Session on Impact Models, Business Models for Impact and Impact Measurement / Metrics design. Jakarta 2012. Features some sophisticated tools for social innovation.

1. WECREATE
SWITCHED ON INNOVATION &
LEADERSHIP FOR A RADICALLY
BETTER WORLD
NICK JANKEL, WECREATE
PREPARED FOR BC / AGF

3. WECREATE has been supporting innovators, fast-moving entrepreneurs and
creative leaders for well over a decade. Prior to 2005 we worked
predominately with FTSE 100 and Fortune 500 companies on strategic
innovation and the identification and seizing of long-range commercial
opportunities - from Xbox to Dancing with Stars. After a profound epiphany by
the CEO, we have for the last 7 years been entirely committed to accelerating
the positive social and environmental impact - through consulting,
designing, training, learning and coaching - of change-agents, social
entrepreneurs and ‘for purpose’ organizations as they co-create a radically
more flourishing world together. As a social enterprise, we develop, fund
and launch our own projects in the human development and social change
space. We believe that to solve our most pressing issues we must bring
together the skills, talents and customs of all three sectors to think
systemically, act collaboratively and design and deliver breakthrough ideas
that are rooted in how real-people live. To harness the full potential of these
ideas we must invent and perfect the business and delivery models of the
future. Recent clients include WWF Oxfam, UK Government, Local Government
,
Association, British Heart Foundation, NHS, Green Building Council, Technology
Strategy Board, NESTA, Novartis, Diageo, Intel, Interface, BBC, British Council,
Rockefeller Foundation and various social enterprise organizations worldwide.

4. “If nothing else, a
student must get from
his training a feeling
of security in change.”
CHARLES EAMES

5. RECENT CLIENTS & FUNDERS

6. @NICKWECREATE
PART 1
BEYOND PROFIT

7. ENTERPRISE 1.0

8. PURPOSE
TO MAXIMISE RETURN ON INVESTMENT FOR
SHAREHOLDERS IRRESPECTIVE OF IMPACT
ON STAKEHOLDERS
LIMITED LIABILITY!

9. BORN
1600
EAST INDIA COMPANY ETC.

10. INVENTION
OF INDIVIDUAL

11. 1980s
BECOMES OBSESSIVE
QUARTERLY PROFIT & RESULTING SHARE
PRICE GAINS

12. COSTS
“EXTERNALITIES”
CULTURE OF CSR COMPLIANCE (WITH A
LITTLE PR VENEER)

13. CITIZENS
UNITED WE FALL!

14. ENTERPRISE 2.0

15. 95%
OF AMERICANS BELIEVE CORPORATIONS SHOULD HAVE MORE
THAN ONE PURPOSE. THEY ALSO OWE SOMETHING TO THEIR
WORKERS AND THE COMMUNITIES IN WHICH THEY OPERATE,
AND THEY SHOULD SOMETIMES SACRIFICE SOME PROFIT FOR
THE SAKE OF MAKING THINGS BETTER FOR THEIR WORKERS
AND COMMUNITIES.
SOURCE: BUSINESS WEEK / HARRIS POLL

16. 86%
OF GLOBAL CONSUMERS THINK BUSINESS NEEDS TO PUT AT
LEAST EQUAL WEIGHT ON SOCIETY’S INTERESTS VS THEIR
OWN
SOURCE: EDELMAN

17. IMPACT
LENS FOR INNOVATION & CREATIVITY

18. BEYOND
PROFIT

19. PURPOSE
TO CREATE POSITIVE IMPACT
(AND PROFIT / SURPLUS)

20. PURPOSE
ALCHEMISES WITH VISION TO FOCUS
ENERGIES ON CHANGE

21. “Entrepreneurs who are
committed to a mission
beyond profits are more
likely to succeed.”
TARANG SHAH, VENTURE CAPITALISTS AT
WORK

22. CHOICES
EVERY DAY BETWEEN PURPOSE & PROFIT

23. DOING GOOD
YIELDS GREATER EQUITY RETURNS, ASSET
RETURNS, AND PROFITABILITY
META-ANALYSIS OF 52 STUDIES OF
FINANCIAL PERFORMANCE

