SlideShare a Scribd company logo
Transferability for Scale:
A Guide for Scaling Social Business
Rizwan Tayabali
Supported by Ashoka Globalizer
2
Adapted from
The PATRI Framework
for Scaling Social Impact
© Rizwan Tayabali, 2014
3
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
PATRI
Framework
I
Purpose
II
Applicability
(Viability)
III
Transferability
IV
Readiness
V
Implementation
5
An overview of the complete
PATRI Framework, is provided in a
linked presentation called ...
“PATRI Framework for Scaling
Social Business”
6
PATRI
Framework
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
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
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)
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.
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.
Transferability
12
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
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
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
Key
Factors
Core
Components
Critical
Programmes
Chronological
Priority
Impact
Monitoring
Quality
Control
16
Transferability
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
Start by identifying all the
different elements of your model that
directly drive impact and revenue.
These are your core components.
Transferability
Core
Components
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
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
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
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
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
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
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
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
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
As your reach increases, so will the challenge
and complexity of monitoring impact.
Transferability
Impact
Monitoring
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
A simple, standardised and repeatable process
of periodic benchmarking is what you will need
to monitor impact at scale.
Transferability
Impact
Monitoring
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
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
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
Standardising your model may not be enough
to ensure consistency, especially if your scaling
approach involves other players.
Transferability
Quality
Control
It is therefore worth developing a systematic
monitoring and control methodology to ensure
a consistent level of quality in delivery.
Transferability
Quality
Control
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
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
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
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
©Rizwan Tayabali, 2014
40

More Related Content

What's hot

UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...
Danielle Butler-Miles
 
The 9 vector view of human performance
The 9 vector view of  human performanceThe 9 vector view of  human performance
The 9 vector view of human performance
Arun Kumar
 
How to create an effective lean daily work management system
How to create an effective lean daily work management systemHow to create an effective lean daily work management system
How to create an effective lean daily work management system
globalsevensteps
 
CMToolkitv5
CMToolkitv5CMToolkitv5
CMToolkitv5
Leanleaders.org
 
Five phases of lean roadmap
Five phases of lean roadmap Five phases of lean roadmap
Five phases of lean roadmap
globalsevensteps
 
Business transformation quick guide
Business transformation quick guideBusiness transformation quick guide
Business transformation quick guide
Maven
 
SAP and Change Management
SAP and Change ManagementSAP and Change Management
SAP and Change Management
Flevy.com Best Practices
 
Session 2 ( p.m)
Session 2 ( p.m)Session 2 ( p.m)
Session 2 ( p.m)
hebaeldaly
 
business-transformation-corporate-agenda
business-transformation-corporate-agendabusiness-transformation-corporate-agenda
business-transformation-corporate-agenda
Alina Aronova, MBA
 
Change management white paper
Change management white paperChange management white paper
Change management white paper
Infosys Consulting
 
Step 3 Guidelines
Step 3 GuidelinesStep 3 Guidelines
Step 3 Guidelines
PMSD Roadmap
 
Session 2 ( p.m).ppt office 2003
Session 2 ( p.m).ppt office 2003Session 2 ( p.m).ppt office 2003
Session 2 ( p.m).ppt office 2003
hebaeldaly
 
NuStratis Brochure
NuStratis BrochureNuStratis Brochure
NuStratis Brochure
Adrian Arbelaez
 
Step 8 Guidelines
Step 8 GuidelinesStep 8 Guidelines
Step 8 Guidelines
PMSD Roadmap
 
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital World
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital WorldThe ‘SUBLIME’ Approach to Transforming Organizations in the Digital World
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital World
Murad Salman Mirza
 
Strategy Execution Cycle
Strategy Execution CycleStrategy Execution Cycle
Strategy Execution Cycle
Insight Experience
 
@Note 26 paper abstracts 2016 conferences
@Note 26 paper abstracts  2016 conferences@Note 26 paper abstracts  2016 conferences
@Note 26 paper abstracts 2016 conferences
Strategic Business & IT Services
 
Merger Implementation Steps+Issues
Merger Implementation Steps+IssuesMerger Implementation Steps+Issues
Merger Implementation Steps+Issues
Hal Amens
 
Organizing for Lean: Autonomy, Recursion and Cohesion
Organizing for Lean: Autonomy, Recursion and CohesionOrganizing for Lean: Autonomy, Recursion and Cohesion
Organizing for Lean: Autonomy, Recursion and Cohesion
Benjamin Sagalovsky
 
Organisational Change Management in ERP Projects
Organisational Change Management in ERP Projects Organisational Change Management in ERP Projects
Organisational Change Management in ERP Projects
Lumenia Consulting
 

What's hot (20)

UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...
 
