Let’s translate ideas into sustainable businesses that bring innovative ideas to life. Together we can address different types of problems in more effective, innovative and agile ways. We have to be aware of the obstacles to unlock talent inside our organization and take actions right away.
All, social program design is complex, because people are.
4th Wheel Social Impact decided to tackle this challenge head
on, and we aim to strengthen development programs of
corporate houses, NGOs, social enterprises and
Government organizations, working towards a better India.
Read our story of the first 6 years of our organization.
Let’s translate ideas into sustainable businesses that bring innovative ideas to life. Together we can address different types of problems in more effective, innovative and agile ways. We have to be aware of the obstacles to unlock talent inside our organization and take actions right away.
All, social program design is complex, because people are.
4th Wheel Social Impact decided to tackle this challenge head
on, and we aim to strengthen development programs of
corporate houses, NGOs, social enterprises and
Government organizations, working towards a better India.
Read our story of the first 6 years of our organization.
The EFQM Excellence Model allows people to understand the cause and effect relationships between what their Organisation does and the Results it achieves,.RAMANUJAN COLLEGE , UNIVERSITY OF DELHI
Presentation on ways to enable engagement and how to make an intranet more social. Presented by Sarah Jennings, Digital & Community Engagement from Knowledge Hub, at Really Useful Day Macclesfield on 20 November 2014.
Shared Value Enterprise works on the principle of encouraging organizations to aspire to become the change agents by adopting shared value related business models or activities.
The Center for Entrepreneurial Innovation (CEI) is a leading business incubator in Phoenix, Arizona, providing services and support to tech entrepreneurs in the region. This presentation, from Susie Pulido of the Maricopa Corporate College, will showcase how to build a incubation program and facility that offers relevance for startup companies for optimal impact and also diversified revenue streams for sustainability. *Note: This presentation was first given at the National Association for Community College Entrepreneurship (NACCE) 2015 Annual Conference in Houston, Texas; October 2015.
Identify present & future urban challenges. Use design thinking to prototype solutions. Develop leadership to bring them back to your context. Register now!
Thinking About CSR in Practice: learnings from decades in the trenchesWayne Dunn
Lecture delivered to the McGill Institute for the Study of International Development’s Executive Program on Corporate Social Responsibility Strategy and Management, Accra, Ghana, Nov 6, 2013
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Wayne Dunn
I will be running a 3-day Masterclass in Business Innovation & CSR from January 31 to February 2nd 2016 in Dubai, UAE. The program is produced by 360 International but they have given us permission to offer CSR Training Institute Alumni and network members a limited time discount.
You are personally invited to register at a discounted rate (http://goo.gl/forms/CBI2wj2aYx here to register). You may share this invitation with others in your organization.
The program will bring together a global group leaders and practitioners for an intense experiential learning session. The masterclass will feature a pragmatic integration of theory and practice using lectures, videos, groupwork, case studies, role-playing scenarios. Innovation, value-creation and strategy considerations permeate the program.
Participants will leave with a set of tools and content knowledge that will enable them to immediately be more effective in their organizations and activities. A brochure on the program is attached along with background information on the CSR Training Institute.
Please contact me directly (wayne@csrtraininginstitute) if you have any questions or wish any additional information
Getting Involved: How to Embed and Manage Service Design in Large Organisatio...Service Design Network
Niels Corsten from Koos Service Design speaks at SDGC19 in Toronto.
'In this talk, I will be sharing the Service Design Maturity Model, a framework that gives structure and helps large organisations to implement and scale service design. I will elaborate on the different maturity stages and four identified factors that indicate the maturity of your organisation and serve as guidelines for further maturation. Using a range of real-world cases, we will share our thoughts on common barriers to maturation and share strategies on how to grow your company’s maturity.'
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
BRAC - the world's largest NGO is looking to develop a social business model for its 400 popular theater (PT) teams. This presentation proposes preliminary strategic guidance and product innovation ideas, and suggests reforms to the organizational and operations structures.