24. BUSINESS
VEHICLE FOR DELIVERING PURPOSE

25. PURPOSE
ENGAGES EMPLOYEES TO GIVE THEIR ALL
ONE OF 3 CRITICAL FACTORS IN TOWERS
WATSON STUDY

26. “I apply the tools of econometrics a few times
a year, but I apply my knowledge of the
purpose of my life every day. It’s the single
most useful thing I’ve ever learned. I promise
my students that if they take the time to figure
out their life purpose, they’ll look back on it as
the most important thing they discovered at
HBS. If they don’t figure it out, they will just
sail off without a rudder and get buffeted in
the very rough seas of life. Clarity about their
purpose will trump knowledge of activity-
based costing, balanced scorecards, core
competence, disruptive innovation, the four
Ps, and the five forces.”
CLAYTEN CHRISTENSEN
HARVARD BUSINESS SCHOOL

27. CRISES OF...
POVERTY
CLIMATE CHANGE
CONFLICT
DEPRESSION
SUICIDE

28. RECALIBRATE
CAPITALISM TOWARDS THRIVEABILITY

29. INGENUITY & INNOVATION OF FREE ENTERPRISE

30. ‘IN IT TOGETHER’ SPIRIT OF COMMUNITY

31. COLLECTIVE
Collective spirit of
CAPITALISM
socialism 31

32. FOR PURPOSE CSR FOR PROFIT
Trading Non- Co-operatives Cause-related
Social Business
Profit Trading Non-Profit Cross-Subsidy Social Business CSR
marketing
For-Profit
Non-Profit
Non-profit Cross-Subsidy Social Enterprise Ethical Business For profit
Recoup
Donations Earnings Surplus Investment. Profit Investment & ROI <20% ROI 100x
Recoup Interest
Donations & Investment. Profit Investment &
Reinvested ROI 1-10% ROI 10%+
Funding Reinvested Interest above base
No financial Some financial All financial
incentive
GUARANTEE incentive
CO-OP / MUTUAL / incentive
SHAREHOLDERS
COLLABORATIVE
No financial
Charity Limited By CIC, B Corp,
CONSUMPTION LLC, All financial
PLC, Corp.
Incentive
Guarantee/ 501(c)3 Co-Op Incentive
Investment? Members, Shareholders,
Extraction?
Trustees stakeholders owners
© Wecreate 2012
Empowerment Collaborative Extraction,
enablement, Consumption, Collective exploitation,
enlightenment Creativity accumulation

33. B CORP
CERTIFIED B CORPORATIONS ARE A NEW TYPE OF
CORPORATION WHICH USES THE POWER OF BUSINESS TO
SOLVE SOCIAL AND ENVIRONMENTAL PROBLEMS.
B LAB, A NONPROFIT ORGANIZATION, CERTIFIES B
CORPORATIONS, THE SAME WAY TRANSFAIR CERTIFIES
FAIR TRADE COFFEE OR USGBC CERTIFIES LEED
BUILDINGS.

35. CIC
LEGAL ENTITY REGULATED BY BIS (GOVERNMENT)
MUST HAVE COMMUNITY INTEREST STATEMENT AND
ASSET LOCK

36. “Being a CIC allows us to be more flexible. We
run along very efficient lines just like any other
business, but as a CIC, there’s no question that
our surplus profits get reinvested. It gives us
complete focus on what we want to do, which
is helping people with their long-term health
conditions. As a CIC we value partnership
working, and work closely with key
stakeholders in the NHS, social care and
voluntary sectors, to support delivery of self-
management programmes across the country
to diverse communities.”
EXPERT PATIENT PROGRAMME

37. CO-OPS

38. OVERVIEW
Started in Manchester in mid-19th Century as response to
industrial capitalism
Spread throughout world
Flexible business model; different legal structures
Better together; owned and run by the members
Share their profits - fair & rewarding
Blend of self-help and mutual aid
Businesses, not charities
International force for good; 1 billion people are members

39. PRINCIPLES
1st Principle: Voluntary and Open Membership (no discrimination)
2nd Principle: Democratic Member Control (one person, one vote)
3rd Principle: Member Economic Participation (limited / no ROI)
4th Principle: Autonomy and Independence
5th Principle: Education, Training and Information
6th Principle: Co-operation among Co-operatives
7th Principle: Concern for Community
SOURCE: INT. CO-OP ALLIANCE

40. Ethical telecoms &
broadband with 6% of
revenue going to
community projects.
The Phone Co-op is
the fastest growing
consumer co-
operative in the
country. They give their
customers excellent
value and great
service and aim to
conduct business
ethically.

