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PATRI Framework
for Scaling Social Business
Rizwan Tayabali
Supported by Ashoka Globalizer
2
Adapted from
The PATRI Framework
for Scaling Social Impact
© Rizwan Tayabali, 2014
3
Pre-Conditions
1. You are a social business i.e. Your purpose is to create
impact, ideally through the use of business models.
2. You are structured either commercially or as a non-
profit with revenue streams.
3. You have a proven business model that creates impact
on a localised level, and that impact is tested and
proven.
4. You have grown the business model to some degree
already and understand what it takes to replicate it.
5. You want to know if your social business model is
scalable, and whether or not it makes sense to invest in
scaling.
4
Caveats
1. There is no magic one-size-fits-all process that will
apply across the board. This framework covers the most
important considerations but you may have to pick and
choose what applies to you.
2. Scaling is rarely a linear process. While the framework
is necessarily laid out step-by-step, you can work
through the different pieces in parallel or separately as
needed.
3. This framework is focused on scaling rather than
growth. If you are looking to incrementally set up
operations in another location or enter another market,
then this framework will still offer you value, but some
aspects of it may only be applicable a bit further down
the line.
5
Scaling vs. Growth
6
While scaling is often used as an
interchangeable term for growth, there is
in fact an important distinction ...
7
Growth refers to an incremental increase in
impact or revenue with a directly correlated
(incremental) increase in resources
Scaling however, refers to an exponential
increase in impact or revenue but with only an
incremental increase in resources
8
Given the size of need related to many social
issues, combined with the fact that there are
limited resources for addressing those needs, it
is often more practical to think in terms of
scaling rather than growth.
9
Unless your model was designed for scaling
right from the start, separating the scale of
impact or revenue from being limited by the
size of your operations typically requires a
degree of redesign.
10
Growth therefore has primarily operational
implications, while scaling has both design
and operational implications.
11
Understanding This Guide
12
This guide adapts the PATRI Framework for
scaling social businesses in particular.
13
It will take you step by step through
a series of key questions that will help you
decide whether or not scaling is feasible for you
and if so, to produce an effective scaling plan
that you can follow during implementation.
14
The level of robustness with which you
review each question will strongly influence
your ability to scale without necessarily
suffering the growing pains, financial stresses
and impact losses that organisations can
experience when scaling.
15
The 5 major risks to successful scaling are
1. Unclear purpose
2. Inapplicable design
3. Non-transferable processes
4. Unprepared teams
5. Poor implementation planning
16
Each stage of the framework addresses these
different pitfalls in scaling, and is split into
a series of key factors that will help you
manage both risks and outcomes.
17
At it’s core, the Framework asks 5 questions
18
1
Is your purpose clear and well defined?
19
2
Is your solution applicable at scale?
20
3
Is your model systematised and transferable?
21
4
Is your organisation ready to scale?
22
5
Is your implementation planning robust?
23
PATRI
Framework
I
Purpose
II
Applicability
(Viability)
III
Transferability
IV
Readiness
V
Implementation
24
I
Purpose
25
The 1st step of the Framework is to define
purpose and targets, without which you have
no sensible basis for planning or design.
Purpose
26
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
27
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
28
Key
Factors
Primary Goal
Problem
Definition
SelectionVision
Targets
29
Purpose
As a social business, is your primary goal to
increase impact or drive business growth?
Purpose
30
Primary Goal
Do you understand the true scale of
the problem you are trying to address?
Purpose
31
Problem
Definition
Do you have an initial selection of
areas or demographics for scaling
based on urgency of need?
Purpose
32
Selection
Do you have a clear vision of
what the problem will look like
when it’s fixed on a larger scale?
Purpose
33
Vision
Do you have outcome based targets for scaling?
Purpose
34
Targets
Clarifying your purpose will play a key role in
ensuring that you have a strong basis for
decision-making, not only when reviewing
design but also in situations where financial
survival threatens quality of impact.
Purpose
35
If you need further help with addressing
purpose, more detail is provided in a
linked presentation called ...
“Defining Purpose: A Guide To
Scaling Social Business”
Purpose
36
II
Applicability
37
The 2nd step of the Framework is to
understand whether or not your solution is
capable of achieving your chosen targets
i.e. if it will still be applicable and viable
at the scale you are aiming for.
Applicability
(Viability)
38
Operating practices and models that apply
on a local level do not necessarily apply on a
larger scale.
Depending on your model and how it is
designed and delivered, scaling can either bring
economies or a series of additional costs.