The 9 vector view of human performance
The 9 vector view of  human performanceThe 9 vector view of  human performance
The 9 vector view of human performance
 
How to create an effective lean daily work management system
How to create an effective lean daily work management systemHow to create an effective lean daily work management system
How to create an effective lean daily work management system
 
CMToolkitv5
CMToolkitv5CMToolkitv5
CMToolkitv5
 
Five phases of lean roadmap
Five phases of lean roadmap Five phases of lean roadmap
Five phases of lean roadmap
 
Business transformation quick guide
Business transformation quick guideBusiness transformation quick guide
Business transformation quick guide
 
SAP and Change Management
SAP and Change ManagementSAP and Change Management
SAP and Change Management
 
Session 2 ( p.m)
Session 2 ( p.m)Session 2 ( p.m)
Session 2 ( p.m)
 
business-transformation-corporate-agenda
business-transformation-corporate-agendabusiness-transformation-corporate-agenda
business-transformation-corporate-agenda
 
Change management white paper
Change management white paperChange management white paper
Change management white paper
 
Step 3 Guidelines
Step 3 GuidelinesStep 3 Guidelines
Step 3 Guidelines
 
Session 2 ( p.m).ppt office 2003
Session 2 ( p.m).ppt office 2003Session 2 ( p.m).ppt office 2003
Session 2 ( p.m).ppt office 2003
 
NuStratis Brochure
NuStratis BrochureNuStratis Brochure
NuStratis Brochure
 
Step 8 Guidelines
Step 8 GuidelinesStep 8 Guidelines
Step 8 Guidelines
 
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital World
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital WorldThe ‘SUBLIME’ Approach to Transforming Organizations in the Digital World
The ‘SUBLIME’ Approach to Transforming Organizations in the Digital World
 
Strategy Execution Cycle
Strategy Execution CycleStrategy Execution Cycle
Strategy Execution Cycle
 
@Note 26 paper abstracts 2016 conferences
@Note 26 paper abstracts  2016 conferences@Note 26 paper abstracts  2016 conferences
@Note 26 paper abstracts 2016 conferences
 
Merger Implementation Steps+Issues
Merger Implementation Steps+IssuesMerger Implementation Steps+Issues
Merger Implementation Steps+Issues
 
Organizing for Lean: Autonomy, Recursion and Cohesion
Organizing for Lean: Autonomy, Recursion and CohesionOrganizing for Lean: Autonomy, Recursion and Cohesion
Organizing for Lean: Autonomy, Recursion and Cohesion
 
Organisational Change Management in ERP Projects
Organisational Change Management in ERP Projects Organisational Change Management in ERP Projects
Organisational Change Management in ERP Projects
 

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

Establishing Your Workforce Capability Framework
Establishing Your Workforce Capability FrameworkEstablishing Your Workforce Capability Framework
Establishing Your Workforce Capability Framework
Acorn
 
Novaces wp system_cpi_june2009
Novaces wp system_cpi_june2009Novaces wp system_cpi_june2009
Novaces wp system_cpi_june2009
Utkan Uluçay, MSc., CDDP
 
6 Sigma - Chapter7
6 Sigma - Chapter76 Sigma - Chapter7
6 Sigma - Chapter7
Jitesh Gaurav
 
Continuous Improvement Effectiveness at Group50
Continuous Improvement Effectiveness at Group50Continuous Improvement Effectiveness at Group50
Continuous Improvement Effectiveness at Group50
Group50 Consulting
 
Encouraging Business Excellence through Continuous Improvement
Encouraging Business Excellence through Continuous ImprovementEncouraging Business Excellence through Continuous Improvement
Encouraging Business Excellence through Continuous Improvement
Group50 Consulting
 