41. Nationwide is the
world's largest
building society as
well as the second
largest savings
provider and a top-
three provider of
mortgages in the UK.
It is also a major
provider of current
accounts, credit cards
and personal loans.
Nationwide has
around 15 million
members.

42. There are Councils at
branch and division
level, at which
employees can
discuss any issues.
Employees also elect
80 per cent of the
members of the
Partnership Council.
The council elects fifty
per cent of the
directors, who are
responsible for
overseeing
commercial activities.

43. CO-OP UK
Across the UK, co-operatives are owned by nearly 13 million
people and growing, one in five of the UK population
5,450 independent co-operative businesses in the UK, working in
all parts of the economy
Combined turnover of over £33 billion
Outperformed the UK economy as a whole, growing by 21%
since the start of the credit crunch in 2008
Co-operative businesses in the UK employ 236,000 people and
are owned by 12.8 million people, that’s over one in five of the UK
population
In the UK, there is a 97% survival rate of community shops with
only 8 of 259 shops ever having closed

44. HERITAGE
Champagne is predominately produced by co-operatives
80% of Spanish olive oil is produced by co-operatives
Roughly 90% of parmesan cheese in Italy is produced by dairy
members who are part of a co-operative

45. CO-OP INT
There are more than 1 billion members of co-operatives
worldwide - triple number of shareholders
Top 300 Generate as much revenue as the world’s ninth largest
economy, Spain
Ocean Spray, Land O’Lakes, Land O'Lakes, Crédit Cooperative ,
IFFCO (India)
100 million people employed – 20% more than multinational
enterprises
Turnover of $1.1 trillion dollars;livelihood of three billion people
14% growth in turnover of the Global 300 List from 2007 to 2008
887,000 get a fair wage through Fairtrade co-operatives
2012 the International Year of Co-operatives

46. “Cooperatives are poised
to be the fastest growing
business model by
2020.”
CHARLES GOULD, DIRECTOR-GENERAL OF
THE INTERNATIONAL COOPERATIVE
ALLIANCE

47. “I particularly like that fact that
the company is run for our
benefit and that we in essence
own part of the business. This
makes the prospect of paying
a gas or electricity bill much
more palatable.”
JIM PETTIPHER, CO-OPERATIVE ENERGY
CUSTOMER

48. CO-OP UK
The Buy Better Together Challenge by Co-operatives UK and
Department for Business, Innovation & Skills (BIS) to inspire new
models of community buying. A £60,000 pot will go towards
training and mentoring for stand out projects, including £15,000
for the overall winner
Challenge One: Project aimed at creating a platform, tool or
vehicle to help individuals to come together and form a
community buying group.
Challenge Two: Project aimed at enabling existing or new
community groups to develop their purchasing power by working
collectively on behalf of individual consumers.
Challenge Three: Project aimed at businesses to empower their
employees or consumers to group for community buying.
100 million people around the world are employed by co-
operatives, whilst nearly 1 billion are members

49. MEMBERSHIP
There are more than 1 billion members of co-operatives
worldwide
Triple number of members than shareholders, x6 in Africa, x4
BRIC
Ireland (70% of population), Finland (60% of population) and
Austria (59% of population)
India: 242 million
China: 160 million
USA: 120 million

50. CO-OP IDENTITY
Definition: A co-operative is an autonomous association of persons
united voluntarily to meet their common economic, social, and
cultural needs and aspirations through a jointly-owned and
democratically-controlled enterprise.
Values: Co-operatives are based on the values of self-help, self-
responsibility, democracy, equality, equity and solidarity. In the
tradition of their founders, co-operative members believe in the
ethical values of honesty, openness, social responsibility and caring
for others.r.
SOURCE: INT. CO-OP ALLIANCE

51. VITAL FOR
SYSTEMIC CHANGE
Ownership structure dictates enterprise behaviour
Relentless pursuit of profit damages social and environmental spaces
3 month profit reporting cycles drives short-term, extractive
tendencies and business decisions

52. THE LAW
Put shareholder profits above stakeholder and citizen outcomes
Corporations are legal entities (cf. Citizens United)
Must take the highest purchase offer at the time of sale, Revlon, Inc.
v. MacAndrews & Forbes Holdings, Inc.

