Good morning & thank you Two topics together 1. Some context to make sense 2. Process & tools 3. Reflections on what worked & what I would have done differently
Firstly context * Unicef has one unifying focus – children. * > 190 countries around the world, together with delivery partners, * vaccinate, educate and protect children. Also influence, data, advocacy… * UN’s children’s agency. Formed after 2nd world war Part of the UN; no core funding Hence UUK; originally in the 1940s and 1950s
Some background – overall funding & need as it frames our UK strategic plan * 2015 & increasing pressure on govt funding as govts reduce aid spending (except UK) Demand not reducing at same rate * Success stories. 1970 17.3 million; by 2013 that was 6.3 million. So 1/3 despite increasing population. Vaccination big role, diahorrea and pneumonia still killers. * New challenges – education - 58m out of school (many in conflict zones); questionable quality; estimated 250m leave unable to read and write. So lots of need – we love our supporters - £2 a month or £2million!
What is Unicef UK? 34 NatComs. Mandate around UNCRC Global agreement with Unicef – raising funds; advocating around CRC Some achievements from last 5 years: Income doubled Advocacy success child trafficking, SDGs; child rights + climate; less successfully in other areas National networks health settings & schools… Working with businesses…. Intro done. Strategy development has v clear boundaries; lots of stakeholders & 2 key audiences
My role. Pls don’t play now! Strategy bit – today & major focus of role in 2015 Innovation relevant as I a mindset in my approach Also at a global level some fantastic innovation work; fundamentally changing how we function as an organisation and deliver our mandate Innovation remit isn’t about running a big team – it’s about enabling, supporting and inspiring innovation across the organisation. Brought this approach into strategy development
Mid 2014 – my task by end 2015 was to deliver new 5 yr strat plan * Ambitious steer * Had to be flexible. 2016 events?!? * Align to global. 18-21 new strategy. Needed financial targets (hence strategic plan; not strategy) * Buy-in * My boss was looking for an inspiring page turner. Personal goal - interesting & engaging process for staff. Confession – hate strategy maps. ‘get the job done’; too often eyes glaze over. Wanted everyone to ‘get it’; whatever ‘it’, the final product, would be.
No team. No budget. Daunting! Frugal innovation; hindsight! Great thesis - Jaideep Prabhu & Navi Radjou. Do more with less; necessity is the mother of invention; most practical & cost effective innovations come from very resource constrained environments. Higher income countries (& orgs) can learn….. Turn adversity into opportunity – customer needs; rather than technical possibility. * Examples – not high tech; but life saving. Translated into strategy development – practical & understandable strategy is developed within and by the organisation. In theory more executable (bingo!). Not glossy or shiny. Canny use of resources; rather than thinking someone has a magic answer.
So what resources did we have…? * My starting point. Old books; new ones (incl FI). Former colleagues. Twitter. Newsletters. Leading thinkers – lunch & learns. Personal & collective learning. * Supporters. V lucky. Fantastic pro bono insight. Not frugal. Synthesised in-house. Lightning insight. Challenging! * People = greatest asset. All staff sessions, Yammer, small meetings, in-house facilitation. Relied on wider SLT to own & drive. Resource challenge, but good ownership. * Risk of strategic plan being my plan. Create safe space for challenge; without becoming personal. Part of journey from ‘my plan’ to ‘our plan’.
So we’ve talked a bit about approach. So what tools did we use? Off the shelf. Firstly framed within basic waterfall. *Unicef visions *Informing Unicef UK vision *& our mission & objectives in the UK * Recognising vital role of supporters (new to this plan) *And what kind of organisation we needed to be to deliver that vision & mission
I found the business model canvas a really useful tool along the way; particularly to fill in that last box about what kind of organisation we need to be.
We did an exercise using the outputs from 7 different supporter groups to inform the key activities and resources that were needed which in turn was synthesised into our organisational enablers.
Borrowing again from the innovation toolbox - created space near start of the process to let the big ideas out. There were some structured innovation and ideation sessions within one of our away days. To be honest – nothing particularly breakthrough that came out of these sessions that really changed what we were doing. But it was a really good opportunity for everyone to generally air ideas. Some smaller things were picked up and taken forward.
Sure you will relate – this is how the 14 month journey felt Just going to flick through the visuals of how the plan evolved during this time. Warts & all. No graphic design input – truly frugal!
v1 at our first session as we started to pick our mission and activities apart and put them back together. This was pretty much our 2011-2015 strategic plan with a slightly different and incredibly cyan wrapper around it.
This was version 2 – which was a variant on a strategy map
And here’s version 3 – no-one liked the heart. It got roundly shot down! But it did create a really robust debate that led to version 4.