Elements of Continuous Improvement with Group50
Elements of Continuous Improvement with Group50Elements of Continuous Improvement with Group50
Elements of Continuous Improvement with Group50
Group50 Consulting
 
Effective Talent Management Strategy: Assessing Needs and Aspirations
Effective Talent Management Strategy: Assessing Needs and AspirationsEffective Talent Management Strategy: Assessing Needs and Aspirations
Effective Talent Management Strategy: Assessing Needs and Aspirations
Wowledge
 
Continous process improvement
Continous process improvementContinous process improvement
Continous process improvement
Sarfraz Ashraf
 
Quality Princilple
Quality PrincilpleQuality Princilple
Quality Princilple
TRIGON
 
Agility Beyond the Development Team
Agility Beyond the Development TeamAgility Beyond the Development Team
Agility Beyond the Development Team
Endava
 
Importance of CMMI ( Jasveer Singh)
Importance of CMMI ( Jasveer Singh)Importance of CMMI ( Jasveer Singh)
Importance of CMMI ( Jasveer Singh)
JSingh31
 
Effective Talent Management Strategy: Adapting Practices and Plans
Effective Talent Management Strategy: Adapting Practices and PlansEffective Talent Management Strategy: Adapting Practices and Plans
Effective Talent Management Strategy: Adapting Practices and Plans
Wowledge
 
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-last
The DevOps promise:  IT delivery that’s hot-off-the-catwalk and made-to-lastThe DevOps promise:  IT delivery that’s hot-off-the-catwalk and made-to-last
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-last
Peter Shirley-Quirk
 
Optimize Your Quality Management System
Optimize Your Quality Management SystemOptimize Your Quality Management System
Optimize Your Quality Management System
Quality & Regulatory Network LLC
 
Project delivery standardization framework innovate vancouver
Project delivery standardization framework  innovate vancouverProject delivery standardization framework  innovate vancouver
Project delivery standardization framework innovate vancouver
Innovate Vancouver
 
Unlocking Growth: 5 Vital Steps for Business Process Transformation
Unlocking Growth: 5 Vital Steps for Business Process TransformationUnlocking Growth: 5 Vital Steps for Business Process Transformation
Unlocking Growth: 5 Vital Steps for Business Process Transformation
Katpro Technologies
 
chapter 11 Managing Internal OperationsActions That Promote Go
chapter 11 Managing Internal OperationsActions That Promote Gochapter 11 Managing Internal OperationsActions That Promote Go
chapter 11 Managing Internal OperationsActions That Promote Go
EstelaJeffery653
 
Services
ServicesServices
Services
Will Levy
 
Jile | 5 dimensions on scaling agile
Jile | 5 dimensions on scaling agileJile | 5 dimensions on scaling agile
Jile | 5 dimensions on scaling agile
Jile
 
Strategic Supply Chain Management (English Version)
Strategic Supply Chain Management (English Version)Strategic Supply Chain Management (English Version)
Strategic Supply Chain Management (English Version)
YogaIrsyadillahNusan
 

Similar to PATRI 03. Transferability for Scale: A Guide for Scaling Social Business (20)

Establishing Your Workforce Capability Framework
Establishing Your Workforce Capability FrameworkEstablishing Your Workforce Capability Framework
Establishing Your Workforce Capability Framework
 
Novaces wp system_cpi_june2009
Novaces wp system_cpi_june2009Novaces wp system_cpi_june2009
Novaces wp system_cpi_june2009
 
6 Sigma - Chapter7
6 Sigma - Chapter76 Sigma - Chapter7
6 Sigma - Chapter7
 
Continuous Improvement Effectiveness at Group50
Continuous Improvement Effectiveness at Group50Continuous Improvement Effectiveness at Group50
Continuous Improvement Effectiveness at Group50
 
Encouraging Business Excellence through Continuous Improvement
Encouraging Business Excellence through Continuous ImprovementEncouraging Business Excellence through Continuous Improvement
Encouraging Business Excellence through Continuous Improvement
 
Elements of Continuous Improvement with Group50
Elements of Continuous Improvement with Group50Elements of Continuous Improvement with Group50
Elements of Continuous Improvement with Group50
 