53. PRIVATE
SECTOR
ADAPTABILITY
SPEED
INGENUITY
PUBLIC 3RD SECTOR
SECTOR
(COM)PASSION
SCALE
INDEPENDENCE
JUSTICE
CITIZENSHIP
VISION

54. PRIVATE
SECTOR
SHORT-TERM
GREED
IRRESPONSIBILITY
ADAPTABILITY
SPEED
INGENUITY
PUBLIC 3RD SECTOR
SECTOR
(COM)PASSION
SCALE
INDEPENDENCE
JUSTICE
CITIZENSHIP
VISION
OPPRESSION RIGHTEOUS
INERTIA INEFFECTUAL
WASTEFULNESS VESTED
INTERESTS

55. PRIVATE
SECTOR
SHORT-TERM
GREED
IRRESPONSIBILITY
ADAPTABILITY
SPEED
INGENUITY
PUBLIC 3RD SECTOR
SECTOR
(COM)PASSION
SCALE
INDEPENDENCE
JUSTICE
CITIZENSHIP
VISION
OPPRESSION RIGHTEOUS
INERTIA INEFFECTUAL
WASTEFULNESS VESTED
INTERESTS

56. PROFIT MOTIVE
GREED
IRRESPONSIBILITY
ADAPTABILITY
SPEED
INGENUITY
NETWORKED
SOCIETY
SCALE (COM)PASSION
JUSTICE INDEPENDENCE
VISION CITIZENSHIP
RIGHTEOUS
OPPRESSION INEFFECTUAL
INERTIA VESTED
INTERESTS
WASTEFULNESS

57. Q&A

58. @NICKWECREATE
PART 2
DESIGNING IMPACT MODELS FOR
BREAKTHROUGH

59. SKETCH OUT 3 BUSINESS MODELS IN
WHICH... PLAYS A PART

61. HOW
DO WE COMPARE YOUTH EMPLOYMENT
PROJECT WITH FARMER’S CO-OPERATIVE?
HOW DO WE LEARN FROM ONE TO IMPROVE
OTHER?

62. WHAT
IS A BUSINESS MODEL?

63. You’re holding a handbook for visionaries, game changers,
and challengers striving to defy outmoded business models
and design tomorrow’s enterprises. It’s a book for the…
written by
Alexander Osterwalder & Yves Pigneur
co-created by
An amazing crowd of 470 practitioners from 45 countries
designed by
Alan Smith, The Movement
A BUSINESS MODEL DESCRIBES THE
RATIONALE OF HOW AN ORGANIZATION
CREATES, DELIVERS, AND CAPTURES VALUE

64. WELCOME
TO THE BUSINESS MODEL CANVAS
DEVELOPED BY MANY, LED BY ALEX
OSTERWALDER

65. key value customer
activities
proposition
relationships
key customer
partners
segments
cost revenue
structure
key distribution streams
resources
channels
images by JAM

66. WHAT
IS AN IMPACT MODEL?

67. AN IMACT MODEL DESCRIBES THE
RATIONALE OF HOW AN ORGANIZATION
CREATES, DELIVERS, SCALES, SUSTAINS AND
MEASURES IMPACT

68. WHAT
IMPACT MODEL DO THESE ORGS HAVE?

70. Iteration Number..............................
IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date....................................................
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
Resources Purpose Marketing
- What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to
Proposition require? - How can we best serve? change to engage others fully with our proposition
- What is our strategic intent? and how can we best communicate this?
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

