Hill Holt Wood is a social enterprise that runs a 14 hectare woodland. They provide vocational training for at-risk youth and encourage public access to the woodland. Karen Lowthrop explained that identifying and prioritizing stakeholders is important, as their objectives may differ from the organization's. For Hill Holt Wood, local communities were initially wary but have become partners. Tracking users and outcomes like employment helps prove the woodland's social and environmental value to stakeholders like government agencies. However, the trainees' objective is long-term jobs, while funders track only training completion. Knowing all perspectives is key to effective program delivery and value creation.
This document discusses approaches to measuring social innovation. It begins by explaining the need to measure social innovation to inform policymakers and understand what works. It then reviews existing indicator systems for measuring innovation, finding that they assume innovation is a non-linear process influenced by factors like resources, knowledge, technology, and culture. However, these systems need adjustments to properly capture social innovation. The document proposes a framework with indicators for enabling conditions, innovation activities, and social outcomes. Finally, it emphasizes sticking to a balanced definition of social innovation and connecting to existing indicators while meeting different information needs.
$2.3 trillion has been spent over 5 decades on solutions for the poor, but these solutions often do not reach the intended beneficiaries due to a lack of feedback and accountability. Traditional aid and government programs fail because there is no mechanism to ensure the needs of consumers or constituents are actually met. Social enterprises provide a blended value by balancing social/environmental returns with economic sustainability through earned income, addressing issues like lack of accountability. The document discusses initiatives that provide funding, training and support to early-stage social enterprises in South and East Asia, including programs supporting youth entrepreneurs and community development organizations.
In this presentation, given at the 2013 SEHK forum, I speak about the future of social innovation within corporate structures to bring scale to ideas that benefit society, the environment, and promote a stable economy.
If interested in seeing the video, you can click here:
Innovation through Experience Design: Designers as InnovatorsJason Ulaszek
The pressure to create amazing, groundbreaking product and service experiences has intensified within just about every industry. Entire industries are now competing heavily on larger, connected ecosystems, not just individualized experiences. Competing organizations are increasingly enlisting designers to help bring clarity to decisions supporting the what, where, how and when of it all. In turn, the pressure point becomes the designer.
Designers possess the ability to influence the creation and design of new products and services. Sometimes they’re even given opportunity to influence business model transformation. But, what about innovation? Do designers possess the ability to disrupt the status quo and become the innovator? And, are they ready for it? I think so. And, after this session I think you’ll see why too.
Together, we’ll examine the role of an experience designer as an innovator and the skills designers command that can engineer new business opportunity and effect social change. We’ll share examples, models and skills that you’ll need in order to lead the charge.
Originally presented by Jason Ulaszek and Brian Winters at Webvisions Chicago on September 24, 2015.
(1) The document discusses building a social entrepreneurship and social investment marketplace in Turkey by examining the current landscape, best practices, and policy options.
(2) It provides background on why social innovation matters, defines key concepts, and gives global examples of social entrepreneurship and impact investing initiatives.
(3) The project aims to strengthen Turkey's ecosystem for social entrepreneurship and social investment through research, framework reviews, a market study, and recommending policy options to facilitate growth.
Talk given at UXNZ 2016, exploring key "edges" of practice we are exploring in co-design in Aotearoa. With thanks to all the community members and practitioner who shared their experiences in this talk.
Talk Abstract:
Across Aotearoa (New Zealand), co-design is rapidly being adopted in public and community contexts to tackle complex national issues and policies such as youth employment; smoking cessation; community health and wellbeing; homelessness
and family violence.
Many of these are large-scale, complex social change innovations and experiments that bring together new groups of people, which means working together in new ways. The opportunity to scale co-design to help address systemic national social challenges is both awesome and terrifying. This talk highlights some of the key trends, changes, opportunities and challenges emerging in co-design for social innovation and social outcomes in Aotearoa.
De-risking Projects and Setting up for High Performance DeliveryCraig Bihari
The document discusses establishing a high performance culture and operating context to improve project success rates. It notes that over 60% of project success factors relate to human behaviors and culture, not technical skills. Most project failures are due to softer aspects like leadership, mindset, and management processes. The document advocates intentionally designing an operating culture aligned with desired performance, and outlines a process to: 1) establish a project vision and culture, 2) define success conditions, 3) align on challenges, 4) identify gaps and pitfalls, 5) invent actions to address them, and 6) establish accountability reporting. This is intended to de-risk projects and drive performance beyond benchmarks through strong leadership, integration, and ownership of goals.
