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PATRI 03. Transferability for Scale: A Guide for Scaling Social Business

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Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.

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PATRI 03. Transferability for Scale: A Guide for Scaling Social Business

  1. 1. Transferability for Scale: 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. The 1st step of the Framework is to define purpose and targets, without which you have no useful basis for planning or design. If you haven’t already got clarity around these, more support is provided in a linked presentation called ... “Defining Purpose: A Guide To Scaling Social Business” Purpose
  9. 9. The 2nd step of the Framework, is to understand whether or not your model will be applicable at scale, and if not, how you could adjust it to make it more relevant and viable. If you haven’t already considered applicability, support is provided in a linked presentation called ... “Applicability at Scale: A Guide To Scaling Social Business” Applicability (Viability)
  10. 10. Once you’ve ensured that your model will be both applicable and viable at scale, you can focus on improving its ability to be replicated or delivered by others.
  11. 11. This guide thus focuses specifically on the 3rd step of the Framework, which is to make your model systematic and transferable for use in scaling, either by your own teams or by external partners.
  12. 12. Transferability 12
  13. 13. Transferability essentially refers to having systematic ways of working that allow you to grow, develop, evolve or replicate methodologies and processes in a quality controlled fashion. ApplicabilityTransferability
  14. 14. It is a critical foundation for the replicability needed in scaling, and for ensuring a standardised level of quality and impact. Systematising your processes will also improve efficiency and effectiveness in delivery. ApplicabilityTransferability
  15. 15. The reason for focusing on systematisation before organisational readiness is that you will gain significant internal efficiencies and quality improvements with this exercise, even if your organisational constraints eventually cause you to limit or choose not to proceed with scaling. ApplicabilityTransferability
  16. 16. Key Factors Core Components Critical Programmes Chronological Priority Impact Monitoring Quality Control 16 Transferability
  17. 17. The first step is to codify your model and how it generates impact. To do this you will need to have a good understanding of how the various pieces fit together, and in what order, to create a lasting impact. ApplicabilityTransferability Core Components
  18. 18. Start by identifying all the different elements of your model that directly drive impact and revenue. These are your core components. Transferability Core Components
  19. 19. If you haven’t done so already, map these out in order of dependency to visualise how your model works, both in terms of generating revenue as well as impact. This is the underlying blueprint of your model. Transferability Core Components
  20. 20. What you will then need is to develop systematic guidelines, processes and policies for each of these core components in order to ensure that they can be executed in a standardised and efficient way. Transferability Core Components
  21. 21. At this stage it should be enough to focus on a minimum level of practical documentation to enable your internal teams to deliver consistently. Transferability Core Components
  22. 22. If and when you do eventually get to the stage of implementing scaling with third parties, you could consider improving the materials to a quality that can be used as a manual for others. Transferability Core Components
  23. 23. Once you’ve codified how the model works, you will be able to identify which programs or activities can be dropped, replaced or transformed if necessary, and which ones are non-negotiable. Transferability Critical Programmes
  24. 24. These non-negotiables are the most critical aspects of your impact methodology, and must be replicated or implemented in order to ensure that scaling continues to deliver the impact you are aiming for. Transferability Critical Programmes
  25. 25. Understanding the chronological priority of how these components must be set up, is critical if you plan to set up branches in different places, or are expecting others to franchise or start-up and replicate what you do elsewhere. ApplicabilityTransferability Chronological Priority
  26. 26. What you primarily need to know is where and how to start in a new environment, and then how that team should evolve over a sensible timeframe until it gets to an optimal operating size. Transferability Chronological Priority
  27. 27. Note that if you are planning a hub and spoke model where you have a centralised support infrastructure, the nature of set-up will differ from a model where you expect a higher level of autonomy for operations in different places, and even more so where you expect total independence in delivery across the network. Transferability Chronological Priority
  28. 28. As your reach increases, so will the challenge and complexity of monitoring impact. Transferability Impact Monitoring
  29. 29. Monitoring your impact is absolutely critical to knowing whether or not your strategies are in fact making the difference you planned for, and ad hoc approaches become very difficult and costly on a large scale. Transferability Impact Monitoring
  30. 30. A simple, standardised and repeatable process of periodic benchmarking is what you will need to monitor impact at scale. Transferability Impact Monitoring
  31. 31. If you’ve done your pre-scaling analysis to reasonable level of robustness, you could simply improve on the process you used to set the baseline for your targets, and then track against those on a periodic basis. Transferability Impact Monitoring
  32. 32. Many scaling pathways also involve working with others, so your impact monitoring processes and systems may also need to enable and support others to contribute as a collective. Transferability Impact Monitoring
  33. 33. In any event you are likely to need technology to support the collation, storage and sharing of impact data, along with dedicated teams that capture learning for continuous improvement. Transferability Impact Monitoring
  34. 34. Standardising your model may not be enough to ensure consistency, especially if your scaling approach involves other players. Transferability Quality Control
  35. 35. It is therefore worth developing a systematic monitoring and control methodology to ensure a consistent level of quality in delivery. Transferability Quality Control
  36. 36. The promise of financial return when scaling business models offers leverage in terms of quality-control, particularly if you plan to use partners or third parties. This is particularly so when franchising. Transferability Quality Control
  37. 37. Use your targets, operating manuals and policies to develop monitoring systems and KPIs, MOUs, contracts or service level agreements as necessary, and optionally even training for your new teams or partners to ensure the consistency and quality you require. Transferability Quality Control
  38. 38. Once you have standardised your methodologies and processes, you can begin to focus on whether or not your organisation and people are ready for scaling. ApplicabilityTransferability
  39. 39. A guide to the next step of ensuring that your organisation and teams are capable of supporting scaling is provided in a linked presentation called ... “Readiness to Scale: A Guide for Scaling Social Business” 39 Readiness
  40. 40. ©Rizwan Tayabali, 2014 40

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