The Purplewood team designed the business model, and provided guidance on building a 1-stop activation service, while devising new user interfaces for central marketing efforts.
The EFQM Excellence Model allows people to understand the cause and effect relationships between what their Organisation does and the Results it achieves,.RAMANUJAN COLLEGE , UNIVERSITY OF DELHI
Presentation on ways to enable engagement and how to make an intranet more social. Presented by Sarah Jennings, Digital & Community Engagement from Knowledge Hub, at Really Useful Day Macclesfield on 20 November 2014.
Shared Value Enterprise works on the principle of encouraging organizations to aspire to become the change agents by adopting shared value related business models or activities.
The Center for Entrepreneurial Innovation (CEI) is a leading business incubator in Phoenix, Arizona, providing services and support to tech entrepreneurs in the region. This presentation, from Susie Pulido of the Maricopa Corporate College, will showcase how to build a incubation program and facility that offers relevance for startup companies for optimal impact and also diversified revenue streams for sustainability. *Note: This presentation was first given at the National Association for Community College Entrepreneurship (NACCE) 2015 Annual Conference in Houston, Texas; October 2015.
Identify present & future urban challenges. Use design thinking to prototype solutions. Develop leadership to bring them back to your context. Register now!
Thinking About CSR in Practice: learnings from decades in the trenchesWayne Dunn
Lecture delivered to the McGill Institute for the Study of International Development’s Executive Program on Corporate Social Responsibility Strategy and Management, Accra, Ghana, Nov 6, 2013
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Wayne Dunn
I will be running a 3-day Masterclass in Business Innovation & CSR from January 31 to February 2nd 2016 in Dubai, UAE. The program is produced by 360 International but they have given us permission to offer CSR Training Institute Alumni and network members a limited time discount.
You are personally invited to register at a discounted rate (http://goo.gl/forms/CBI2wj2aYx here to register). You may share this invitation with others in your organization.
The program will bring together a global group leaders and practitioners for an intense experiential learning session. The masterclass will feature a pragmatic integration of theory and practice using lectures, videos, groupwork, case studies, role-playing scenarios. Innovation, value-creation and strategy considerations permeate the program.
Participants will leave with a set of tools and content knowledge that will enable them to immediately be more effective in their organizations and activities. A brochure on the program is attached along with background information on the CSR Training Institute.
Please contact me directly (wayne@csrtraininginstitute) if you have any questions or wish any additional information
Getting Involved: How to Embed and Manage Service Design in Large Organisatio...Service Design Network
Niels Corsten from Koos Service Design speaks at SDGC19 in Toronto.
'In this talk, I will be sharing the Service Design Maturity Model, a framework that gives structure and helps large organisations to implement and scale service design. I will elaborate on the different maturity stages and four identified factors that indicate the maturity of your organisation and serve as guidelines for further maturation. Using a range of real-world cases, we will share our thoughts on common barriers to maturation and share strategies on how to grow your company’s maturity.'
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
BRAC - the world's largest NGO is looking to develop a social business model for its 400 popular theater (PT) teams. This presentation proposes preliminary strategic guidance and product innovation ideas, and suggests reforms to the organizational and operations structures.
The Purplewood team designed the business model, and provided guidance on building a 1-stop activation service, while devising new user interfaces for central marketing efforts.
This scorecard is a practical tool that project management can use to assess the readiness of the infrastructure and the operator for delivery of the public irrigation service. The traffic lights work automatically, immediately reflecting the score and signalling the status.
INNOVE is a think, engage and do tank that designs and develops processes that enable organizations, and especially businesses, to achieve their transformation to sustainable models. The future of business will belong to those who are able to adapt to the new sustainable development paradigm.
This year Startup Pirates, with the support of Tetuan Valley and Beta-I, held the first European Pre-Accelerator Summit. For an entire day, pre- accelerator leaders from 11 organizations working all over Europe gathered to discuss what is going on and what is the future of pre- acceleration.
