Values into Value       Why social innovation is the key to creating value in today’s                       values-driven ...
Social value is the new global currencyOrganizations in every sector are being challenged and reshaped by the emergence   ...
Social innovation:A new way to create social valueEnterprises and innovations that tap the power of digital networks and v...
Social innovation strategy:A framework for sustainable social valueA strategic framework for designing and scaling social ...
richmedium social innovation strategic frameworkinnovation dimension                       core values                    ...
Shaping strategiesUnlock stakeholder passion and engagement to successfully launch, gain scale,   accelerate impact, and e...
Open innovationUsing design principles and methods to bring organizational intent in alignment    with stakeholder values•...
Open mediaDigital environments that support the expression and advancement of    authentic social value•    Media       – ...
Open platformsAccelerate the growth of social innovations and extend their reach beyond the four   walls of the enterprise...
Shaping strategies    social innovation strategic framework    innovation dimension                     core values       ...
Framework design processStrategic framework design processdesign phase                 strategic brief     strategic plan ...
RSF Social Innovation Strategic FrameworkInnovation Dimension                        Core Values                          ...
can money           heal? September 17, 2011   slide 13
September 17, 2011   slide 14
Tricycle social innovation frameworkinnovation dimension                       core values                           strat...
September 17, 2011   slide 16
September 17, 2011   slide 17
Earthfire Institute impact framework v.3impact dimension                           core values                           s...
September 17, 2011   slide 19
Where social innovation is happeningSocial innovation strategies are changing the way organizations are launching,   gaini...
richmedium clients                     September 17, 2011   slide 21
< richmedium > social innovation strategyfor the global marketplace  www.richmedium.netrichmedium@pacbell.net       Septem...
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Values into Value

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A strategic framework for designing and scaling social enterprises and social innovations.

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Values into Value

  1. 1. Values into Value Why social innovation is the key to creating value in today’s values-driven marketplace Richard Landry September 2011
  2. 2. Social value is the new global currencyOrganizations in every sector are being challenged and reshaped by the emergence of a new set of global forces and norms:•  Digital networks –  Radically undercut organizational scale as a strategic advantage –  The new “scale” is the reach of support one attracts via digital networks•  Global tribes –  Virtual communities of shared values and concerns that transcend traditional social and geographic boundaries –  Transform “engagement” into an inherently social experience•  Social value –  A natural outgrowth of the emergence of global tribes across digital networks –  Rewards enterprises and innovations that address broadly recognized social needs“How do we begin reorganizing the industrial economy? By using markets, networks, and communities to alter the way resources are managed: To weave a fabric of incentives for sustainable growth and authentic value creation into the economy—a new economic fabric that’s meaningful to people.” –Umair Haque, Havas Media Lab September 17, 2011 slide 2
  3. 3. Social innovation:A new way to create social valueEnterprises and innovations that tap the power of digital networks and virtual communities to create a new, sustainable blend of social and financial return•  Rooted in the pursuit of authentic social value –  Social value is at the core of identity, business model, and reputation•  Catalyze and participate in network effects –  Adopt “shaping strategies” that extend social and financial benefits broadly across a network•  Social enterprises and social innovations –  Emerging social enterprises, and social innovations by organizations in digital transition –  Media, information technology, business and consumer services, nonprofits“A shaping strategy is no less than an effort to broadly redefine the terms of competition for a market sector through a positive, galvanizing message that promises benefits to all who adopt the new terms.” –John Hegel III, Deloitte Center for Edge Innovation September 17, 2011 slide 3