This document discusses approaches to measuring social innovation. It begins by explaining the need to measure social innovation to inform policymakers and understand what works. It then reviews existing indicator systems for measuring innovation, finding that they assume innovation is a non-linear process influenced by factors like resources, knowledge, technology, and culture. However, these systems need adjustments to properly capture social innovation. The document proposes a framework with indicators for enabling conditions, innovation activities, and social outcomes. Finally, it emphasizes sticking to a balanced definition of social innovation and connecting to existing indicators while meeting different information needs.
$2.3 trillion has been spent over 5 decades on solutions for the poor, but these solutions often do not reach the intended beneficiaries due to a lack of feedback and accountability. Traditional aid and government programs fail because there is no mechanism to ensure the needs of consumers or constituents are actually met. Social enterprises provide a blended value by balancing social/environmental returns with economic sustainability through earned income, addressing issues like lack of accountability. The document discusses initiatives that provide funding, training and support to early-stage social enterprises in South and East Asia, including programs supporting youth entrepreneurs and community development organizations.
In this presentation, given at the 2013 SEHK forum, I speak about the future of social innovation within corporate structures to bring scale to ideas that benefit society, the environment, and promote a stable economy.
If interested in seeing the video, you can click here:
Innovation through Experience Design: Designers as InnovatorsJason Ulaszek
The pressure to create amazing, groundbreaking product and service experiences has intensified within just about every industry. Entire industries are now competing heavily on larger, connected ecosystems, not just individualized experiences. Competing organizations are increasingly enlisting designers to help bring clarity to decisions supporting the what, where, how and when of it all. In turn, the pressure point becomes the designer.
Designers possess the ability to influence the creation and design of new products and services. Sometimes they’re even given opportunity to influence business model transformation. But, what about innovation? Do designers possess the ability to disrupt the status quo and become the innovator? And, are they ready for it? I think so. And, after this session I think you’ll see why too.
Together, we’ll examine the role of an experience designer as an innovator and the skills designers command that can engineer new business opportunity and effect social change. We’ll share examples, models and skills that you’ll need in order to lead the charge.
Originally presented by Jason Ulaszek and Brian Winters at Webvisions Chicago on September 24, 2015.
(1) The document discusses building a social entrepreneurship and social investment marketplace in Turkey by examining the current landscape, best practices, and policy options.
(2) It provides background on why social innovation matters, defines key concepts, and gives global examples of social entrepreneurship and impact investing initiatives.
(3) The project aims to strengthen Turkey's ecosystem for social entrepreneurship and social investment through research, framework reviews, a market study, and recommending policy options to facilitate growth.
Talk given at UXNZ 2016, exploring key "edges" of practice we are exploring in co-design in Aotearoa. With thanks to all the community members and practitioner who shared their experiences in this talk.
Talk Abstract:
Across Aotearoa (New Zealand), co-design is rapidly being adopted in public and community contexts to tackle complex national issues and policies such as youth employment; smoking cessation; community health and wellbeing; homelessness
and family violence.
Many of these are large-scale, complex social change innovations and experiments that bring together new groups of people, which means working together in new ways. The opportunity to scale co-design to help address systemic national social challenges is both awesome and terrifying. This talk highlights some of the key trends, changes, opportunities and challenges emerging in co-design for social innovation and social outcomes in Aotearoa.
De-risking Projects and Setting up for High Performance DeliveryCraig Bihari
The document discusses establishing a high performance culture and operating context to improve project success rates. It notes that over 60% of project success factors relate to human behaviors and culture, not technical skills. Most project failures are due to softer aspects like leadership, mindset, and management processes. The document advocates intentionally designing an operating culture aligned with desired performance, and outlines a process to: 1) establish a project vision and culture, 2) define success conditions, 3) align on challenges, 4) identify gaps and pitfalls, 5) invent actions to address them, and 6) establish accountability reporting. This is intended to de-risk projects and drive performance beyond benchmarks through strong leadership, integration, and ownership of goals.
Changing the World Starting with YOUth addresses youth disengagement with global issues by linking students with young activists and showing opportunities for involvement. The project organizes events to raise awareness of global challenges and encourage local activism among youth. These events connect young people and allow them to exchange ideas and examples in a stimulating context, with the goal of motivating participation through an entertaining format that responds to generational interests beyond traditional activism.