Applicability
(Viability)
39
In the case of social businesses, whether or not
a solution will be applicable at scale hinges
primarily around whether or not it will be
financially viable at scale.
Applicability
(Viability)
40
The main aim of assessing viability is thus to
check whether or not your model is likely to
1. Scale as is
2. Need some tweaking,
3. Require significant rework, or
4. Not be scalable at all
Applicability
(Viability)
41
Key
Factors
Demand
Market
Variances
Cost
Effectiveness
Competition
Feasibility
of Organic
Growth
Efficiencies
& Scale
Economies
Financing
42
Applicability
(Viability)
Is there a demand for your impact-oriented
product or service?
Applicability
(Viability)
43
Demand
Are there significant variations in
market dynamics at scale?
Applicability
(Viability)
44
Market
Variances
Will your business model be
cost effective at scale?
Applicability
(Viability)
45
Cost
Effectiveness
Does your model have competitors in the
environments you have chosen for scaling?
1. Non-profit providers
2. Equivalent social businesses
3. Purely commercial competitors
Applicability
(Viability)
46
Competition
Could you realistically grow your
business model organically to meet
the size of need or demand?
Applicability
(Viability)
47
Feasibility
of Organic
Growth
Will scaling generate economies
that could improve viability?
Applicability
(Viability)
48
Efficiencies
& Scale
Economies
Will you need significant external financing,
and will that finance be affordable?
Applicability
(Viability)
49
Financing
By this stage you should have a good sense of
whether or not your business model is likely to
be financially viable when scaling.
Applicability
(Viability)
50
If your business model appears viable,
then it is worth testing the waters externally
to see if you can raise interest in terms
of support or finance.
For this you will need:
1. A high-level business plan
2. A summary pitch for raising money
Applicability
(Viability)
51
If it doesn’t seem to be viable, then you could
loop back through the process and reconsider
1. Your chosen areas or demographics
2. The pathways you have chosen for scaling
Applicability
(Viability)
52
If you do however find that it isn’t feasible to
scale at all, then you could still consider
increasing the reach of your impact indirectly,
by making your business model open and
available for others to copy and improve upon.
Applicability
(Viability)
53
If you need further help with addressing
applicability, more detail is provided in a
linked presentation called ...
“Applicability at Scale: A Guide To
Scaling Social Business”
Applicability
(Viability)
54
III
Transferability
55
The 3rd step of the Framework is to
enable your model 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.
56
III
Transferability
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.
Applicability
57
III
Transferability
It is a critical foundation for the replicability
needed in scaling, and for ensuring a
standardised quality of output and impact..
Applicability
58
III
Transferability
Finally, systematising your processes will also
improve efficiency and effectiveness in delivery.
Applicability
59
III
Transferability
Key
Factors
Core
Components
Critical
Programmes
Chronological
Priority
Impact
Monitoring
Quality
Control
60
III
Transferability
Do you have a good understanding of how the
components of your model fit together in order
to create both impact and financial viability?
Applicability
61
III
Transferability
Core
Components
Do you have a good understanding of which
programs are critical for each component?
&
Do you have systematic guidelines, processes
and operating standards for each of these
critical programs?
62
III
Transferability
Critical
Programmes
Do you have a good understanding of the
chronological operational priority for setting up
the delivery of these programs in the order
needed to ensure impact and financial viability?
Applicability
63
III
Transferability
Chronological
Priority
Do you have a systematic
impact monitoring methodology?
64
III
Transferability
Impact
Monitoring
Do you have a formal quality control
mechanism?
III
Transferability
65
Quality
Control
At this stage, you should ideally aim for a
practical level of documentation that is
enough to ensure that your model is at least
consistently replicable by within the boundaries
of your own organisation.
Applicability
III
Transferability
66
If and when you do get to the stage of
working with partners, you can then formalise
this documentation for external use.
Applicability
III
Transferability
67
If you need further help with addressing
transferability, more detail is provided in a
linked presentation called ...
“Transferability for Scale: A Guide To
Scaling Social Business”
III
Transferability
68
IV
Readiness
69
The 4th step of the Framework is to establish
whether or not your organisation and people
are ready for scaling, and if not,
what you can do about it.
IV
Readiness
70
Once you know exactly what it is you plan
to scale, you can begin to evaluate if scaling
will in fact be something you can feasibly
follow through without putting your impact or
organisation at serious risk.
