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PATRI 05. Implementation at Scale: A Guide for Scaling Social Business

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Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.

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PATRI 05. Implementation at Scale: A Guide for Scaling Social Business

  1. 1. Implementation at 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. The 3rd step of the Framework is to improve your solution and model’s ability to be replicated or delivered by others i.e. to ensure that it is systematic and transferable for use in scaling, either by your own teams or by external partners. If you haven’t already addressed transferability, support is provided in a linked presentation called ... “Transferability for Scale: A Guide To Scaling Social Business” Transferability
  11. 11. The 4th step of the Framework helps you establish whether or not your organisation and people are ready for scaling, and if not, what you can do about it. If you haven’t already addressed readiness, more support is provided in a linked presentation called ... “Readiness to Scale: A Guide To Scaling Social Business” IV Readiness
  12. 12. Once you have understood what is required to get your organisation and people ready for scaling, you can move on to the final piece of the planning process, which is to prepare for implementation.
  13. 13. This guide thus focuses specifically on the 5th and final step of the Framework, which helps you plan the journey and manage implementation when scaling.
  14. 14. Implementation 14
  15. 15. The actual process of scaling needs to be managed like a complex project with wide-reaching organisational implications. Implementation
  16. 16. A robust scaling plan will therefore be essential if you are to be successful in raising the support needed to scale. It will also be critical in helping you scale without all the usual growing pains that organisations typically suffer from. Implementation
  17. 17. A good place to start is with a roadmap for implementation. Implementation
  18. 18. A roadmap is an outline of all the different activities that comprise implementation, laid out in dependency order, over whatever timeframe you believe is sensible for execution. It is a useful visual aid for planning, and if converted into a Gantt chart, should become your primary implementation management tool. Implementation
  19. 19. Implementation can typically be broken into five phases ... Implementation
  20. 20. Key Phases 1 Planning 2 Resourcing 3 Setup 4 Execution 5 Impact Monitoring & Quality Control 20 V Implementation
  21. 21. While these phases have a chronological order of dependency, in practice various aspects can and do happen in parallel. For clarity however, it is worth starting with a plan that clearly shows dependencies and delineates between the phases. Implementation
  22. 22. If you've worked your way through the previous sections of this framework, you should already have most of the thought process, design and organisational aspects of planning covered. Implementation 1 Planning
  23. 23. All that should be left at this stage is to 1. Aggregate your requirements for scaling from the previous sections (skills, capacity, technology, infrastructure etc). 2. Aggregate the costs of those requirements. Implementation 1 Planning
  24. 24. Once you’ve got your overall costs and requirements together, the next step is to find the necessary resources. Implementation 2 Resourcing
  25. 25. If these resources are not already available to your organisation, you may need to raise the funds to finance the set-up and execution stages. Implementation 2 Resourcing
  26. 26. For this you will need to create formal business plans and develop financing proposals or fund-raising campaigns, depending on whether or not your social business has a commercial or non-profit status. Implementation 2 Resourcing
  27. 27. If you have a fully commercial structure, there are a number of financing options you could consider ... Implementation 2 Resourcing
  28. 28. Financing Options for Social Businesses Seed investors Angel investor groups Patient capital groups (Acumen, etc.) RSF Social Finance Net Impact, Echoing Green Peer to peer lending (Prosper, etc.) Business plan competitions Microfinance institutions Banks/credit unions (USDA, Shorebank, Vancity etc.) Pension funds Business co-op networks Investors Circle Community alliances RISE Investing Mondragon / Evergreen Cooperatives Social Capital Partners Investeco Renewal Partners Source – Open Source Green: Overview of Brainstorming Sessions, 2010. Implementation 2 Resourcing
  29. 29. But first it is worth establishing the type of funding that you will need ... Implementation 2 Resourcing
  30. 30. Identifying Your Ideal Funding Structure Source – Chelwood Capital PE/VC = Private equity / venture capital SRI = Socially responsible investments WC =Working capital Implementation 2 Resourcing
  31. 31. If you are structured as a non-profit on the other hand, you might find it a little harder to raise commercial finance. However, there are still philanthropic options available to you ... Implementation 2 Resourcing