  4. 4. Social innovation strategy:A framework for sustainable social valueA strategic framework for designing and scaling social enterprises and social innovations that are “built to last” in global markets:•  Values-based –  Adopt business models and practices that explicitly reflect stakeholders’ core values and concerns•  Authentic –  Based on HBS Balanced Scorecard strategic management framework for organizational design, strategic marketing, impact assessment, and innovation –  Values are expressed through every layer of the enterprise and in every interaction with stakeholders, both internal and external•  Open –  Innovations arise out of a process of open inquiry, design, assessment, and refinement undertaken in direct engagement with the community of stakeholders“With innovations easily copied and competition from low-cost Asian producers fierce, Philips understands it is no longer enough to crank out great products. What its aiming for is social innovation, or engaging with nontraditional partners to develop culturally relevant solutions.” –BusinessWeek September 17, 2011 slide 4
  5. 5. richmedium social innovation strategic frameworkinnovation dimension core values strategies initiatives key performance indicators • What long range paths of action • What key strategic initiatives • What criteria are you using to • What role do you play innetwork are you pursuing to catalyze or are you pursuing to engage assess your current performance catalyzing and contributing to(systemic impact) contribute meaningfully to your stakeholder organizations in in catalyzing and contributing to your field? field? advancing your field? your field? • What is the primary socialsocial • What criteria are you using to purpose of your work? • What long range paths of action(authentic cultural, economic, • What key strategic initiatives assess your current performance • What is the desired ultimate are you pursing to advance yourand ecological impact) are you pursuing to advance in advancing your social purpose? social outcome of your efforts? social purpose? these priorities? • In what ways do you engage • What criteria are you using toclient •What are the primary principles • What are your current top clients in the advancement of assess the current performance(performance, transparency, and standards you observe in priorities for client engagement your mission and product of your client engagement andand engagement) client interaction and service? and stewardship? strategy? stewardship initiatives?cultural • What management principles • In what ways do you • What criteria are you using to • What are your current top(internal/external goals and standards do you observe to intentionally foster a sense of assess the current performance organizational developmentalignment) advance your mission? shared mission among internal of your organizational priorities? stakeholders? development initiatives? • What expectations do you and • What top priorities are you • What long range paths of action • What criteria are you using tooperational your stakeholders have for pursuing in the current planning are you pursuing to achieve assess the current performance(sustainable growth and growth, sustainability and mission period to achieve sustainable sustainable growth and advance of your growth, sustainability, andmission advancement) advancement? growth and advance your your mission? capacity-building initiatives? mission? September 17, 2011 slide 5
  6. 6. Shaping strategiesUnlock stakeholder passion and engagement to successfully launch, gain scale, accelerate impact, and extend reach•  Open innovation –  Inquiry, design, assessment, refinement, and implementation in direct collaboration with the community of stakeholders•  Open media –  A new paradigm for media, marketing, and stewardship•  Open platforms –  Practices, standards, and interfaces that extend social and financial benefits broadly within a network“As people work together, they come to focus on what truly matters to them, and their thinking evolves from a reactive problem-solving mode to creating futures they truly desire. With this comes a level of commitment, imagination, patience, and perseverance far beyond what happens when we are just reacting to problems.” –Peter Senge, The Necessary Revolution September 17, 2011 slide 6
  7. 7. Open innovationUsing design principles and methods to bring organizational intent in alignment with stakeholder values•  Core values inquiry –  Engaging stakeholders—directly and transparently—about “what matters most”•  Strategic framework design –  Prototyping innovations that have the potential to deliver a new, sustainable blend of social and financial value•  Assessment and refinement –  Iterative design, development, and testing in direct collaboration with stakeholders•  Implementation –  Rolling out innovations that stakeholders actively embrace—because they have collaborated in designing them“Prototyping is modeling or simulating your best current understandings precisely so you can have a shared set of understandings that enable communications, especially among people with very different discipline bases. That allows you to get to some desired outcome which you could not have predicted in the beginning.” –John Kao September 17, 2011 slide 7
