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
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 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 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.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
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.
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 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 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 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.
PATRI 00. Framework for Scaling Social Business - Rizwan TayabaliRizwan Tayabali
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.
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)
A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Chapter 12 managing new product development teamsMuhammad Anang
New product development often requires activities that are the responsibility of dif-ferent departments
within the organization. To facilitate coordination and cooperation across division boundaries,
many organizations create cross-functional new product development teams to lead and manage
the development process for the project.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Chapter 12 managing new product development teamsMuhammad Anang
New product development often requires activities that are the responsibility of dif-ferent departments
within the organization. To facilitate coordination and cooperation across division boundaries,
many organizations create cross-functional new product development teams to lead and manage
the development process for the project.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
Effective Talent Management Strategy: Assessing Needs and AspirationsWowledge
Practice 2 of an Effective Talent Management Strategy illustrates how to assess talent management needs and aspirations to establish best practices to target.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
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.
Benchmark ProcessesThe development stage is that the most basic;.docxAASTHA76
Benchmark Processes
The development stage is that the most basic; this stage constructs the motivation of the group and builds up commonalities inside the group. Predictable with (Kanaga, 2001), there square measure 5 sides of the arrangement of the group: Set a straightforward heading. a commonplace feeling of reason binds together colleagues and gives a setting inside that they will see however the group capacities and the way their own particular commitments play a zone. Fabricate structure bolster. Bunches square measure extra gainful once they square measure ready to work inside an organization that has assets that bolster their endeavors. Create a group structure that engages colleagues. Setting up shared desires, trademark and sorting out assets, and understanding however the group goes concerning doing its work, licenses colleagues to concentrate their endeavors on accomplishing the group's objective. Build up key connections. Building key associations with individuals, distinctive gatherings and associations allows extra practical and powerful stream of assets into and from your group. Screen outer elements. Assembling and breaking down information concerning the more extensive setting important to your group's objectives permits it to make vital changes once conditions warrant. At the point when the foundation of the group, the enhancement of the group must happen. New gatherings and new colleagues a little bit at a time move from addressing everything to confiding in themselves, their companions, and their pioneers. Pioneers figure out how to trust by tuning in, taking after educated what they listen, building up clear lines of specialist, and setting principles. By a long shot the principal essential issue a leader wills to fortify the group is training. Guiding takes a bundle of individuals and molds them into a group though making prepared them to finish their missions. Training occurs all through each of the 3 phases of group building, however is particularly important all through advancement. It's at now that the group is building aggregate capability. Conjointly some type of reward framework that is group toward home bound can serve to move individuals from the group to even now work with proficiency and tackle issues. Prizes will take many structures, acknowledgment, monetary, advancement and festivity.
DMAIC creates Standardized Process
Using DMAIC tools and techniques can help create standardized processes. DMAIC is a methodology for root cause analysis. DMAIC is used when there is a problem and the cause is unknown. The techniques and tools of define, measure, analyze, improve, and control will help dramatically in creating standardized processes. DMAIC can help everyone use and perform the process in the same manner after defining the problem. It will help create steps and make sure they are documented and explained with descriptions. The required resources will be clearly stated, and the process is completed in a dep ...
Effective Talent Management Strategy: Defining Priorities and RoadmapsWowledge
Practice 3 of an Effective Talent Management Strategy illustrates how to define priorities and a talent management programs’ roadmap to achieve an upgraded state.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
Surviving an Economic Downturn with Talent Optimization | The Predictive IndexThe Predictive Index
We know you care deeply about building a lasting company. But with COVID-19 and the resulting economic downturn, uncertainty is the new normal for everyone. You’re navigating uncharted waters, battered by turbulence, and propelled forward by an urgent, deep-seated need to lead your company to safety—so it will endure.
Additionally, seeing your employees succeed is important to you. You have a duty of care; their overall well-being matters. Aside from taking health precautions, the best way to take care of your people right now is to ensure your company is resilient.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Strategic Learning and Organisational Capability FrameworksAcorn
An organisational capability framework creates a common language of expected behaviours across teams, as well as providing a basis for resourcing and workforce planning activities.