V4 and final version; affectionately known as ‘the onion’on the left. Outcomes in centre Objectives – income & influence Supporters; recognising their centrality to our mission. And finally 5 inter-connected enablers. On the right – the ‘honeycomb’; adding more detail to the outcome areas Signed off by Board…
But nothing stands still. And this is our next iteration – 1 year on. New CEO last year (after 17 years!). Quite a test for the ‘onion’. Re-focused our enablers. Really working on articulating the middle. Honeycomb changed – developed a new cause framework – 4 areas we as UUK can make a significant difference to the lives of vulnerable children. Really trying to align globally.
This is how we measure progress – we have a colour coded onion
So my reflections on the good points of a frugal, in-house approach Going large on insight, but synthesising in-house Strong engagement & challenge We have aligned vision, values with aims & objectives. Firmly focused on children. Supporters People across the organisation ‘get it’. The global fundraising organisation is now using an adapted version in their 18-21 planning.
Not all perfect though! Great to drive responsibility, but tough in terms of resource. Strategy support role to support; do research; co-facilitate; challenge; chivvy. Has taken longer to operationalise new elements. Biggest regret – not enough engagement of children. Slow to develop full KPI framework. And could have communicated more. Apparently stapling it to everyone’s forehead isn’t allowed… So – in summary – a bit slower, but with greater engagement and ownership – had to because no-one else doing it for you. Overall good use of resource.
Everyone knows this saying. Strategy development needs to align with your organisational culture. Can’t just take off the shelf – you need to mix and match to suit your organisation’s needs. Share responsibility – it’s our strategy, not my strategy Facilitating those all day workshops is utterly exhausting, but can be exhilarating if it goes well. Plan to the nth degree then pivot. And I think borrowing from the innovation mindset – our ideas; build together; encourage challenge; iterate; test; develop. And most importantly – ENJOY IT!
And that should leave us with some time for questions.
Katherine Crisp - Unicef
THE PROS AND CONS OF A FRUGAL
INNOVATION APPROACH TO STRATEGY
STRATEGY & INNOVATION WORLD SUMMIT
Katherine Crisp @KatCrisp1
FUNDING & NEED
Millions of children dying
under 5 per annum
children out of school;
unable to read & write
SO WHAT IS UNICEF UK?
• UK registered charity
• Agreement with Unicef globally (‘cooperation agreement)
• Raise funds to support Unicef’s mission
• Advocate to support putting the UN Convention on the
Rights of the Child into practice in the UK
• Voluntary income from £53m in 2011 to £100m in 2015
• CRC in policy: Advocacy around child trafficking, Sustainable
Development Goals, climate change as a children’s issue etc.
• CRC in practice: Baby Friendly Initiative and Rights Respecting
• CRC for business: Child Rights & Business Principles
‘An inspiring page turner’
A new 5
Ambitious steer from the Board
Alignment to Unicef global
Buy-in from across the
Ability to translate into Unicef’s
global planning framework
Financial targets (hence
strategic plan, not strategy)
Agreed by Unicef globally
My personal networks &
Interesting thinkers on Twitter
Pro bono insight – lots of it
BUT synthesised in-house & delivered via
lightning insight sessions
Involve everyone from the start
Ownership of senior leadership team
Opportunities for meaningful input and
feedback – lunch & learns, Yammer
Moving from ‘my plan’ to our plan
TOOLS: WATERFALL FRAMEWORK
impact Enabled by
within the UK
- Scale of
- Our tailored
& resources to
Unicef: until every childs rights are realised
Unicef UK: until every child is safe
Unicef vision for children
Unicef UK vision for children
Unicef UK mission
RESULTS: £ for children Influencing & advocacy ‘For Children’
Enabled by our supporters
Organisational capabilities or enablers
Advocacy & CSR
UK programmes strategy
International progs. strategy
Relationships People Communications Technology Data
& partnerships & culture & content & insight
Vision UNICEF UK
MISSION FOR CHILDREN
Enabled by our
THE FIRST ITERATION
Lives for All
+ Lots of insight, but synthesised in-house
+ Strong engagement and really constructive challenge
+ Children as the central focus
+ More central role and recognition for our supporters
+ People relate to and use ‘the onion’ and ‘the
Fundamentally: people ‘get it’
WHERE WOULD I INVEST MORE?
- More resource to support leaders in developing
sub-sections of the strategic plan
- More external stakeholder engagement;
particularly with children (but must be
meaningful; not tokenistic)
- Earlier development of full KPI framework
- Increased internal communciations
Culture eats strategy for breakfast
Share responsibility, but with support
Plan workshops to the nth degree, but be
prepared to pivot
The innovation mindset: build on ideas;
encourage challenge (‘ours’ not ‘mine’)