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PATRI 01. Defining Purpose: A Guide for Scaling Social Business

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Step by step guide to help social enterprises and social businesses clarify their purpose, vision and targets when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.

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PATRI 01. Defining Purpose: A Guide for Scaling Social Business

  1. 1. Defining Purpose: A Guide for Scaling Social Business Rizwan Tayabali Supported by Ashoka Globalizer
  2. 2. 2
  3. 3. Adapted from The PATRI Framework for Scaling Social Impact © Rizwan Tayabali, 2014 3
  4. 4. The PATRI framework takes you step by step through all the aspects of diligence needed to understand whether or not scaling is feasible for you and if so, to produce an effective scaling plan that you can follow during implementation. 4
  5. 5. PATRI Framework I Purpose II Applicability (Viability) III Transferability IV Readiness V Implementation 5
  6. 6. An overview of the complete PATRI Framework, is provided in a linked presentation called ... “PATRI Framework for Scaling Social Business” 6 PATRI Framework
  7. 7. Caveats 1. The following guide is specifically targeted at social businesses and therefore places an emphasis on financial viability along with impact i.e. It is designed for organisations that create their impact through the use of business models. 2. The PATRI Framework is focused on scaling rather than incremental growth. If you are simply aiming to set up operations in another location or enter another market, then the framework will still offer you value, but some aspects of it may only be applicable a bit further down the line. 7
  8. 8. This presentation focuses specifically on the 1st step of the Framework, which addresses clarity of purpose. 8
  9. 9. Purpose 9
  10. 10. Scaling social businesses can become a highly operational and financially focused activity that can cause focus to shift towards operational growth and away from outcomes when scaling. Purpose 10
  11. 11. To mitigate against mission drift, it is critical to ensure that you have clarity of purpose and direction before embarking on your scaling endeavour. Purpose 11
  12. 12. Key Factors Primary Goal Problem Definition SelectionVision Targets 12 Purpose
  13. 13. As an entity with both impact and financial aspirations, a social business may have a number of reasons for scaling, but it is important that they are clearly prioritised. Purpose 13 Primary Goal
  14. 14. This will help with decision-making further down the line for all aspects of designing and preparing to scale, as any set of options can then be assessed based on how well they service the various goals in order of priority. Purpose 14 Primary Goal
  15. 15. As a social business, clarifying your primary goal will also play a key role in ensuring that you have a clear basis for decision-making in situations where financial survival threatens quality of impact. Purpose 15 Primary Goal
  16. 16. Thus, if your primary goal is to make an impact, you should prioritise social outcomes over organisational outcomes to ensure that scaling results in impact rather than revenues alone. Purpose Primary Goal
  17. 17. In order to set meaningful impact goals for scaling, you will need to understand the size (numbers) and nature (characteristics) of the problem you are trying to address on its true scale. Purpose Problem Definition
  18. 18. If there isn’t easily accessible data related to numbers, then basic research and a degree of guesstimation is a reasonable starting point. Purpose Problem Definition
  19. 19. At the very least you should do enough to end up with a working idea of the numbers of people impacted by the issue you are addressing, where they are located, what the problem looks like for them, and whether or not there is a demand for your offering. Purpose Problem Definition
  20. 20. You can then improve this level of accuracy by investigating new environments or demographics in more detail once you have selected where you want to start your scaling journey. Purpose Problem Definition
  21. 21. Selection of areas or demographics is an important early step in your planning process. Purpose Selection
  22. 22. It is important to be strategic and focus on areas or demographics that best allow you to service your priority goals. Purpose Selection
  23. 23. If you simply jump at the next opportunity to apply your model somewhere else, you risk following a reactive rather than pro-active process, leading you into the more resource- heavy category of growth rather than true scaling. Purpose Selection
  24. 24. Having researched these during the problem definition stage, you should be able to select and prioritise candidates for scaling based on 1. Urgency of Need 2. Market Potential / Demand 3. Practicality of access Purpose Selection
  25. 25. Having made an initial selection of areas or demographics to scale into, you will need a reasonable vision of what it is you want to achieve and when, in terms of both financial and impact outcomes. PurposePurpose Vision
  26. 26. As a social purpose entity, your vision is particularly important when considering impact. Try and develop a rich picture of what you believe the problem will look like once it is fixed i.e. once you have impacted it with your solution. PurposePurpose Vision
  27. 27. Ideally split your vision into a long, medium and short term picture of outcomes. This will give you an early roadmap for your scaling journey. PurposePurpose Vision
  28. 28. Without tangible targets your vision will remain conceptual rather than practical. PurposePurpose Targets
  29. 29. In order to be able to assess whether your design will in fact make a difference and be applicable at scale, you will need to create success criteria and set targets based on those. PurposePurpose Targets
  30. 30. If you want to ensure that you scale your impact along with your reach, it is advisable to set targets based on the scale of need, rather than targets that primarily reflect growth. PurposePurpose Targets
  31. 31. Benchmarking outcomes and setting a baseline before you start will also solve impact monitoring challenges further down the line. PurposePurpose Targets
  32. 32. All you should then have to do is repeat the benchmarking process periodically to track and monitor changes against the original baseline. This is your impact. PurposePurpose Targets
  33. 33. You can then adapt your strategies or approach depending on whether the changes meet the impact targets you have set yourself. PurposePurpose Targets
  34. 34. As a social business, you may also set yourself financial targets, but these should ideally be in line with your impact targets, rather than the other way around. PurposePurpose Targets
  35. 35. To make your targets directional and easier to design for, split them into stages that reflect the phases of your vision 1.Long Term – Aspirational 2.Mid Term – Challenging 3.Short Term – Realistic PurposePurpose Targets
  36. 36. Focus your detailed design and planning on your short and mid term goals. PurposePurpose Targets
  37. 37. Once you’ve identified your goals and set targets for scaling, you can assess whether or not your impact or business model is capable of achieving those targets i.e. if it will still be applicable at the scale you are aiming for. Purpose
  38. 38. A guide to the next step of understanding and addressing applicability is provided in a linked presentation called ... “Applicability at Scale: A Guide for Scaling Social Business” 38 Applicability (Viability)
  39. 39. ©Rizwan Tayabali, 2014 39

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