We developed this white paper to collect not only the main conclusions of the Summit, but also to make information regarding Pre- Acceleration available to all the community.
The Digital Side Of Startup Ecosystem Development GEC 2018 istanbulGrow VC Group
The digital economy requires economic development and digital development to be understood and be operated closely together for ecosystem orchestration.
In this session, we explore how to unbundle and connect application silos, to build connectivity between applications to make valuable data to flow within and between ecosystems. What practical steps are required and who should be involved?
We explore learning from other industries to help imagine use and concepts of digital in ecosystem development and orchestration context and share our own key learnings of digital from several ecosystems around the world.
How a government public agency is using Social Business platforms to drive in...Milind Pansare
When you think innovation, most people are quick to think of innovative brands in the private sector. But what may surprise some is how the public sector is embracing enterprise social business technology. For example, the U.K.'s largest public agency serving 20million customers has linked lean practices with its innovation program to produce 10's of millions (of Pounds) in savings.
Presentation to the Responsible Extractives SummitAnglo American
Global lead for enterprise development, Christian Spano, presents with Technoserve and Care International, on becoming a development partner, at the Responsible Extractives Summit.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
En conjunto con el Centro de Innovación UC el jueves 14 de Mayo se realizó el
Meetup: "¿Por qué innovar desde el Estado? Laboratorios de innovación pública en el contexto mundial. Este Meetup contó Brenton Caffin, Director of Innovation Skills de Nesta, como orador principal.
Nesta es la ONG líder británica en innovación pública y social, y posee alto expertise en innovación abierta, metodologías de diseño para procesos de innovación pública e incubación de soluciones, y en procesos de inversión en innovación social con medición de impacto.
Kala helps visionary companies that want to have an impact on the world, to design their culture and learn how to be a living organism, capable of understanding and solving its own problems, respond to the changes in its ecosystem, innovate, and improve its work environment through the use of tools and frameworks for design, innovation, organizational change, leadership development, corporate resilience, soft skills, integral coaching, eco-sustainability, and more.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
Similar to Developing Futures brochure 415.7.13 (20)
1. PLYMOUTH CITY COUNCIL
FLOURISHING ENTERPRISE
LEADERSHIP PILOT
A customised programme, offered to leaders,
seeking to create a Brilliant Co-operative Council.
FUTURES
WITH
PLYMOUTH
UNIVERSITY
2. INTRODUCING
LEADING
ENTERPRISE
INNOVATION
At Futures we believe that Entrepreneurship
is not restricted to supporting business start-
ups. We are interested in the mind and method
of entrepreneurial behaviour, a term coined as
effectuation (Sarasvathy, 2011).
Entrepreneurial leaders are individuals who, through an
understanding of themselves and the context in which they
work, act on and shape opportunities that create value for
their communities through their organisations. Such value also
recognises positive impact for the natural environment.
Through the approaches we will
introduce here, we are preparing
leaders to introduce new products/
services, processes and ventures
in this authority; in short we seek
to enable leaders to practice
entrepreneurship of all kinds.
This enterprise programme seeks to
address the following questions with
delegates.
What value does your organisation
uniquely add to the world, in ways
that enable innovation, to create
enterprising solutions that address
the major issues of our time?
How do we support the development
of such new enterprise/innovation
solutions collectively with our
communities and with our partners?
This programme is aimed at those
interested in designing innovative
solutions; solutions that support
the ambition that THIS authority,
its people and communities can
thrive, together with the natural
environment.
01 Developing Futures Developing Futures 02
3. PA
RTNERS
FAIR
RES
PONSIBLE
DEMOCRAT
IC
BACKGROUND
TO THIS
ENTERPRISE
INNOVATION
PROGRAMME
We have significant experience of delivery
within corporate and service functions within
local authorities, Education and the Health sector,
through national remodelling, capacity building
and bespoke senior leadership programmes.
Futures Enterprise Centre also conducted
preliminary work to align leadership development,
in line with the vision and values of the
wider authority.
