SHAREHOLDER PROFITS ABOVESTAKEHOLDER AND CITIZEN OUTCOMESMUST TAKE THE HIGHEST PURCHASE OFFER ATTHE TIME OF SALE
  15. 15. CITIZENSUNITED WE FALL!
  16. 16. ENTERPRISE 2.0
  17. 17. 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
  18. 18. IMPACTLENS FOR INNOVATION & CREATIVITY
  19. 19. BEYONDPROFIT
  20. 20. PURPOSETO CREATE POSITIVE IMPACT(AND PROFIT / SURPLUS)
  21. 21. PURPOSEALCHEMISES WITH VISION TO FOCUSENERGIES ON CHANGE
  22. 22. “Entrepreneurs who arecommitted to a missionbeyond profits are morelikely to succeed.”TARANG SHAH, VENTURE CAPITALISTS ATWORK
  23. 23. CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT
  24. 24. DOING GOODYIELDS GREATER EQUITY RETURNS, ASSETRETURNS, AND PROFITABILITYMETA-ANALYSIS OF 52 STUDIES OFFINANCIAL PERFORMANCE
  25. 25. BUSINESSVEHICLE FOR DELIVERING PURPOSE
  26. 26. PURPOSEENGAGES EMPLOYEES TO GIVE THEIR ALLONE OF 3 CRITICAL FACTORS IN TOWERSWATSON STUDY
  27. 27. “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
  28. 28. WHAT IS YOUR PURPOSE? WHAT IS YOUR ORG’S?
  29. 29. Spiral 1 What is the reason the organisation exists? Our Purpose How it can best serve? Who are you serving and what is possible for them? Harnessing these, what Vision & is your vision for a Values better world in 5-7 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?
  30. 30. 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?
  31. 31. CRISES OF... POVERTYCLIMATE CHANGE CONFLICT DEPRESSION SUICIDE
  32. 32. RECALIBRATECAPITALISM TOWARDS THRIVEABILITY
  33. 33. INGENUITY & INNOVATION OF FREE ENTERPRISE
  34. 34. COLLECTIVE SPIRIT OF LIBERATION
  35. 35. COLLECTIVECollective spirit of CAPITALISMsocialism 36
  36. 36. 5 ENGINESFEARFORTUNEFAMEFRUSTRATIONFREEDOM
  37. 37. “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
  38. 38. Q&A
  39. 39. @NICKWECREATEPART 2THE SOCIAL ENTERPRISE SPECTRUM
  40. 40. Non-Profit Trading Non-Profit Cross-Subsidy Social Business CSR For-Profit THE ENTERPRISE SPECTRUM CSR Trading Non- Co-operatives Cause-related Social Business Profit marketing Non-profit Cross-Subsidy Social Enterprise Ethical Business For profit Patient capital Donations Earnings Surplus Recoup Investment & ROI <20% ROI 100x Recoup Investment Interest Donations & Investment. Profit Investment & ROI 1-10% ROI 10%+ Funding Interest above base Users pay Reinvested Users pay Subsidized nothing market-rate No financial GUARANTEE Some financial CO-OP / MUTUAL / All financial SHAREHOLDERS incentive COLLABORATIVE incentive incentivenancial CONSUMPTION All finaentive Incen Charity Limited By CIC, B Corp, Guarantee/ 501(c)3 Co-Op LLC, PLC, Corp. Investment? Extraction? Members, Shareholders, Trustees © Wecre stakeholders owners Empowerment Collaborative Extraction, enablement, Consumption, Collective exploitation, enlightenment Creativity accumulation
  41. 41. HOWDO WE COMPARE YOUTH EMPLOYMENTPROJECT WITH FARMER’S CO-OPERATIVE?HOW DO WE LEARN FROM ONE TO IMPROVEOTHER?
  42. 42. “Key is to find anappropriate businessmodel. So you needoptions first.”ALEX OSTERWALDER
  43. 43. 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?
  44. 44. 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?
  45. 45. 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?
  46. 46. 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.
  47. 47. CICLEGAL ENTITY REGULATED BY BIS (GOVERNMENT)MUST HAVE COMMUNITY INTEREST STATEMENT ANDASSET LOCK
  48. 48. “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
  49. 49. CO-OPS
  50. 50. OVERVIEWStarted in UK in 18th Century (1769) as response to industrialcapitalismFormalised in 1840s as a movementSpread 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
  51. 51. 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
  52. 52. 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 CommunitySOURCE: INT. CO-OP ALLIANCE
  53. 53. 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.
  54. 54. 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.
  55. 55. 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.