Irsyad from Young Sustainable Impact Southeast Asia shares his thoughts on what makes a social enterprise after 2 years of being in the incubation space.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
The document discusses the achievements of the Inspire East Design Review and Enabling services over five years. It provides feedback from panel members and users of the services. Key points include:
1) The services reviewed 136 schemes and supported 70 projects, providing independent review and advice to improve quality.
2) Feedback was overwhelmingly positive, with the panel management rated highly. Users found value in gaining different perspectives and resolving issues.
3) The impact on improving schemes was seen in modified masterplans and successful applications, though long-term impact is difficult to measure.
4) Panel members emphasized the importance of community engagement, learning from best practices, and focusing on long-term sustainability and placemaking.
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
The document summarizes the principles of high-impact altruism according to Aleron, a non-profit consulting firm. It identifies four key principles for philanthropists and donors to maximize social impact: 1) having a clear purpose and goals to guide strategy, 2) understanding the issues and systems to ensure effective responses, 3) providing proactive and supportive responses through appropriate operating models, and 4) embracing learning and using data to drive improvement and decisions. The principles are meant to help altruists evaluate and improve their work to increase effectiveness and collective action in addressing complex social problems.
We are proud to announce our thirteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The document discusses the importance of setting good problems and developing core thoughts for creative work. It provides examples of both good and bad problems, and outlines characteristics of effective problems. These include being understandable, solvable, and inspiring new thinking. The document also discusses tools for analyzing problems such as issue trees. Finally, it discusses how to develop core thoughts, emphasizing that they should be simple, stimulative, and interesting. The core thought aims to communicate the key idea in a compelling way.
Paul Walker of PulsePoint Group presented on leveraging crowdsourcing and social innovation to generate new product ideas. Key points included defining social innovation as leveraging crowds to produce exponentially more valuable ideas. Case studies of successful social innovation programs at Dell, a consulting firm, and AT&T were provided that showed generating thousands of ideas and implementing hundreds. Key learnings included having executive support, focusing submissions, community management, recognizing top contributors, and establishing metrics.
The Power of Lean to Modernize Mission-Driven Organizations by Khuloud OdehInstitut Lean France
In 2014, The Urban Institute turned to Lean to help modernize organizational processes from the inside out, beginning with their grant and contract proposal development process. Khuloud Odeh will share their journey on how a non-profit adapted Lean strategies to increase productivity and collaboration, empower and motivate staff, and create more space for innovation, creativity, and research.
A presentation by Khuloud Odeh, VP and CIO of Urban Institute at the Lean IT Summit 2015. More on www.lean-it-summit.com
This document provides background information on public participation and citizen engagement. It discusses the history of public participation dating back to ancient Greece and its importance in democratic societies. It also outlines some of the key principles of public participation, including Arnstein's Ladder of Citizen Participation, which categorizes different levels of participation from non-participation to citizen power. The document then examines some of the common problems with current approaches to public participation, such as ineffective methods that fail to genuinely capture community input and instead lead to disconnection between communities and public spaces.
The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
Managing disruptive change in an uncertain world: learning for DFID from Sout...IIED
From climate change and urbanisation to resource scarcity and geopolitical shifts, our world is experiencing disruptive change that impacts how development work is planned and delivered.
At the same time, this development practice is also increasingly impacted by ‘internal disruptors’ such as the emergence of new donor nations, a growth in crowdsourcing and the rise of social enterprise.
How can donors, including the UK Department for International Development (DFID), prepare themselves for the disrupted future ahead? They could arguably start by learning from Southern NGOs — many of which already manage disruption in the here and now and are invaluable in building agency and achieving lasting change.
These slides summarise the findings from an IIED project to collate and share learning from 23 NGO leaders across Africa, Asia and Latin America on how to manage disruptive change.
Getting good at disruption in an uncertain world: learning for international ...IIED
From climate change and urbanisation to resource scarcity and geopolitical shifts, our world is experiencing disruptive change that impacts how development work is planned and delivered.
At the same time, this development practice is also increasingly impacted by ‘internal disruptors’ such as the emergence of new donor nations, a growth in crowdsourcing and the rise of social enterprise.