Effective Talent Management Strategy: Assessing Needs and Aspirations
Effective Talent Management Strategy: Assessing Needs and AspirationsEffective Talent Management Strategy: Assessing Needs and Aspirations
Effective Talent Management Strategy: Assessing Needs and Aspirations
 
Continous process improvement
Continous process improvementContinous process improvement
Continous process improvement
 
Quality Princilple
Quality PrincilpleQuality Princilple
Quality Princilple
 
Agility Beyond the Development Team
Agility Beyond the Development TeamAgility Beyond the Development Team
Agility Beyond the Development Team
 
Importance of CMMI ( Jasveer Singh)
Importance of CMMI ( Jasveer Singh)Importance of CMMI ( Jasveer Singh)
Importance of CMMI ( Jasveer Singh)
 
Effective Talent Management Strategy: Adapting Practices and Plans
Effective Talent Management Strategy: Adapting Practices and PlansEffective Talent Management Strategy: Adapting Practices and Plans
Effective Talent Management Strategy: Adapting Practices and Plans
 
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-last
The DevOps promise:  IT delivery that’s hot-off-the-catwalk and made-to-lastThe DevOps promise:  IT delivery that’s hot-off-the-catwalk and made-to-last
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-last
 
Optimize Your Quality Management System
Optimize Your Quality Management SystemOptimize Your Quality Management System
Optimize Your Quality Management System
 
Project delivery standardization framework innovate vancouver
Project delivery standardization framework  innovate vancouverProject delivery standardization framework  innovate vancouver
Project delivery standardization framework innovate vancouver
 
Unlocking Growth: 5 Vital Steps for Business Process Transformation
Unlocking Growth: 5 Vital Steps for Business Process TransformationUnlocking Growth: 5 Vital Steps for Business Process Transformation
Unlocking Growth: 5 Vital Steps for Business Process Transformation
 
chapter 11 Managing Internal OperationsActions That Promote Go
chapter 11 Managing Internal OperationsActions That Promote Gochapter 11 Managing Internal OperationsActions That Promote Go
chapter 11 Managing Internal OperationsActions That Promote Go
 
Services
ServicesServices
Services
 
Jile | 5 dimensions on scaling agile
Jile | 5 dimensions on scaling agileJile | 5 dimensions on scaling agile
Jile | 5 dimensions on scaling agile
 
Strategic Supply Chain Management (English Version)
Strategic Supply Chain Management (English Version)Strategic Supply Chain Management (English Version)
Strategic Supply Chain Management (English Version)
 

More from Rizwan Tayabali

Managing Projects - A Guide For Social Entrepreneurs
Managing Projects - A Guide For Social EntrepreneursManaging Projects - A Guide For Social Entrepreneurs
Managing Projects - A Guide For Social Entrepreneurs
Rizwan Tayabali
 
Why Social Enterprises Need Strong Brands
Why Social Enterprises Need Strong BrandsWhy Social Enterprises Need Strong Brands
Why Social Enterprises Need Strong Brands
Rizwan Tayabali
 
Sample 3yr Vision Roadmap
Sample 3yr Vision RoadmapSample 3yr Vision Roadmap
Sample 3yr Vision Roadmap
Rizwan Tayabali
 
What Is Social Return On Investment (SROI) And How Do You Apply It?
What Is Social Return On Investment (SROI) And How Do You Apply It?What Is Social Return On Investment (SROI) And How Do You Apply It?
What Is Social Return On Investment (SROI) And How Do You Apply It?
Rizwan Tayabali
 
Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1
Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1
Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1
Rizwan Tayabali
 
What Is Multi Channel Retail?: Benefits, Challenges and Impacts
What Is Multi Channel Retail?: Benefits, Challenges and ImpactsWhat Is Multi Channel Retail?: Benefits, Challenges and Impacts
What Is Multi Channel Retail?: Benefits, Challenges and Impacts
Rizwan Tayabali
 

More from Rizwan Tayabali (6)

Managing Projects - A Guide For Social Entrepreneurs
Managing Projects - A Guide For Social EntrepreneursManaging Projects - A Guide For Social Entrepreneurs
Managing Projects - A Guide For Social Entrepreneurs
 