71. Iteration Number..............................
IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date....................................................
Scale Strategy Brand Strategy
- What systems do we need to have in place to reach maximum scale? - What over-arching and engaging story are we going to tell to engage people?
- What people structures do we need to service this delivery model? - How do we appeal to head, heart and hand in a distinctive and authentic way?
- How can we deploy these over time to achieve our goals? - How are we going to start and maintain conversations?
Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users Local
- How do people have to behave during - Through which Channels are we going to - What Activities do our Value Propositions require? - What value do we deliver to the user? - Through which Channels are we going to - For whom are we creating value? - What is the local context?
‘business as usual’ to deliver on the Activities, reach and keep in communication with - Our Delivery Channels? - What benefits are we making more reach and keep in communication with - What needs are we focused on relieving? - What impacts user beliefs, values
Resources & Partnerships? our users? - Our Fundraising Strategy? accessible, usable or enjoyable? our users? - What problems are we helping to solve? and behaviours?
- How does this connect with our values, vision - Which ones work best? - Our Growth Strategy? - How is this different from our ‘competitors’? - Which ones work best? - What are existing behaviours and cultural
and org intent? - Which ones are most cost-efficient? - What do we have to do to keep our - What are the mission-critical elements - Which ones are most cost-efficient? codes we can tap into or piggy-back on?
- What ownership structures do you need to - How are we integrating them with user habits? collaboration and networks intact? of the user experience? - How are we integrating them with user habits?
ensure congruence and maximise imaoct? - How can we reach scale? - Our culture healthy? - How can we reach scale?
Resources Purpose Channels & Marketing Donors Globe
- What Resources (stuff, people, - What is the reason the organisation exists? - Through which Channels are we - Who are our most important donors - What is the global context within which
infrastructure) does our Value - How can we best serve? going to reach and keep in and funders? we are working?
Proposition require? - What is our strategic intent? communication with our donors - What needs are they focused on meeting? - What impacts potential and current
- Our Delivery Channels? and policy makers? donor beliefs, values and behaviours?
- Our Funding Channels? - Which ones work best?
- Our Fundraising Strategy? - Which ones are most cost-efficient?
- Our Growth Strategy? - How are we integrating them with user habits?
- Our partnerships? - How can we reach scale?
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What social and environmental costs are a direct or indirect outcome - What are the most important costs inherent in our delivery model? - What are our revenue streams? - What outcomes do we value most for our target users?
of our Key Activities and Key Resources? - Which Key Resources are most expensive? - What prices are we charging? - What behaviours and beliefs do we want to change?
- How can we mitigate against this? - Which Key Activities are most expensive? - What value are our funders / donors / users really willing to pay? - How can we measure these accurately and cost-effectively?
- What do we need to invest in to ensure our purpose is achieved? - How much does each Revenue Stream contribute to overall revenues? - Is there a way to include measurement within the user experience?
- What is break-even target?
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this Model?

72. IMPACT MODEL CANVAS SPECIALISTERNE Headline idea..................................... Designed by.......................................
Iteration Number..............................
Date....................................................
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
• Innovative training
programs
• The Danish • Software testing
etc. Software testing, • ASD Networks
Government
• Marketing / quality control and • New business • People diagnosed
• Lego
communication data conversion for pipeline with ASD
• TDC
strategy business • Specialist People • Tech Companies
• Grundfos
• KMD • Statutory funding Foundation
apps Assess and train
• Computer • Office culture with people with ASD • The Danish Government
Sciences 75% ASD staff
Corporation • European Commissions
• Microsoft Lifelong Learning
Resources Purpose Marketing
• Oracle Program
- What stuff, people, infrastructure does our
Proposition require?
- What is the reason the organisation exists?
- How can we best serve?
- What attitudes or behaviours do we need to
change to engage others fully with our proposition • Leonardo Da Vinci
- What is our strategic intent? and how can we best communicate this?
Programme
• Talented people • Branding people
with ASD Turning with ASD as
• Trainers disabilities valuable in the IT
• Managers into abilities - sector
• Office space ASD is an • Social enterprise
• IT eqpt. advantage competitions
with IT testing!
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?
• Office space • Course for people with ASD • Software Testing Services
• Energy usage • Office Space • Training fees • Jobs for people with ASD
• Office Staff • Government Investment • Safe work environment
• Self-esteem, confidence, thriving
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

73. IMPACT MODEL CANVAS CHARITY WATER Headline idea..................................... Designed by.......................................
Iteration Number..............................
Date....................................................
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
• Marketing
• Fundraising
• Online and Provides clean • Website / GPS /
Physical Events drinking water to Social Media • People in need
• Management people in • Governmental of a reliable
• Select Equity • Documentation of developing
• Provision Equity Programs source of
impacts countries. All • Village drinking water
• Bilger Fundation • Supporting donated money
• Heritage Mark Organizations • Rural
Process goes to the end • Radio Stations
Foundation • Development subsistence
user. • Local Networks farmers
• Mortimer D. Team
Sackler
Foundation Resources Purpose Marketing • Angle Investors
- What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to • Investment funds
Proposition require? - How can we best serve? change to engage others fully with our proposition
- What is our strategic intent? and how can we best communicate this?
• Website
• Social Media • Brand development • Celebrities
Networks • Commitment to 0% • Public donors
• Monetary Change how
charity is done. admin costs
Investment
• Office staff • Celebrities
• Stories: Photos birthdays
and Writing
PPP Costs Financial Costs Revenue Streams PPP Impacts
• The CO2 emitted into the
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources?
atmosphere from shipping • Training volunteers
- How much does each stream contribute to overall revenues?
• Bringing water to those in need
- How can we mitigate against this?
• Donations • 6,185 projects in 19 countries,
water water pumps to Africa • Website and Social Media • Angle Investors
• The pollution from server farms Management benefiting over 2,545,000
• Investment Funds • Brining awareness around
that power the internet • Public Events • $40 million as of January 15, water issues
2012.
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