IV
Readiness
71
It is worth evaluating organisational readiness
prior to implementation because the costs
involved are typically significant, not just in
terms of hardware, but also in terms of time
and effort required to embed new working
practices.
IV
Readiness
72
Once you go past this stage, you will also begin
to commit significant resources to scaling,
and it will get harder and more painful to
back out or change direction if things don’t
work out as planned.
IV
Readiness
73
As the costs and implications aggregate, this
therefore is the final stage at which you can
safely decide whether or not to proceed with
scaling in the way you expect.
IV
Readiness
74
Key
Factors
Organisational
Design
Optimal Size
Decision
Making
Resistance to
Change
Knowledge
Technology
Infrastructure
IV
Readiness
75
Does your organisational design aid scaling?
IV
Readiness
76
Organisational
Design
Do you understand the optimal size
and structure needed for achieving your
chosen impact and scaling targets?
1. Skills
2. Capacity
3. Teams
IV
Readiness
77
Optimal Size
Is your organisation dependent on a
single/primary decision maker for operations
and management?
&
If so, do they have spare capacity to manage the
design and implementation needed for scaling?
IV
Readiness
78
Decision
Making
Are you and your teams/staff aware of,
and bought into, the changes and challenges
that scaling will bring?
IV
Readiness
79
Resistance to
Change
Does your organisation have a strong
knowledge sharing and learning culture?
IV
Readiness
80
Knowledge
Do you have a capable and scalable
technology infrastructure?
IV
Readiness
81
Technology
Is your current physical infrastructure capable
of supporting the organisational growth that is
likely to result from scaling?
IV
Readiness
82
Infrastructure
If the costs of organisational readiness seem
too high, you could consider sharing and re-use
strategies, or limit your scale ambitions to
prevent overloading your physical
and logistical resources.
IV
Readiness
83
You could also adjust your design to increase
independence and autonomy of partners or
local units to reduce the load on your
organisation, or simply decide to let others
scale your impact for you by making your model
replicable and openly available for them to
independently use and apply.
IV
Readiness
84
If you need further help with addressing
readiness, more detail is provided in a
linked presentation called ...
“Readiness to Scale: A Guide To
Scaling Social Business”
IV
Readiness
85
V
Implementation
86
The 5th and final step of the Framework is to
plan the journey and manage implementation
when scaling.
V
Implementation
87
Everything up to this point falls under the
category of due diligence, not only to help you
adjust your design to work on a larger scale,
but also to decide whether or not to scale at all.
From here on however, your primary
challenges will relate to the practicalities of
execution (implementation).
V
Implementation
88
A robust scaling plan will 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.
V
Implementation
89
For this you will need
an implementation roadmap
V
Implementation
90
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.
V
Implementation
91
The process of scaling can be broken into
five phases ...
V
Implementation
92
Key
Phases
1
Planning
2
Resourcing
3
Set-up
4
Execution
5
Impact
Monitoring
& Quality
Control
93
V
Implementation
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.
V
Implementation
94
This is the first stage of implementation,
primarily involving diligence around purpose,
applicability, transferability and organisational
readiness.
If you've worked your way through the previous
sections of this framework, you should already
have most of the planning phase covered.
V
Implementation
95
1
Planning
Once you’ve got your planning done, the next
phase is to find the necessary resources
1. Financial
2. Human
3. Technological
4. Infrastructural
V
Implementation
96
2
Resourcing
Set-up is where you get your operations ready
and make them scalable.
V
Implementation
97
3
Set-up
Execution involves delivering and rolling out
impact and revenues on your chosen scale.
V
Implementation
98
4
Execution
Once you’ve scaled up, and your new operations
are reaching need and servicing demand, you
will reach the final stage, which essentially
involves maintaining quality and supporting
your planned rate of expansion.
V
Implementation
99
5
Impact
Monitoring
& Quality
Control
When planning implementation, you may
need to break your activities into a series of
work-streams that reflect different
operational aspects ...
V
Implementation
100
Core
Implementation
Streams
Strategy &
Planning
Finance and
Fund-raising
Human
Resources
Infrastructure
Technology
Internal &
External
Communications
Partner
Management
Handover
Materials
(as necessary)
Training /
Advisory
(as necessary)
Impact
Monitoring &
Quality Control
V
Implementation
101
You can then visualise the phases and
work-streams as a roadmap
to support both communication and
time planning ...
V
Implementation
102
Sample Implementation Roadmap
Implementation
Source – PATRI Framework for Scaling Social Impact © Rizwan Tayabali, 2014
Once you have the roadmap visualised,
you can convert it into a formal Gantt Chart for
managing implementation, and combine it with
your business plans or funding proposals for
added robustness.