  56. 56. THE 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
  57. 57. EUROPEChampagne 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
  58. 58. INTERNATIONALThere 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
  59. 59. 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
  60. 60. “Cooperatives are poisedto be the fastest growingbusiness model by2020.”CHARLES GOULD, DIRECTOR-GENERAL OFTHE INTERNATIONAL COOPERATIVEALLIANCE
  61. 61. “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
  62. 62. INNOVATIONThe Buy Better Together Challenge by Co-operatives UK andDepartment for Business, Innovation & Skills (BIS) to inspire new modelsof community buying. A £60,000 pot will go towards training andmentoring for stand out projects, including £15,000 for the overallwinnerChallenge One: Project aimed at creating a platform, tool or vehicle tohelp individuals to come together and form a community buying group.Challenge Two: Project aimed at enabling existing or new communitygroups to develop their purchasing power by working collectively onbehalf of individual consumers.Challenge Three: Project aimed at businesses to empower theiremployees or consumers to group for community buying.
  63. 63. POWER SHIFTS...Ownership structure dictates enterprise behaviourRelentless pursuit of profit damages social and environmental spaces3 month profit reporting cycles drives short-term, extractivetendencies and business decisions
  64. 64. PRIVATE SECTOR ADAPTABILITY SPEED INGENUITYPUBLIC 3RD SECTORSECTOR (COM)PASSION SCALE INDEPENDENCE JUSTICE CITIZENSHIP VISION
  65. 65. 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
  66. 66. 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
  67. 67. PROFIT MOTIVE GREED IRRESPONSIBILITY ADAPTABILITY SPEED INGENUITY NETWORKED SOCIETY SCALE (COM)PASSION JUSTICE INDEPENDENCE VISION CITIZENSHIP RIGHTEOUS OPPRESSION INEFFECTUAL INERTIA VESTED INTERESTSWASTEFULNESS
  68. 68. Q&A
  69. 69. @NICKWECREATEPART 3DESIGNING IMPACT MODELS FORBREAKTHROUGH
  70. 70. WHY IS MEASUREMENT IMPORTANT? WHAT DO YOU WANT TO MEASURE?
  71. 71. “No organisation can beany better than itsmeasurement system.”DEAN SPITZER, IBM
  72. 72. WHYMEASURE?PROVING OR IMPROVING?
  73. 73. BOTH!
  74. 74. ???HOW DO WE KNOW CHANGE HAS TAKENPLACE?WHAT IS NATURE OF THAT CHANGE?WHY DO WE PRIVILEGE THAT KIND OFCHANGE?
  75. 75. EVERYTHINGCAN BE MEASURED (AT LEAST AS ANINDICATOR)
  76. 76. 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)
  77. 77. WHY?NOT FOR DATATO INCREASE KNOWLEDGE, WISDOM,IMPACT
  78. 78. ITERATIVEPURPOSE - VISION - SPECIFIC INTENTIONS -ACTIVITIES, OUTPUTS, OUTCOMES -INDICATORS - MEASURES - METRICS
  79. 79. 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 and contributing to the vision. The mission & objectives and reason for measuring.Impacts ResourcesThe desired or actual ultimate Resources needed to delivereffect of the project / the project. Time, money, staff,intervention within context. building, in kind support,How the outcomes changed leadership etcthe world beyond the statusquo. Outcomes Activities The implications of the The specific actions & output for users, stakeholders, Outputs interventions that must take place to execute the project environment, economy The direct results for users / and impact the target users. etc Aligned to the TOC beneficiaries / broader stakeholders. Products received, services used / delivered etc
  80. 80. IMPACTPROFITPEOPLEPLANETPROSPERITY
  81. 81. CONTEXTIS KING“THEORY OF CHANGE”
  82. 82. 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 and contributing to the vision. 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. building, in kind support,How the outcomes changed leadership etcthe world beyond the statusquo. Outcomes Activities The implications of the The specific actions & output for users, stakeholders, Outputs interventions that must take place to execute the project environment, economy The direct results for users / and impact the target users. etc Aligned to the TOC beneficiaries / broader stakeholders. Products received, services used / delivered etc
  83. 83. TOCIS ALL IMPORTANTTHE BELIEF SYSTEM YOU HAVE WHICH MAKESYOUR INTENTIONS, ACTIVITIES AND REAL /EXPECTED OUTCOMES / IMPACTS MAKE SENSE
  84. 84. TOCIS KEY TO EFFECTIVE COLLABORATION
  85. 85. STRUCTUREBECAUSE X IS THE ROOT CAUSE OF Y, THENIF WE DO A, B & C THEN I WILL HAPPEN
  86. 86. 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
  87. 87. 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
  88. 88. TOCIS ULTIMATELY CORRELATED TO YOUR VIEWOF LIFE, OF HUMAN NATURE AND OF OURREASON FOR EXISTING
  89. 89. IMPACTSURVIVAL OR QUALITY OF LIFE?WELLBEING OR THRIVING?SOCIAL JUSTICE OR SOCIAL CREATIVITY?EDUCATION OR LEARNING?BIODIVERSITY OR CHILD MORTALITY?