  8. 8. Open mediaDigital environments that support the expression and advancement of authentic social value•  Media –  Radically downsize the economics of media production, distribution, and monetization, while producing cultural products of engaging relevance, depth, and sophistication•  Marketing –  Expose the entire consideration cycle to dialogue, making it possible to dramatically accelerate acceptance and engagement•  Stewardship –  Foster learning communities that extend their value via network effects“The new electronic interdependence recreates the world in the image of a global village.” –Marshall McLuhan, The Gutenberg Galaxy September 17, 2011 slide 8
  9. 9. Open platformsAccelerate the growth of social innovations and extend their reach beyond the four walls of the enterprise•  Practices –  Transform the value chain into a learning community by fostering dialogue and exchange among clients, partners, and other stakeholders•  Standards –  Build support for innovations around a shared platform of intellectual property•  Interfaces –  Create points of entry for clients, partners, and other stakeholders to participate in, repurpose, and extend innovations“Open platforms are mass collaboration in action—a bold new way to extend the productive capacity of your business without having to infinitely extend your costs.” –Don Tapscott, Wikinomics September 17, 2011 slide 9
  10. 10. Shaping strategies social innovation strategic framework innovation dimension core values shaping strategies network systemic impact open platforms authentic cultural, economic, and social ecological impact performance, transparency, and open media client engagement cultural internal/external goals alignment open innovation sustainable growth and mission operational advancement September 17, 2011 slide 10
  11. 11. Framework design processStrategic framework design processdesign phase strategic brief strategic plan strategic marketing plan developmentinternal values audit √external stakeholder audit √ √landscape analysis √ √ √trends analysis √ √ √business model √ √ √implementation √ September 17, 2011 slide 11
  12. 12. RSF Social Innovation Strategic FrameworkInnovation Dimension Core Values Strategies • Build awareness and adoption Reimagine Money: of social finance innovations • A transferable portfolio of social • Establish productive finance innovationsNetwork partnerships in identified focus • A productive ecosystem of(Systemic impact) areas social finance partners • Create an intentional learning • A network of local, place-based community to share best economies practices • Identify and fund a critical massSocial • Innovations in social finance of innovative social enterprise(Authentic economic, cultural, • Innovations in social enterprise projects in focus areasand ecological impact) • Financial transactions that heal • Support lending efforts human beings and the planet programmatically with field-of- interest funds • A listening culture that responds to emerging client • Introduce innovative products needs that serve emerging client needsClient • Transparency in financial • Launch improved client(Performance, transparency, transactions communications planand engagement) • Financial relationships that are • Introduce improved client personal, direct, and stewardship practices transformative • Launch internal brandCultural • Interpret Steiners philosophy management program(Internal/external goals for 21st century financial markets • Launch integrated staff hiring,alignment) • Model our internal work on development, and retention three-fold social principles program • Increase assets and working • Trusted financial institution capital baseOperational • Strong assets, adequate • Improve risk management(Sustainable growth and working capital, and skilled practicesmission advancement) management • Hire skilled candidates in key positions September 17, 2011 slide 12
  13. 13. can money heal? September 17, 2011 slide 13
  14. 14. September 17, 2011 slide 14
  15. 15. Tricycle social innovation frameworkinnovation dimension core values strategies • We develop and promote our • As a multiplatform, global online platform as an open media enterprise, we serve as a resource to the global dharmanetwork hub for a network of groups and community(systemic impact) movements dedicated to bringing • Our business activities are authentic Buddhist values to designed to actively support the contemporary global society growth and development of aligned dharma institutions • Our content strategy is geared toward a "new presentation" of dharma that is relevant to • As a social change agent, wesocial contemporary life situations showcase and demonstrate the(authentic cultural, economic, • We actively identify and efficacy of the contemporaryand ecological impact) showcase new, authentic Buddhist path in a diverse, teachers, cultural groups and global, and networked society movements that are dedicated to addressing contemporary issues from a Buddhist perspective • We serve the emerging • We produce content and community of Buddhist teachers, community designed to support dharma institutions, and authentic teachers and teachings practitioners who together are that reflect a diverse, andclient giving birth to a contemporary inclusive view of