74. IMPACT MODEL CANVAS COMACO Headline idea..................................... Designed by.......................................
Iteration Number..............................
Date....................................................
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
• Management
• Operations A market for food
72,000 families registered Distribution is done 72,000 families registered
• Training program products with
with COMACO as primarily through: with COMACO as
• Partnership 200% of normal
producers • Wholesalers producers
Management price for rural • Grocers
• A fundraising farmers • Canteen
strategy with
Government suppliers
metrics It’s Wild range
General Mills • A communication
Wildlife Urban middle class
strategy Zambians
Conservation Society
(WCS) Resources Purpose Marketing
Community - What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to
Resources Boards of Proposition require? - How can we best serve?
- What is our strategic intent?
change to engage others fully with our proposition
and how can we best communicate this?
Luangwa Valley,
Producer Group • 30 large trucks Transform poachers The most important
Cooperatives, • Processing into conservationists. funders:
District Council facilities • Intentional grants
authorities • Office staff Stop poverty-driven • It’s Wild brand • Local government
• Investment for poaching by development • In kind donations
growth teaching ways to
• Marketing preserve ecological
investment for the health of land and
improve efficiency
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?
Food Security
Half of the revenue comes
Production, and distribution.The Families as Members
• Energy and pollution of trucks from grants and government,
investments made in capacity are crucial Income Development
• Land usage chemicals the other half comes from the
for improving the bottom line Poverty Reduction
• the trucks that deliver the food sale of product - 2018 break Economic Sustainability
even. Wildlife Protection.
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

75. Featured at the Clinton Global
Initiative, Guayaki Sustainable
Rainforest Products is a leading
importer of organic, fair trade
yerba mate, a traditional South
American drink with the strength
of coffee and the health benefits
of tea. The company is growing
fast, tripling their revenues over
the past five years to reach $15
million in 2011. However, it is
their innovative business model
that sets them apart.

76. IMPACT MODEL CANVAS KICKSTART Headline idea..................................... Designed by.......................................
Iteration Number..............................
Date....................................................
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
• Identify Products that enable
• Manufacturing Opportunities rural poor to make a • Local shops • Rural poor in
Partners • Design Products sustainable income. • Markets third world
• Kenyan • Establish a Supply There most popular
Chain • Radio countries with
Government product, MoneyMaker
• Develop the advertisement • Micro
• Duke University pump increase net
Market farm income by 1000% entrepreneurs
• Measure and on average.
Move Along
Resources Purpose Marketing
- What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to
Proposition require? - How can we best serve?
- What is our strategic intent?
change to engage others fully with our proposition
and how can we best communicate this?
• The Bill and
Melinda Gates
• Social Foundation's
Harness for-profit entrepreneurship • Duke University
• Manufacturing techniques and networks
Plant product design to • Governmental
• Product Designers combat poverty support programs
• Network • Global Network
management
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources?
- How can we mitigate against this?
- How much does each stream contribute to overall revenues? • MoneyMaker pumps increase
• Pumps priced between $35 and net farm income by 1000%
• Increased land use / extraction • Design
$95 132,000 successful new
• Increased water usage • Production
• Funding businesses
• Electricity usage • Distribution
• In kind donations • 659,000 people out of poverty
• $112 million in new profits and
wages
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

77. Iteration Number..............................
IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date....................................................
Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
EFFICIENCY FROM Resources
- What stuff, people, infrastructure does our
Purpose
- What is the reason the organisation exists?
EFFECTIVENESS AT
Marketing
- What attitudes or behaviours do we need to
SCALE SCALE
Proposition require? - How can we best serve? change to engage others fully with our proposition
- What is our strategic intent? and how can we best communicate this?
PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?
Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?