V
Implementation
104
If you need further help with addressing
implementation, more detail is provided in a
linked presentation called ...
“Implementation at Scale: A Guide To
Scaling Social Business”
V
Implementation
105
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.
106
PATRI
Framework
©Rizwan Tayabali, 2014
107

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PATRI 00. Framework for Scaling Social Business - Rizwan Tayabali

  • 1. PATRI Framework for Scaling Social Business Rizwan Tayabali Supported by Ashoka Globalizer
  • 2. 2
  • 3. Adapted from The PATRI Framework for Scaling Social Impact © Rizwan Tayabali, 2014 3
  • 4. Pre-Conditions 1. You are a social business i.e. Your purpose is to create impact, ideally through the use of business models. 2. You are structured either commercially or as a non- profit with revenue streams. 3. You have a proven business model that creates impact on a localised level, and that impact is tested and proven. 4. You have grown the business model to some degree already and understand what it takes to replicate it. 5. You want to know if your social business model is scalable, and whether or not it makes sense to invest in scaling. 4
  • 5. Caveats 1. There is no magic one-size-fits-all process that will apply across the board. This framework covers the most important considerations but you may have to pick and choose what applies to you. 2. Scaling is rarely a linear process. While the framework is necessarily laid out step-by-step, you can work through the different pieces in parallel or separately as needed. 3. This framework is focused on scaling rather than growth. If you are looking to incrementally set up operations in another location or enter another market, then this framework will still offer you value, but some aspects of it may only be applicable a bit further down the line. 5
  • 7. While scaling is often used as an interchangeable term for growth, there is in fact an important distinction ... 7
  • 8. Growth refers to an incremental increase in impact or revenue with a directly correlated (incremental) increase in resources Scaling however, refers to an exponential increase in impact or revenue but with only an incremental increase in resources 8
  • 9. Given the size of need related to many social issues, combined with the fact that there are limited resources for addressing those needs, it is often more practical to think in terms of scaling rather than growth. 9
  • 10. Unless your model was designed for scaling right from the start, separating the scale of impact or revenue from being limited by the size of your operations typically requires a degree of redesign. 10
  • 11. Growth therefore has primarily operational implications, while scaling has both design and operational implications. 11
  • 13. This guide adapts the PATRI Framework for scaling social businesses in particular. 13
  • 14. It will take you step by step through a series of key questions that will help you decide whether or not scaling is feasible for you and if so, to produce an effective scaling plan that you can follow during implementation. 14
  • 15. The level of robustness with which you review each question will strongly influence your ability to scale without necessarily suffering the growing pains, financial stresses and impact losses that organisations can experience when scaling. 15
  • 16. The 5 major risks to successful scaling are 1. Unclear purpose 2. Inapplicable design 3. Non-transferable processes 4. Unprepared teams 5. Poor implementation planning 16
  • 17. Each stage of the framework addresses these different pitfalls in scaling, and is split into a series of key factors that will help you manage both risks and outcomes. 17
  • 18. At it’s core, the Framework asks 5 questions 18
  • 19. 1 Is your purpose clear and well defined? 19
  • 20. 2 Is your solution applicable at scale? 20
  • 21. 3 Is your model systematised and transferable? 21
  • 22. 4 Is your organisation ready to scale? 22
  • 23. 5 Is your implementation planning robust? 23
  • 26. The 1st step of the Framework is to define purpose and targets, without which you have no sensible basis for planning or design. Purpose 26
  • 27. 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 27
  • 28. 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 28
  • 30. As a social business, is your primary goal to increase impact or drive business growth? Purpose 30 Primary Goal
  • 31. Do you understand the true scale of the problem you are trying to address? Purpose 31 Problem Definition
  • 32. Do you have an initial selection of areas or demographics for scaling based on urgency of need? Purpose 32 Selection
  • 33. Do you have a clear vision of what the problem will look like when it’s fixed on a larger scale? Purpose 33 Vision
  • 34. Do you have outcome based targets for scaling? Purpose 34 Targets
  • 35. Clarifying your purpose will play a key role in ensuring that you have a strong basis for decision-making, not only when reviewing design but also in situations where financial survival threatens quality of impact. Purpose 35
  • 36. If you need further help with addressing purpose, more detail is provided in a linked presentation called ... “Defining Purpose: A Guide To Scaling Social Business” Purpose 36
  • 38. The 2nd step of the Framework is to understand whether or not your solution is capable of achieving your chosen targets i.e. if it will still be applicable and viable at the scale you are aiming for. Applicability (Viability) 38