  32. 32. Philanthropic Funding for Social Business Source – From Blueprint to Scale - Case for Philanthropy in Impact Investing. Koh, Karamchandani & Katz 2012 Implementation 2 Resourcing
  33. 33. While it is obvious that you may need finance to increase production or service delivery, a key aspect that shouldn’t be overlooked is the funds needed to boost your skills and capacity towards your optimal operating size. Implementation 2 Resourcing
  34. 34. Depending on your approach, you may then need to restructure teams, recruit as necessary, improve technological scalability and run any change management programs that are needed to help get your people ready to start scaling. Implementation 2 Resourcing
  35. 35. Set-up is where you get your operations ready and make them scalable. Implementation 3 Setup
  36. 36. At this stage you will need to start increasing the capacity of your output, production, platforms, technologies and physical infrastructures to make them capable of supporting the full roll-out of your scaling ambitions. Implementation 3 Setup
  37. 37. You will also need to consider messaging and materials to recruit and enable any commercial and non-commercial partners you plan to work with when scaling. Implementation 3 Setup
  38. 38. If using delivery partners or franchisees, you will need to expand and formalise the operating manuals you developed during the transferability stage. Implementation 3 Setup
  39. 39. Franchise Operating Manual Source – Social Franchising © Bundesverband Deutscher Stiftungen, Berlin 2008 Implementation 3 Setup
  40. 40. Finally, for social businesses that choose to scale through the use of external partners or franchisees, contracts and other formal agreements need to be drawn up at this stage. Implementation 3 Setup
  41. 41. Typical Contract Categories Source – Social Franchising © Bundesverband Deutscher Stiftungen, Berlin 2008 Implementation 3 Setup
  42. 42. Execution involves the actual process of delivering or rolling out your model and impact to reach the scale you have planned for. Implementation 4 Execution
  43. 43. This stage primarily involves boosting the distribution or delivery of your products or services. Implementation 4 Execution
  44. 44. To support this, you may need to 1. Enable your wider delivery network with support and technology. 2. Launch any marketing campaigns to drive and support take-up. 3. Manage any partners or third-parties you are working with. Implementation 4 Execution
  45. 45. You will also need to boost your impact monitoring and quality control team so that it is ready to cope with the increase in workload as your reach expands. Implementation 4 Execution
  46. 46. Once you’ve scaled up, and your new operations are reaching need and servicing demand as planned, you will reach the final stage, which essentially involves maintaining quality and supporting your ongoing rate of expansion. Implementation 5 Impact Monitoring & Quality Control
  47. 47. Here you will need to manage finances, logistics, technology and third parties (partners, manufacturers, distributors, agents, franchisees etc.) as applicable to your model. Implementation 5 Impact Monitoring & Quality Control
  48. 48. In parallel you will need to monitor and collect impact data, manage quality, collate and share learning across your organisation and/or network, and finally use that learning to drive continuous improvement and greater efficiencies as you scale. Implementation 5 Impact Monitoring & Quality Control
  49. 49. When visualising your roadmap you may need to break your activities into a series of work-streams that reflect different operational aspects ... Implementation
  50. 50. Core Implementation Streams Strategy & Planning Finance and fund-raising Human Resources Infrastructure Technology Communications (Internal & External) Management of delivery agents Handover materials (as necessary) Training / Advisory (as necessary) Impact monitoring & Quality Control Implementation
  51. 51. You can then lay them out in a swim-lane diagram that allows you to see exactly what is going to happen and when. Implementation
  52. 52. Sample Implementation Roadmap Implementation Source – PATRI Framework for Scaling Social Impact © Rizwan Tayabali, 2014
  53. 53. Once you have the roadmap visualised, you can combine it with your business plans or funding proposals for added robustness. Implementation
  54. 54. When it comes to actually project managing the process of scaling, simply convert the roadmap into a Gantt Chart. Fill in timeframes, and major and minor milestones, and you should have a practical way to manage, track and monitor the implementation of your scaling journey. Implementation
  55. 55. To summarise, many of the pitfalls in scaling can be overcome simply by considering the factors involved. However, it isn’t necessary to address them all to prohibitive levels of detail. If done reasonably well, in combination with a good roadmap, you should be able to inspire confidence both within your organisation and also amongst the supporters that you need to back your scaling endeavours. 55 PATRI Framework
  56. 56. ©Rizwan Tayabali, 2014 56

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