For more content like this, check out Acorn Labs: http://acornlabs.education/
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.
What Is Social Return On Investment (SROI) And How Do You Apply It?Rizwan Tayabali
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.
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
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
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
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.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
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. The 3rd step of the Framework is to
improve your solution and model’s ability to
be replicated or delivered by others i.e. to
ensure that it is systematic and transferable
for use in scaling, either by your own teams
or by external partners.
If you haven’t already addressed
transferability, support is provided in a
linked presentation called ...
“Transferability for Scale: A Guide To
Scaling Social Business”
Transferability
11. 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.
12. This guide thus focuses specifically on the
4th step of the Framework, which helps you
establish whether or not your organisation
and people are ready for scaling, and if not,
what you can do about it.
14. It is worth evaluating organisational readiness
prior to implementation because the costs
involved are typically significant, not just in
terms of infrastructure, but also in terms of
time and effort required to embed new
working practices.
Readiness
15. 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.
Readiness
16. 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.
Readiness
18. Regardless of approach, the process of scaling
is likely to require a degree of organisational
evolution and some increase in size.
Readiness
Organisational
Design
19. Existing capacity and expertise may need to be
redeployed to focus on scaling, and new teams
and skills may need to be created.
The way your organisation is designed needs to
be flexible enough to support this.
Readiness
Organisational
Design
20. You can improve flexibility by...
1. Reorganising your teams, roles and
responsibilities into verticals that directly
reflect core strategies and components.
2. Reducing management hierarchies by
moving towards a skill oriented one.
3. Focusing rewards on collective
outcomes rather than individual ones
4. Devolving decision-making and rewarding
initiative & entrepreneurialism
Readiness
Organisational
Design
21. Scaling can require technical skills that aren't
necessarily present in social organisations, and
often requires a level of capacity that can't
easily be fulfilled by overstretched teams.
This is especially so when you are embarking
on new pathways to making an impact.
Readiness
Optimal Size
22. Increasing the workload of existing teams,
especially when this includes new activities
they aren't familiar with or specialised for, can
introduce a significant element of risk and
operational stress.
Readiness
Optimal Size
23. Estimating workload at this stage will therefore
give you an early idea of the kind of resourcing
it will actually take to effectively implement and
deliver outcomes at scale.
Readiness
Optimal Size
24. The key is to map out the skills and capacity
that you think will be required for setting up
and executing your chosen mechanism(s) of
scaling.
Readiness
Optimal Size
25. An effective way to do this, is to
1. Identify the programs and activities
needed to deliver your core strategies
2. Break those activities into component tasks.
3. Then estimate the skills and effort required
to execute those tasks to the quality you need.
Readiness
Optimal Size
26. The end result should allow you to establish at
least a fair understanding of what your optimal
size and structure should be, both to kick off
the scaling process, and to eventually run and
manage delivery and outcomes on the scale you
are aiming for.
Readiness
Optimal Size
27. Having established what you need, you can then
evaluate whether or not the skills are easily
available to your organisation, what it will cost,
and subsequently whether or not procuring
them is likely to be a feasible option.
Readiness
Optimal Size
28. Small and mid-sized social organisations are
often structured around a single founder or
leader, which can lead to decision bottle-necks.
Readiness
Decision
Making
29. With only so much time available to any
individual, scaling priorities can mean a
diversion of attention away from the original
endeavour, which often puts not just the impact,
but also all existing operations at risk.
Readiness
Decision
Making
30. The ideal scenario would involve a dedicated
team that is able to focus on the planning and
set up of any scaling endeavour, with only a
high-level involvement of the leader or
leadership team.
Readiness
Decision
Making
31. If this doesn't seem feasible, and you can’t
finance an increase in leadership capacity, this
again should drive a reconsideration of scaling
plans, or change in timeframes to allow for
developing internal resources to fill that role.
Readiness
Decision
Making
32. Scaling often has significant organisational
impact, not just on workload, but also on
internal hierarchies and expectations.
Readiness
Resistance to
Change
33. Any activity that changes internal parameters
or pushes people and teams out of their
comfort zones needs to be carefully managed.