  90. 90. 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 and contributing to the vision. 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 The specific actions & output for users, stakeholders, Outputs interventions that must take place to execute the project environment, economy The direct results for users / and impact the target users. etc Aligned to the TOC beneficiaries / broader stakeholders. Products received, services used / delivered etc
  91. 91. 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 and contributing to the vision. 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 The specific actions & output for users, stakeholders, Outputs interventions that must take place to execute the project environment, economy The direct results for users / and impact the target users. etc Aligned to the TOC beneficiaries / broader stakeholders. Products received, services used / delivered etc
  92. 92. THE IMPACT CHAINIntentions Resources Activities Outputs Outcomes Impacts Indicators Individual Social Internal & Environmenta external l Political Profit Technological People Economic Planet Prosperity Creative
  93. 93. LINEARTHINKING LEADS US TO BELIEVE INMECHANISTIC CAUSE & EFFECTBUT WE LIVE IN A WORLD OF COMPLEXITYAND MULTIPLE & INTERWOVEN CAUSALITIES
  94. 94. “There can be no scientific study ofsociety, either in its conditions or itsmovements, if it is separated intoportions, and its divisions arestudied apart.”COMTE
  95. 95. SYSTEMINDIVIDUAL PARTSPARTS AFFECT EACH OTHERWHOLE MORE THAN SUMPERSIST IN DIFFERENT SETTING
  96. 96. SYSTEMSFIGHT BACK!THE ATTEMPT TO SHAPE PEOPLE / PLACES
  97. 97. “Reality is made up of circles, but wesee straight lines. Herein lies thebeginnings of our limitation as systemsthinkers.”PETER SENGE
  98. 98. INTERVENTIONSHIGHLY CHARGEDCHALLENGE MANY
  99. 99. LAWUNINTENDED CONSEQUENCESALWAYS SURPRISES!
  100. 100. RATIONALCHOICE THEORY
  101. 101. UNCONSCIOUSMESMERCHARCOTFREUDJAMES
  102. 102. BEHAVIOURALECONOMICS
  103. 103. BIASESHEURISTICS
  104. 104. 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
  105. 105. 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
  106. 106. 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
  107. 107. 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
  108. 108. KEY QSDo our activities really lead to the most important outcomes tofulfill 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, betteroutcomes or further progress toward our mission?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?
  109. 109. THE IMPACT CHAIN DesiredIntentions Resources Activities Outputs Outcomes Metrics Impacts
  110. 110. SUMMARYReinforce status quo vs. Improvement & innovationRear view vs. future value (intangible assets)Trivial many vs. critical fewEasiest 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
  111. 111. Q&A
  112. 112. @NICKWECREATEPART 4COACHING, MENTORING & RESILIENCE
  113. 113. WHY DO SOCIALENTREPRENEURS FAIL?
  114. 114. POTENTIALUNREALISED
  115. 115. STATS50% START-UPS FAIL OVER 3 YEARSC.75% AWARD WINNERS DO NOT REMAINSOCENTSSOURCE: MIT, UNLTD
  116. 116. OUTCOMESGIVE-UP OR FAIL TO REACH THE SCALE ANDSIGNIFICANCE POSSIBLEFOLLOW THE MONEY, LOSE FOCUS, GOBACK TO PROFIT, NEVER BECOMEINVESTMENT-READY
  117. 117. LIMITSMUCH IGNORANCE OF THE SYSTEMICNATURE OF ALL SOCIAL ANDENVIRONMENTAL PROBLEMS
  118. 118. LEADERSHIPWEAKNESS
  119. 119. RACEAGAINST TIME
  120. 120. LEADERSSOCIAL CHANGE INSIGHTINNOVATION CAPACITYENTERPRISE GROWTH SKILLSLEADERSHIP AND INFLUENCING CAPACITIESPERSONAL RESILIENCE & ROBUSTNESS
  121. 121. NOTHINGSTOPS A PURPOSE-DRIVEN ENTREPRENEURBUT THEMSELVES!
  122. 122. The pioneeringcreative leadership & collaboration coaching programme
  123. 123. LEARNING
  124. 124. “To be truly radical is tomake hope possiblerather than despairconvincing.”RAYMOND WILLIAMS
  125. 125. CONNECTWWW.WECREATE.CCNICK JANKEL, CEONICK@WECREATE.CC

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