  • 39. Operating practices and models that apply on a local level do not necessarily apply on a larger scale. Depending on your model and how it is designed and delivered, scaling can either bring economies or a series of additional costs. Applicability (Viability) 39
  • 40. In the case of social businesses, whether or not a solution will be applicable at scale hinges primarily around whether or not it will be financially viable at scale. Applicability (Viability) 40
  • 41. The main aim of assessing viability is thus to check whether or not your model is likely to 1. Scale as is 2. Need some tweaking, 3. Require significant rework, or 4. Not be scalable at all Applicability (Viability) 41
  • 43. Is there a demand for your impact-oriented product or service? Applicability (Viability) 43 Demand
  • 44. Are there significant variations in market dynamics at scale? Applicability (Viability) 44 Market Variances
  • 45. Will your business model be cost effective at scale? Applicability (Viability) 45 Cost Effectiveness
  • 46. Does your model have competitors in the environments you have chosen for scaling? 1. Non-profit providers 2. Equivalent social businesses 3. Purely commercial competitors Applicability (Viability) 46 Competition
  • 47. Could you realistically grow your business model organically to meet the size of need or demand? Applicability (Viability) 47 Feasibility of Organic Growth
  • 48. Will scaling generate economies that could improve viability? Applicability (Viability) 48 Efficiencies & Scale Economies
  • 49. Will you need significant external financing, and will that finance be affordable? Applicability (Viability) 49 Financing
  • 50. By this stage you should have a good sense of whether or not your business model is likely to be financially viable when scaling. Applicability (Viability) 50
  • 51. If your business model appears viable, then it is worth testing the waters externally to see if you can raise interest in terms of support or finance. For this you will need: 1. A high-level business plan 2. A summary pitch for raising money Applicability (Viability) 51
  • 52. If it doesn’t seem to be viable, then you could loop back through the process and reconsider 1. Your chosen areas or demographics 2. The pathways you have chosen for scaling Applicability (Viability) 52
  • 53. If you do however find that it isn’t feasible to scale at all, then you could still consider increasing the reach of your impact indirectly, by making your business model open and available for others to copy and improve upon. Applicability (Viability) 53
  • 54. If you need further help with addressing applicability, more detail is provided in a linked presentation called ... “Applicability at Scale: A Guide To Scaling Social Business” Applicability (Viability) 54
  • 56. The 3rd step of the Framework is to enable your model 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. 56 III Transferability
  • 57. 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. Applicability 57 III Transferability
  • 58. It is a critical foundation for the replicability needed in scaling, and for ensuring a standardised quality of output and impact.. Applicability 58 III Transferability
  • 59. Finally, systematising your processes will also improve efficiency and effectiveness in delivery. Applicability 59 III Transferability
  • 61. Do you have a good understanding of how the components of your model fit together in order to create both impact and financial viability? Applicability 61 III Transferability Core Components
  • 62. Do you have a good understanding of which programs are critical for each component? & Do you have systematic guidelines, processes and operating standards for each of these critical programs? 62 III Transferability Critical Programmes
  • 63. Do you have a good understanding of the chronological operational priority for setting up the delivery of these programs in the order needed to ensure impact and financial viability? Applicability 63 III Transferability Chronological Priority
  • 64. Do you have a systematic impact monitoring methodology? 64 III Transferability Impact Monitoring
  • 65. Do you have a formal quality control mechanism? III Transferability 65 Quality Control
  • 66. At this stage, you should ideally aim for a practical level of documentation that is enough to ensure that your model is at least consistently replicable by within the boundaries of your own organisation. Applicability III Transferability 66
  • 67. If and when you do get to the stage of working with partners, you can then formalise this documentation for external use. Applicability III Transferability 67
  • 68. If you need further help with addressing transferability, more detail is provided in a linked presentation called ... “Transferability for Scale: A Guide To Scaling Social Business” III Transferability 68
  • 70. The 4th step of the Framework is to establish whether or not your organisation and people are ready for scaling, and if not, what you can do about it. IV Readiness 70
  • 71. Once you know exactly what it is you plan to scale, you can begin to evaluate if scaling will in fact be something you can feasibly follow through without putting your impact or organisation at serious risk. IV Readiness 71
  • 72. It is worth evaluating organisational readiness prior to implementation because the costs involved are typically significant, not just in terms of hardware, but also in terms of time and effort required to embed new working practices. IV Readiness 72