the dharma(performance, transparency, presentation of the dharma-- •We bring teachers, dharmaand engagement) grounded in authentic practice institutions, and practitioners traditions, and well-suited for the together in a diverse, global, needs of a diverse, inclusive, virtual practice community global, networked society • We follow explicit and transparent operating policies and that reflect our commitment to Buddhist practice in the • Our business is a practice: Wecultural workplace approach everything we do as an(internal/external goals • We recruit, hire, and develop opportunity to help grow andalignment) board and staff members who are develop a diverse, inclusive, committed to the Buddhist path global dharma community • We have adopted a mission statement that explicitly communicates how our Buddhist practice informs our work • Our core function is to organize • We plan to create media a diverse, inclusive, global products and services that reflect spiritual community that provides our stakeholders expressed authentic teachings and related needs and that attract theiroperational resources to help stakeholders explicit support(sustainable growth and walk the Buddhist path in • We will transparently involvemission advancement) contemporary society our stakeholders in setting our • By adopting a diverse and agenda and improving our inclusive approach, we serve the performance based on their broadest range of contemporary feedback Buddhist practitioners possible September 17, 2011 slide 15
  16. 16. September 17, 2011 slide 16
  17. 17. September 17, 2011 slide 17
  18. 18. Earthfire Institute impact framework v.3impact dimension core values strategies • A center for integrating a deep ecological perspective within the disciplines of art, business, • Develop special cross- media, education, science, and disciplinary initiatives gearednetwork spirituality toward bringing ecologists and(systemic impact) • A workshop for creating a new media makers together to create narrative about the purpose and and extend the new narrative value of protecting wildlife and habitat • Enrich the movement to protect wild animals and habitat, catalyzed via the learning • Produce media that capturessocial experience of entering into the insights derived from the(authentic cultural, economic, personal relationship with them Earthfire learning experience andand ecological impact) • Influence the discussion in the exposes them to broader fields of art, business, media, audiences education, and science about the inherent worth of all life and natural settings • Influencers in the fields of art, business, education, media, science, and spirituality who are • Develop peer-led programs that interested in integrating a deep allow influential leaders toclient ecological perspective with their explore and deepen the insights(performance, transparency, discipline of their respective disciplinesand engagement) • Empower leaders to share their through the medium of human- experiences in ways that can wildlife-habitat relations influence dialogue and inspire action among their peers and colleagues • A learning community of artists, business people, educators, media makers, scientists, andcultural spiritual thinkers motivated to • Organize board of advisors(internal/external goals share the insights derived from around the concept of a learningalignment) the Earthfire experience community; introduce new • Belief in the inherent worth of members based on this principle the individual and the power of relationship as the bases for systemic change • A wildlife sanctuary that serves • Develop learning experiences as a laboratory for learning geared to influencers in art, experiences that explore the business, education, media, relationship between humans, science, and spirituality, to whom wildlife, and habitat Earthfire represents a laboratoryoperational • A stable, growing base of for extending their work in their(sustainable growth and influential sponsors who connect own disciplines and sharing cross-mission advancement) personally and professionally with disciplinary insights the Earthfire experience and are • Widen the base of support by inspired to share it with others extending these learning • A revenue stream sufficient to experiences to influencers support program expansion and personal and professional ongoing capital improvements networks September 17, 2011 slide 18
  19. 19. September 17, 2011 slide 19
  20. 20. Where social innovation is happeningSocial innovation strategies are changing the way organizations are launching, gaining scale, and entering global markets•  Markets –  Media –  Information technology –  Business and consumer services –  Nonprofits•  Disciplines –  Brand identity –  Strategic marketing –  Sustainability –  Social impact –  Digital transition September 17, 2011 slide 20
  21. 21. richmedium clients September 17, 2011 slide 21
  22. 22. < richmedium > social innovation strategyfor the global marketplace www.richmedium.netrichmedium@pacbell.net September 17, 2011 slide 22

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