How can international non-governmental organisations (NGOs) prepare themselves for the disrupted future ahead? They could arguably start by learning from Southern NGOs — many of which already manage disruption in the here and now and are invaluable in building agency and achieving lasting change.
These slides summarise the findings from an IIED project to collate and share learning from 23 NGO leaders across Africa, Asia and Latin America on how to manage disruptive change.
Simon Roberts' UKUPA Ethnography PresentationUXPA UK
This document discusses the use of anthropology in business strategy. It describes how anthropology has been repeatedly discovered by major corporations as a useful tool for understanding customers and markets. While initially the focus was on ethnographic methods, increasingly bold claims are being made about anthropology's power to provide insights into complexity and consumer behavior. The speaker's company, ReD Associates, uses anthropology and other social sciences to identify gaps between customer needs and what companies provide. They conduct open-ended discovery projects to explore new markets and strategic problem-solving to address business issues. Their approach aims to apply abductive thinking from design to challenge assumptions and envision new possibilities for growth.
This document discusses various pathways for entrepreneurs to start new ventures, including creating a new venture, acquiring an existing venture, or obtaining a franchise. It covers topics like emerging business opportunities, sources of ideas, financial considerations, acquiring a business, franchising, legal issues, and types of intellectual property protection including patents, copyrights, and trademarks. The document provides information to help entrepreneurs evaluate opportunities and protect their business concepts.
Lessons from 'Measuring Social Impact' a two day course run at the School for Social Entrepreneurs London in conjunction with nef consulting. The course runs throughout the year, and is aimed at charities, social enterprises and public sector organisations who are looking to take the first steps to measuring their social impact.
Changing the World Starting with YOUth addresses youth disengagement with global issues by linking students with young activists and showing opportunities for involvement. The project organizes events to raise awareness of global challenges and encourage local activism among youth. These events connect young people and allow them to exchange ideas and examples in a stimulating context, with the goal of motivating participation through an entertaining format that responds to generational interests beyond traditional activism.
Irsyad from Young Sustainable Impact Southeast Asia shares his thoughts on what makes a social enterprise after 2 years of being in the incubation space.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
The document discusses the achievements of the Inspire East Design Review and Enabling services over five years. It provides feedback from panel members and users of the services. Key points include:
1) The services reviewed 136 schemes and supported 70 projects, providing independent review and advice to improve quality.
2) Feedback was overwhelmingly positive, with the panel management rated highly. Users found value in gaining different perspectives and resolving issues.
3) The impact on improving schemes was seen in modified masterplans and successful applications, though long-term impact is difficult to measure.
4) Panel members emphasized the importance of community engagement, learning from best practices, and focusing on long-term sustainability and placemaking.
IIDEX 2013
Abstract: This presentation aims to put strategic design into perspective as a new culture of decision-making. Design strategy is about creating roadmaps and brand experiences that are transcendent and resilient. It is about processes that embark on social engagement as a catalyst for systemic organizational change. It is about systems of products and services that are strategically innovative and holistic. Design strategy is about a mindset, a way of thinking and a set of tools that help businesses, organizations and institutions realize what it is that they should be doing next, how they can do it, and most importantly, why they should be doing it in the first place.
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
The document summarizes the principles of high-impact altruism according to Aleron, a non-profit consulting firm. It identifies four key principles for philanthropists and donors to maximize social impact: 1) having a clear purpose and goals to guide strategy, 2) understanding the issues and systems to ensure effective responses, 3) providing proactive and supportive responses through appropriate operating models, and 4) embracing learning and using data to drive improvement and decisions. The principles are meant to help altruists evaluate and improve their work to increase effectiveness and collective action in addressing complex social problems.
We are proud to announce our thirteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
The document discusses the importance of setting good problems and developing core thoughts for creative work. It provides examples of both good and bad problems, and outlines characteristics of effective problems. These include being understandable, solvable, and inspiring new thinking. The document also discusses tools for analyzing problems such as issue trees. Finally, it discusses how to develop core thoughts, emphasizing that they should be simple, stimulative, and interesting. The core thought aims to communicate the key idea in a compelling way.
Paul Walker of PulsePoint Group presented on leveraging crowdsourcing and social innovation to generate new product ideas. Key points included defining social innovation as leveraging crowds to produce exponentially more valuable ideas. Case studies of successful social innovation programs at Dell, a consulting firm, and AT&T were provided that showed generating thousands of ideas and implementing hundreds. Key learnings included having executive support, focusing submissions, community management, recognizing top contributors, and establishing metrics.