  • 73. Once you go past this stage, you will also begin to commit significant resources to scaling, and it will get harder and more painful to back out or change direction if things don’t work out as planned. IV Readiness 73
  • 74. As the costs and implications aggregate, this therefore is the final stage at which you can safely decide whether or not to proceed with scaling in the way you expect. IV Readiness 74
  • 76. Does your organisational design aid scaling? IV Readiness 76 Organisational Design
  • 77. Do you understand the optimal size and structure needed for achieving your chosen impact and scaling targets? 1. Skills 2. Capacity 3. Teams IV Readiness 77 Optimal Size
  • 78. Is your organisation dependent on a single/primary decision maker for operations and management? & If so, do they have spare capacity to manage the design and implementation needed for scaling? IV Readiness 78 Decision Making
  • 79. Are you and your teams/staff aware of, and bought into, the changes and challenges that scaling will bring? IV Readiness 79 Resistance to Change
  • 80. Does your organisation have a strong knowledge sharing and learning culture? IV Readiness 80 Knowledge
  • 81. Do you have a capable and scalable technology infrastructure? IV Readiness 81 Technology
  • 82. Is your current physical infrastructure capable of supporting the organisational growth that is likely to result from scaling? IV Readiness 82 Infrastructure
  • 83. If the costs of organisational readiness seem too high, you could consider sharing and re-use strategies, or limit your scale ambitions to prevent overloading your physical and logistical resources. IV Readiness 83
  • 84. You could also adjust your design to increase independence and autonomy of partners or local units to reduce the load on your organisation, or simply decide to let others scale your impact for you by making your model replicable and openly available for them to independently use and apply. IV Readiness 84
  • 85. If you need further help with addressing readiness, more detail is provided in a linked presentation called ... “Readiness to Scale: A Guide To Scaling Social Business” IV Readiness 85
  • 87. The 5th and final step of the Framework is to plan the journey and manage implementation when scaling. V Implementation 87
  • 88. Everything up to this point falls under the category of due diligence, not only to help you adjust your design to work on a larger scale, but also to decide whether or not to scale at all. From here on however, your primary challenges will relate to the practicalities of execution (implementation). V Implementation 88
  • 89. A robust scaling plan will 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. V Implementation 89
  • 90. For this you will need an implementation roadmap V Implementation 90
  • 91. 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. V Implementation 91
  • 92. The process of scaling can be broken into five phases ... V Implementation 92
  • 94. 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. V Implementation 94
  • 95. This is the first stage of implementation, primarily involving diligence around purpose, applicability, transferability and organisational readiness. If you've worked your way through the previous sections of this framework, you should already have most of the planning phase covered. V Implementation 95 1 Planning
  • 96. Once you’ve got your planning done, the next phase is to find the necessary resources 1. Financial 2. Human 3. Technological 4. Infrastructural V Implementation 96 2 Resourcing
  • 97. Set-up is where you get your operations ready and make them scalable. V Implementation 97 3 Set-up
  • 98. Execution involves delivering and rolling out impact and revenues on your chosen scale. V Implementation 98 4 Execution
  • 99. Once you’ve scaled up, and your new operations are reaching need and servicing demand, you will reach the final stage, which essentially involves maintaining quality and supporting your planned rate of expansion. V Implementation 99 5 Impact Monitoring & Quality Control
  • 100. When planning implementation, you may need to break your activities into a series of work-streams that reflect different operational aspects ... V Implementation 100
  • 101. Core Implementation Streams Strategy & Planning Finance and Fund-raising Human Resources Infrastructure Technology Internal & External Communications Partner Management Handover Materials (as necessary) Training / Advisory (as necessary) Impact Monitoring & Quality Control V Implementation 101
  • 102. You can then visualise the phases and work-streams as a roadmap to support both communication and time planning ... V Implementation 102
  • 103. Sample Implementation Roadmap Implementation Source – PATRI Framework for Scaling Social Impact © Rizwan Tayabali, 2014
  • 104. Once you have the roadmap visualised, you can convert it into a formal Gantt Chart for managing implementation, and combine it with your business plans or funding proposals for added robustness. V Implementation 104
  • 105. If you need further help with addressing implementation, more detail is provided in a linked presentation called ... “Implementation at Scale: A Guide To Scaling Social Business” V Implementation 105
  • 106. 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. 106 PATRI Framework