DIY Framework to help social enterprises and social businesses to scale their impact and operations.The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale.
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
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.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
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PATRI 01. Defining Purpose: A Guide for Scaling Social BusinessRizwan Tayabali
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.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
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.
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
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.
PATRI 02. Applicability & Viability at Scale: A Guide for Scaling Social Busi...Rizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve viability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The Definitive Guide to Scaling Social EnterpriseRizwan Tayabali
The Definitive Guide to Scaling Social Enterprises, outlining 12 new models for scaling social outcomes that are more effective than the traditional commercial mechanisms of organic growth, franchising, acquisition and merger.
(Click the notes tab below the slides for more detail)
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 01. Defining Purpose: A Guide for Scaling Social BusinessRizwan Tayabali
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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.
What organizational structures are most conducive to Lean implementation? Which ones are not?
If the existing organization is not conducive to Lean, how can one structure the Lean deployment to maximize the likelihood of success?
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...MSc Nivaldo Tadeu Marcusso
The Strategic Management using tools and methodologies that will face downturns, crises and business opportunities.
From Arnold Hax to Kaplan & Norton: The perfect combination of formulation and execution of the Corporate Strategy.
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)
What organizational structures are most conducive to Lean implementation? Which ones are not?
If the existing organization is not conducive to Lean, how can one structure the Lean deployment to maximize the likelihood of success?
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...MSc Nivaldo Tadeu Marcusso
The Strategic Management using tools and methodologies that will face downturns, crises and business opportunities.
From Arnold Hax to Kaplan & Norton: The perfect combination of formulation and execution of the Corporate Strategy.
'Don't Assume! Measure!' Before any transformation or change program is started The organisation and its leadership must be able to answer two questions 1. How Ready are we for this Change? and 2. What is our Change Capability (Agility) as an organisation? This paer look at leveraging management science to measure maturity levels that relate to both questions based on Dynamic Systems Maturity Theory.
The organisation is a system of interrelated and interdependent elements (People, Process, Tools etc.) and as such is somewhat complex. Organisation Agility (Change Capability) is primarily determined by the Organisation System Maturity. By building the right organisation capabilities and their maturity levels we can improve its agility. This paper presents a method for building Change Capability Maturity (Agility) leveraging the Organisation Capability Maturity Framework (which is underpinned by Dynamic Systems Maturity Theory) couples with Agile Practice roll out (leveraging the Agile Manifesto & Principals)
Unleashing the Power of Scalability in Your BusinessSachinBhagat30
"Unleashing the Power of Scalability in Your Business" is your definitive guide to transforming your business into a dynamic and thriving entity in today's ever-evolving market. This comprehensive eBook, crafted with precision and expertise, delves into the intricate details of scalability, offering actionable insights that propel your business towards unprecedented growth.
Whether you're a seasoned entrepreneur or a budding business owner, this eBook empowers you with the knowledge and strategies needed to navigate the challenges and opportunities that come with scalability. From setting clear scalability goals and conducting SWOT analyses to optimizing business processes and embracing innovative leadership, each chapter is a step-by-step roadmap towards unlocking your business's full potential.
Buyers seeking to enhance their understanding of scalability will find value in the detailed exploration of critical topics, including strategic planning, streamlining processes, and building a scalable infrastructure. The eBook also addresses the pivotal role of technology in scaling businesses, covering cloud solutions, data-driven decision-making, and the impact of digital marketing strategies.
For those focused on human capital and organizational culture, chapters on talent acquisition, leadership development, and fostering a scalable workplace provide invaluable insights. Additionally, businesses aiming for global expansion will discover a wealth of information on entering international markets, adapting products for different regions, and navigating the complexities of globalization.
With "scalability strategies," "business growth tips" and "innovative leadership for enterprises," this eBook caters to the needs of individuals actively seeking to empower their businesses for sustained success. "Unleashing the Power of Scalability in Your Business" is more than just a guide; it's your companion on the journey to creating a resilient, adaptive, and scalable business that stands the test of time. Invest in your business's future now and unlock the secrets to scalable success!
Now that SharePoint is Deployed, How do I Measure Success?Christian Buckley
Session from the June 20, 2016 Unity Connect Online conference. This session shares data from the #MeasureCollabSuccess initiative and discusses the planning issues surrounding the definition of collaboration success with SharePoint, and how to begin developing the right monitoring and measurement strategy.
Once available, you will find the session recording here: https://www.unityconnect.com/online/session/sessionid/463
What is Business Architecture? Business Architecture is a powerful tool for planning your initiative roadmaps. Using capabilities as the basis for your planning enables strategic alignment across the business and IT, creates a common taxonomy and makes it easy to scope work and identify change impacts.
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
Introduction to performing an assessment of your company's product management...CompellingPM
The Product Management and Product Marketing Roles are some of the most strategically important roles in an organization and when well executed, can help the organization consistently deliver products and services that are successful in the market and result in increased revenue, market share and profitability. But unfortunately, these are also some of the most misunderstood roles and too often are relegated to tactical duties and miss out on delivering the strategic value and impact that they could deliver to the organization.
How do you ensure that your Product Management & Product Marketing team is consistently delivering strategic value? How do you know if the structure and process you have in place are right for your organization? How do you know if your team is doing all of the critical activities they should be doing? How do you know if you have the right people in these roles?
The starting point is to do an Assessment of Your Product & Market Management Practices.
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Earlier this year I presented to a group of executives on the AM Best innovation score. I reviewed the score for the past three years. Interviewed a number of executives on their application of the score. I am sharing a few tips, techniques, and checklists to try to define your own score.
Don't hesitate to share your findings and results.
Managing Projects - A Guide For Social EntrepreneursRizwan Tayabali
Overview of the key things you should know about managing projects. The content essentially applies to any type of enterprise, but the presentation is slightly tweaked for projects that have a social impact.
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For many of those who are looking to start up a social enterprise, the framework of Social Return on Investment (SROI) could prove to be crucial in both understanding and presenting our social impacts in economic terms. Anything that helps raise funding and support has to be worth taking seriously, so here's a short overview of
SROI.
3 critical challenges for retail and how to address them by leveraging your Multi-Channel Assets. Delivered at the ARC retail conference on 24th September, 2008.
What Is Multi Channel Retail?: Benefits, Challenges and ImpactsRizwan Tayabali
Multi-channel retailing is a deceptively easy concept. Simple in terminology, but complex to
explain and even more so to deliver. This paper provides an overview of what it is about, covering the
drivers, benefits, challenges and organizational changes needed to get there.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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
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
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
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