Readiness
Resistance to
Change
34. It can otherwise result in unexpected and
sometimes extreme behaviour, including both
intended and unintended sabotage as
individuals look to maintain the status quo
while things are changing around them.
This is known as resistance to change, and is a
real and well documented risk.
Readiness
Resistance to
Change
35. As a leader or founder too, it is important to
consider the implications that scaling will have
for you, and whether or not it is something
you're comfortable with.
Readiness
Resistance to
Change
36. The best way to manage resistance to change
is to put resources towards a decent
change-management programme, underpinned
by a good internal communications plan.
Readiness
Resistance to
Change
37. Decisions need to be thought through and
benefits carefully communicated to ensure that
teams and staff feel supported and engaged,
have realistic expectations and are genuinely
behind the scaling effort.
Readiness
Resistance to
Change
38. As you scale you will also learn more about the
domain and issue that you are trying to impact.
Readiness
Knowledge
39. If you don't have a good knowledge-sharing
culture, a lot of this learning will remain
isolated.
Most commonly, the result is an ongoing
reinvention of the wheel with resulting losses in
efficiency and effectiveness.
Readiness
Knowledge
40. This learning alternatively represents
opportunities to drive continual improvement,
and consequently refinements and increases in
quality of outcomes.
Readiness
Knowledge
41. Both factors make it worth investing in
managing and sharing knowledge when scaling.
Readiness
Knowledge
42. A good place to start is to
1. Make strategic planning and design
freely accessible to internal teams
2. Embed ongoing team learning reviews
3. Invest in the systematisation of your model
(see section III.Transferability)
4. Set up information repositories to make
knowledge easily accessible across your
organisation or partner network.
Readiness
Knowledge
43. Most small or mid-sized organisations have
very basic office level hardware, networking
and security, potentially with shared drives, and
the primary use of technology is e-mail.
These systems can get rapidly overwhelmed
when scaling, and are difficult to standardise
in terms of working practices.
Readiness
Technology
44. On an operational level the key is to check
whether your hardware and software have
enough spare capacity to accommodate more
users and more data, and whether or not they
can adapt to different needs or uses as your
organisation or network evolves.
Readiness
Technology
46. From the web to partner portals, platforms,
intranets and social commerce, technology can
be a great enabler for scale.
In today's world of ubiquitous mobile access,
SMS messaging and apps can also help access
and interact with beneficiaries in a wide range
of environments.
Readiness
Technology
47. It is therefore worth considering and building
the costs of technology into your planning, or
alternatively managing the rate of scaling
in a way that doesn't overwhelm the technical
infrastructure that you have.
Readiness
Technology
48. Infrastructure implications should have been
factored into your choice of scaling pathway
already, but at this stage it warrants a deeper
analysis to ensure that you aren't putting
your organisation at risk of being
overwhelmed when scaling.
Readiness
Infrastructure
49. Even if your scaling pathway does not explicitly
involve organic growth, most scaling efforts do
require some form of organisational evolution
and increase in size.
Readiness
Infrastructure
50. The scale of your ambition and related
optimal size may require more physical space
to support these changes.
Readiness
Infrastructure
51. If you are also planning to enable physical
operations in multiple locations, there is a
direct implication for physical infrastructure to
support that too.
Readiness
Infrastructure
52. Physical infrastructure isn't just
limited to space.
New premises still have to be filled. You will
need to consider the costs of fixtures and
fittings, furniture and computing hardware,
plus any other equipment that your teams need
to perform their work or deliver impact.
Readiness
Infrastructure
53. The feasibility of raising the finance/funds to
enable this increase is a critical factor in an
organisation's ability to deliver impact on scale.
Readiness
Infrastructure
54. 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.
Readiness
55. You could also adjust your design to increase
the 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.
Readiness
56. When you have understood what is required to
get your organisation and people ready for
scaling, you can move on to the final piece of
the process, which is to prepare for
implementation.
Readiness
57. A guide to the next step of planning and
creating roadmaps for implementation is
provided in a linked presentation called ...
“Implementation at Scale: A Guide for
Scaling Social Business”
57
Implementation