Why Social Enterprises Need Strong Brands
Why Social Enterprises Need Strong BrandsWhy Social Enterprises Need Strong Brands
Why Social Enterprises Need Strong Brands
 
Sample 3yr Vision Roadmap
Sample 3yr Vision RoadmapSample 3yr Vision Roadmap
Sample 3yr Vision Roadmap
 
What Is Social Return On Investment (SROI) And How Do You Apply It?
What Is Social Return On Investment (SROI) And How Do You Apply It?What Is Social Return On Investment (SROI) And How Do You Apply It?
What Is Social Return On Investment (SROI) And How Do You Apply It?
 
Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1
Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1
Cross-Channel Retailing: Leveraging Multi-Channel Assets (ARC Presentation) V1
 
What Is Multi Channel Retail?: Benefits, Challenges and Impacts
What Is Multi Channel Retail?: Benefits, Challenges and ImpactsWhat Is Multi Channel Retail?: Benefits, Challenges and Impacts
What Is Multi Channel Retail?: Benefits, Challenges and Impacts
 

Recently uploaded

CBO's Immigration Projections - Presentation
CBO's Immigration Projections - PresentationCBO's Immigration Projections - Presentation
CBO's Immigration Projections - Presentation
Congressional Budget Office
 
History Of Balochistan amazing .pptx / HOB
History Of Balochistan amazing .pptx      / HOBHistory Of Balochistan amazing .pptx      / HOB
History Of Balochistan amazing .pptx / HOB
uzma baloch
 
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
teeaszt
 
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
zvpwjpty
 
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
Milton Keynes Hospital Charity - A guide to leaving a gift in your WillMilton Keynes Hospital Charity - A guide to leaving a gift in your Will
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
fundraising4
 
G7 Apulia Leaders Communique, June 2024 (1).pdf
G7 Apulia Leaders Communique, June 2024 (1).pdfG7 Apulia Leaders Communique, June 2024 (1).pdf
G7 Apulia Leaders Communique, June 2024 (1).pdf
Energy for One World
 
G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, 14th June 2024G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, 14th June 2024
Energy for One World
 
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Health Insurance Coverage for the U.S. Population, 2024 to 2034Health Insurance Coverage for the U.S. Population, 2024 to 2034
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Congressional Budget Office
 
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
vfefek
 
karnataka housing board schemes . all schemes
karnataka housing board schemes . all schemeskarnataka housing board schemes . all schemes
karnataka housing board schemes . all schemes
narinav14
 
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
dj1cx4ex
 
UN SDSN Sustainable Development Report 2024
UN SDSN Sustainable Development Report 2024UN SDSN Sustainable Development Report 2024
UN SDSN Sustainable Development Report 2024
Energy for One World
 
Indira awas yojana housing scheme renamed as PMAY
Indira awas yojana housing scheme renamed as PMAYIndira awas yojana housing scheme renamed as PMAY
Indira awas yojana housing scheme renamed as PMAY
narinav14
 
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
afsebu
 
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
taqyea
 
How To Cultivate Community Affinity Throughout The Generosity Journey
How To Cultivate Community Affinity Throughout The Generosity JourneyHow To Cultivate Community Affinity Throughout The Generosity Journey
How To Cultivate Community Affinity Throughout The Generosity Journey
Aggregage
 
GUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdf
GUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdfGUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdf
GUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdf
ProexportColombia1
 
Bharat Mata - History of Indian culture.pdf
Bharat Mata - History of Indian culture.pdfBharat Mata - History of Indian culture.pdf
Bharat Mata - History of Indian culture.pdf
Bharat Mata
 
Lecture 7 Module VII Agriculture Insurance - Support Services (2).pdf
Lecture 7 Module VII Agriculture Insurance - Support Services (2).pdfLecture 7 Module VII Agriculture Insurance - Support Services (2).pdf
Lecture 7 Module VII Agriculture Insurance - Support Services (2).pdf
tshree896
 
ColombiaPresentation.pptx macroeconomics
ColombiaPresentation.pptx macroeconomicsColombiaPresentation.pptx macroeconomics
ColombiaPresentation.pptx macroeconomics
JuanFelipeHerrera4
 