LEADING CHANGE
Leaders have cited the desire to
create a learning culture, where new
ideas can be quickly trialled without
blame, should they not work well.
Learning from trials instead can be
used to inform continuous innovation.
Feedback from senior managers in
Street Services, Customer Services
and IT partners
CUSTOMER
SERVICE EXCELLENCE
There is a strongly expressed desire
to develop much more integrated
partnership working across the
authority and beyond with outside
groups, businesses etc.
COMMERCIAL
PARTNERING
Leaders wish to act faster on
commercial opportunities that may
exist in partnership with stakeholders.
Plymouth is a place
where people can have
a say about what is
important to them and
where they can change
what happens in
their area.
We will provide
strong community
leadership and
work together to
deliver our common
ambition.
We will be honest
and open in how we
act, treat everyone
with respect, ?????
fariness and create
opportunities.
We take responsibility
for our actions, care
about their impact
on others and expect
others will do the
same.
WE ARE
CO-OPERATIVE VALUES
ONE TEAM SERVING OUR CITY
INITIAL FINDINGS FROM OUR NEEDS ANALYSIS
INFORMED THE REMAINDER OF THIS PROPOSAL
03 Developing Futures Developing Futures 04
4. Forming coalitions for learning
through enterprise action.
Another element central to
our proposed design involves
drawing out new talent within
services to develop leadership
potential, through the creation
of new innovation proposals,
championed by senior leaders
within the service and involving
other relevant stakeholders. This
engagement approach facilitates
interpersonal development,
while growing individual
confidence and experience.
05 Developing Futures Developing Futures 06
5. Our ethos and approach to enterprise innovation at Futures.
In order to cultivate an attitude of flourishing; namely a state
where organisations/enterprises can prosper, people can excel,
as opposed to simply doing less harm overall, we therefore need
to mobilise a very different outlook to innovation; one which re-
connects our values and motivation to create significant change
very differently.
Appreciative Enquiry is a proven approach to enable managers
on this programme to respond to an ambitious authority vision,
by building from a position of our strengths and considerable
expertise and to therefore lead change more positively.
This design framework is outlined here.
07 Developing Futures Developing Futures 08
DISCOVERY
Strengths
Innovations and Insights
Positive Core Assets
DREAM
OPPORTUNITIES
Valued future
we want
DESIGN
Aspirations
Brainstormer
Opportunities
Rapid Prototyping
DEPLOY
Results Aspirations
and Action Plans Post-
Programme Momentum
Sustained
THE
DESIGN
TASK
6. METHODOLOGY
Once coalitions for action teams are formed, we will actively apply action-
learning principles, to support teams and the effective development of
enterprise innovations. We draw on non-directive coaching approaches,
(Including the GROW model) and creative problem solving methods, to
stimulate fresh thinking and ownership for innovations going forward. These
approaches are also used to stimulate on-going reflection on the process at
individual level with implications for wider impact. The implications of that will
be reviewed for leadership, team working and for wider communications with
citizens and partners.
SESSION TIMINGS
It is anticipated that delegates will have enough time between sessions
to maintain momentum and to actively engage new and existing service
users and partners, to trial ideas and innovations as they emerge. It is also
recommended that they meet as an Action Learning Set to review progress
over a 2-3 hour period at least once between sessions and continue this
practice to maintain momentum post programme.
FIRST AND FINAL SESSION SPONSORSHIP
It is recommended that senior leaders and politicians actively sponsor
proposals and innovations coming forward and that they participate at the
programme start and give feedback and developmental support to proposals
at the end of the programme, as part of a series of final day presentations.
09 Developing Futures Developing Futures 10
CASE STUDY:
MOVING
THROUGH THE
PLYMOUTH
CITY COUNCIL
PROCESS
The Plymouth pilot consisted of six facilitated days
with Futures. High-level sponsorship from senior
leaders was embodied by their presence and
decision making at two key events:
1. the launch and
2. the team presentations.
