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.

Katherine Crisp - Unicef

1,216 views

Published on

Katherine Crisp - Unicef

Published in: Business
  • Be the first to comment

  • Be the first to like this

Katherine Crisp - Unicef

  1. 1. THE PROS AND CONS OF A FRUGAL INNOVATION APPROACH TO STRATEGY DEVELOPMENT STRATEGY & INNOVATION WORLD SUMMIT FEBRUARY 2017 Katherine Crisp @KatCrisp1
  2. 2. ABOUT UNICEF
  3. 3. FUNDING & NEED $5.1 billion 0 5 10 15 20 Millions of children dying under 5 per annum 60% from governments 58 million children out of school; 250 million unable to read & write 40% ‘private’ fundraising
  4. 4. 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 Schools networks • CRC for business: Child Rights & Business Principles
  5. 5. WHAT IS MY ROLE?
  6. 6. THE BRIEF ‘An inspiring page turner’ A new 5 year strategic plan for 2016-2020 Ambitious steer from the Board of Trustees Alignment to Unicef global strategy Flexibility Buy-in from across the organisation Ability to translate into Unicef’s global planning framework Financial targets (hence strategic plan, not strategy) Agreed by Unicef globally
  7. 7. FRUGAL INNOVATION
  8. 8. THE RESOURCES Our people Our supporters My personal networks & resources  Reading material  Former colleagues  Interesting thinkers on Twitter  Email subscriptions  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
  9. 9. TOOLS: WATERFALL FRAMEWORK Unicef Vision Unicef UK Vision Unicef UK Mission & impact Enabled by our supporters Delivered through our capabilities Our guiding purpose A focus within the UK context - Scale of ambition - Objectives - Supporter segments - Our tailored value proposition The capabilities & resources to deliver
  10. 10. TOOLS: BUSINESS MODEL CANVAS
  11. 11. GAME-CHANGERS TO 2020
  12. 12. THE JOURNEY FROM Q4 2014 TO Q4 2015
  13. 13. Unicef: until every childs rights are realised Unicef UK: until every child is safe FUNDRAISING INFLUENCING EFFECTIVENESS VERSION 1
  14. 14. 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 Fundraising strategy Advocacy & CSR strategies UK programmes strategy International progs. strategy Clearly defined supporter groups Supporter journeys VERSION 2 Relationships People Communications Technology Data & partnerships & culture & content & insight
  15. 15. UNICEF Vision UNICEF UK Vision MISSION FOR CHILDREN Influence & advocacy CAPABILITIES Enabled by our supporters VERSION 3
  16. 16. THE FINAL VERSION
  17. 17. THE FIRST ITERATION 17 A WORLD FIT FOR EVERY CHILD Ending Violence Against Children Quality Education for All Children Protecting the Rights of Children on the Move Happy, Healthy Lives for All Children
  18. 18. TRACKING PROGRESS AGAINST OUR STRATEGIC PLAN
  19. 19. WHAT WORKED? + 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 honeycomb’ Fundamentally: people ‘get it’
  20. 20. 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
  21. 21. MY TAKEAWAYS  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’)
  22. 22. ANY QUESTIONS?

×