Recently uploaded (20)

CBO's Immigration Projections - Presentation
CBO's Immigration Projections - PresentationCBO's Immigration Projections - Presentation
CBO's Immigration Projections - Presentation
 
History Of Balochistan amazing .pptx / HOB
History Of Balochistan amazing .pptx      / HOBHistory Of Balochistan amazing .pptx      / HOB
History Of Balochistan amazing .pptx / HOB
 
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
一比一原版(Adelaide毕业证)阿德莱德大学毕业证如何办理
 
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
在线制作(umich毕业证书)美国密歇根大学毕业证学位证书原版一模一样
 
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
Milton Keynes Hospital Charity - A guide to leaving a gift in your WillMilton Keynes Hospital Charity - A guide to leaving a gift in your Will
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
 
G7 Apulia Leaders Communique, June 2024 (1).pdf
G7 Apulia Leaders Communique, June 2024 (1).pdfG7 Apulia Leaders Communique, June 2024 (1).pdf
G7 Apulia Leaders Communique, June 2024 (1).pdf
 
G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, 14th June 2024G7 Apulia Leaders Communique, 14th June 2024
G7 Apulia Leaders Communique, 14th June 2024
 
Health Insurance Coverage for the U.S. Population, 2024 to 2034
Health Insurance Coverage for the U.S. Population, 2024 to 2034Health Insurance Coverage for the U.S. Population, 2024 to 2034
Health Insurance Coverage for the U.S. Population, 2024 to 2034
 
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
一比一原版(uoit毕业证书)加拿大安大略理工大学毕业证如何办理
 
karnataka housing board schemes . all schemes
karnataka housing board schemes . all schemeskarnataka housing board schemes . all schemes
karnataka housing board schemes . all schemes
 
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
在线办理(西班牙UPV毕业证书)瓦伦西亚理工大学毕业证毕业完成信一模一样
 
UN SDSN Sustainable Development Report 2024
UN SDSN Sustainable Development Report 2024UN SDSN Sustainable Development Report 2024
UN SDSN Sustainable Development Report 2024
 
Indira awas yojana housing scheme renamed as PMAY
Indira awas yojana housing scheme renamed as PMAYIndira awas yojana housing scheme renamed as PMAY
Indira awas yojana housing scheme renamed as PMAY
 
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
一比一原版英国阿伯丁大学毕业证(AU毕业证书)学历如何办理
 
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
一比一原版(utas学位证书)澳洲塔斯马尼亚大学毕业证成绩单一模一样
 
How To Cultivate Community Affinity Throughout The Generosity Journey
How To Cultivate Community Affinity Throughout The Generosity JourneyHow To Cultivate Community Affinity Throughout The Generosity Journey
How To Cultivate Community Affinity Throughout The Generosity Journey
 
GUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdf
GUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdfGUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdf
GUIA_LEGAL_CHAPTER_6_IMMIGRATION_REGIME.pdf
 
Bharat Mata - History of Indian culture.pdf
Bharat Mata - History of Indian culture.pdfBharat Mata - History of Indian culture.pdf
Bharat Mata - History of Indian culture.pdf
 
Lecture 7 Module VII Agriculture Insurance - Support Services (2).pdf
Lecture 7 Module VII Agriculture Insurance - Support Services (2).pdfLecture 7 Module VII Agriculture Insurance - Support Services (2).pdf
Lecture 7 Module VII Agriculture Insurance - Support Services (2).pdf
 
ColombiaPresentation.pptx macroeconomics
ColombiaPresentation.pptx macroeconomicsColombiaPresentation.pptx macroeconomics
ColombiaPresentation.pptx macroeconomics
 

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

  • 1. Transferability for Scale: A Guide 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. 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
  • 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. 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. 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. 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. 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. 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.
  • 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. 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. 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
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. As your reach increases, so will the challenge and complexity of monitoring impact. Transferability Impact Monitoring
  • 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. A simple, standardised and repeatable process of periodic benchmarking is what you will need to monitor impact at scale. Transferability Impact Monitoring
  • 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. 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. 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. Standardising your model may not be enough to ensure consistency, especially if your scaling approach involves other players. Transferability Quality Control
  • 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. 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. 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. 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. 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