7. Between events the participants
were given enough time to maintain
momentum and to actively engage
existing service users and partners
to trial ideas and innovations as they
emerged. It was also recommended
that they met as an action team
over a 2-3 hour period at least
once between sessions - to review
progress, generate ideas and further
the project. There are currently
being encouraged to continue this
practice to maintain momentum of
their projects, post Phase I of the
programme.
Each participant had/has an identified
sponsor for this programme. They
were encouraged to meet their
sponsor at least once between events
and to continue these meetings post
Phase I.
11 Developing Futures Developing Futures 12
Coalitions for action teams were formed in the first event around
challenges of common interest. Those Directors and the Chief
Executive not directly engaged in the events, have been brought
up to speed through the recorded participant presentations made
during the programme.
• Psychometric tests, to offer
insights into personal, team and
organisational culture. Also
guidance on preferred styles
of leadership, learning and
management
• Coaching interventions to generate
positive goals for individuals,
teams and the organisations,
encouraging positive social and
environmental impact
• Creative thinking and problem
solving techniques
• Rapid prototyping
• Developing aspirational statements
and presenting for impact
• Customer service journey mapping
• Customer Value proposition canvas
• Sustainable business model design
• Stakeholder engagement strategy
• Business Case Proposal
Development
Utilising enterprise models and leadership development frameworks.
The programme made use of a variety of tools at different stages of
the process:
We also used examples of organisational breakthroughs from other sectors,
co-operative councils and flourishing organisations.
• Clean Car Travel using Electric
Vehicles at the Authority
• Transport Survey for Business in
PLYMOUTH
• The I-Ticket to promote greater use
of our heritage assets in the city
• The Hub reconfiguring customer
relations to support development
of our public spaces
• New working patterns for
maintaining refuse collection and
street cleaning services across
the city
• Strategic Business Planning
Models for Long Term Investment
• Commercialising Waste Services
(Garden Waste Management)
• Rethinking libraries to reach and
extend services to our citizens
• Staff Portal: Staff Intranet to
support learning, development and
cross departmental working
• My Ocean City: Personalised City
Council page for every citizen
• Outsourced IT support service
company DELT: Created a range
of strategic business planning
proposals to present to its
Executive Board.
Plymouth City Councils Enterprise Projects
Teams created 11 distinct proposals 10 of which were presented to members
of the PCC executive team. They are as follows:
8. An emphasis is placed upon
forming coalitions around common
challenges, working in these teams to
develop and later deliver incubation
projects. So the programme starts
with an emphasis upon the qualities
of a Clan culture, but swiftly moves on
to the features of an Incubator culture
– generating creative ideas, proactive
treatment of challenges, inspired
creation of ways forward emerging
from the working relationships
between service users and fellow
staff. People who are concerned
enough to risk getting involved and
welcome the challenge of change.
The discipline of good project
management, will subsequently be
essential to develop and implement a
well thought through timely solution.
The way people are engaged in
this type of programme facilitates
interpersonal development, whilst
growing individual confidence
and experience. The results have
surprised and even stunned some
participants, their managers and
the senior leadership team at
Plymouth City Council. How well the
organisation flourishes as a result
of this first pathfinder programme
and the subsequent planned new
waves remains to be seen. However,
at the end of the beginning we have
much good news to report and a
growing optimism from many towards
changing other parts of the Council.
13 Developing Futures
SUMMARY:
This Enterprise Leadership Programme invests: time,
personal development, support and faith in some
key people within the organisation, who lead each
cohort’s incubator projects.
9. FUTURES
WITH
PLYMOUTH
UNIVERSITY
The University is committed to the promotion of equality and
diversity. If you require this publication in an alternative format,
please contact us on the number above.
Developing Futures with Plymouth University
Room 203, Mast House
Shepherds Warf
24 Sutton Road
Plymouth, Devon, PL4 0HJ
United Kingdom
Web: www.futurescentre.org
Email: futures.centre@plymouth.ac.uk
Twitter: @PlymouthFutures