The Power of Lean to Modernize Mission-Driven Organizations by Khuloud OdehInstitut Lean France
In 2014, The Urban Institute turned to Lean to help modernize organizational processes from the inside out, beginning with their grant and contract proposal development process. Khuloud Odeh will share their journey on how a non-profit adapted Lean strategies to increase productivity and collaboration, empower and motivate staff, and create more space for innovation, creativity, and research.
A presentation by Khuloud Odeh, VP and CIO of Urban Institute at the Lean IT Summit 2015. More on www.lean-it-summit.com
This document provides background information on public participation and citizen engagement. It discusses the history of public participation dating back to ancient Greece and its importance in democratic societies. It also outlines some of the key principles of public participation, including Arnstein's Ladder of Citizen Participation, which categorizes different levels of participation from non-participation to citizen power. The document then examines some of the common problems with current approaches to public participation, such as ineffective methods that fail to genuinely capture community input and instead lead to disconnection between communities and public spaces.
The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
Managing disruptive change in an uncertain world: learning for DFID from Sout...IIED
From climate change and urbanisation to resource scarcity and geopolitical shifts, our world is experiencing disruptive change that impacts how development work is planned and delivered.
At the same time, this development practice is also increasingly impacted by ‘internal disruptors’ such as the emergence of new donor nations, a growth in crowdsourcing and the rise of social enterprise.
How can donors, including the UK Department for International Development (DFID), prepare themselves for the disrupted future ahead? They could arguably start by learning from Southern NGOs — many of which already manage disruption in the here and now and are invaluable in building agency and achieving lasting change.
These slides summarise the findings from an IIED project to collate and share learning from 23 NGO leaders across Africa, Asia and Latin America on how to manage disruptive change.
Getting good at disruption in an uncertain world: learning for international ...IIED
From climate change and urbanisation to resource scarcity and geopolitical shifts, our world is experiencing disruptive change that impacts how development work is planned and delivered.
At the same time, this development practice is also increasingly impacted by ‘internal disruptors’ such as the emergence of new donor nations, a growth in crowdsourcing and the rise of social enterprise.
How can international non-governmental organisations (NGOs) prepare themselves for the disrupted future ahead? They could arguably start by learning from Southern NGOs — many of which already manage disruption in the here and now and are invaluable in building agency and achieving lasting change.
These slides summarise the findings from an IIED project to collate and share learning from 23 NGO leaders across Africa, Asia and Latin America on how to manage disruptive change.
Simon Roberts' UKUPA Ethnography PresentationUXPA UK
This document discusses the use of anthropology in business strategy. It describes how anthropology has been repeatedly discovered by major corporations as a useful tool for understanding customers and markets. While initially the focus was on ethnographic methods, increasingly bold claims are being made about anthropology's power to provide insights into complexity and consumer behavior. The speaker's company, ReD Associates, uses anthropology and other social sciences to identify gaps between customer needs and what companies provide. They conduct open-ended discovery projects to explore new markets and strategic problem-solving to address business issues. Their approach aims to apply abductive thinking from design to challenge assumptions and envision new possibilities for growth.
This document discusses various pathways for entrepreneurs to start new ventures, including creating a new venture, acquiring an existing venture, or obtaining a franchise. It covers topics like emerging business opportunities, sources of ideas, financial considerations, acquiring a business, franchising, legal issues, and types of intellectual property protection including patents, copyrights, and trademarks. The document provides information to help entrepreneurs evaluate opportunities and protect their business concepts.
Lessons from 'Measuring Social Impact' a two day course run at the School for Social Entrepreneurs London in conjunction with nef consulting. The course runs throughout the year, and is aimed at charities, social enterprises and public sector organisations who are looking to take the first steps to measuring their social impact.
Outcomes and impacts - demonstrating the difference you makewalescva
This document discusses how to measure the outcomes and impact of charitable organizations. It explains that outcomes refer to changes in people's skills, knowledge or situation, while impact refers to broader, long-term changes. Measuring outcomes and impact can help organizations improve their services, be accountable to funders, and raise more funds. The document provides tips on articulating outcomes, setting outcome indicators, collecting evaluation data through methods like interviews and surveys, and using the findings to communicate results and make recommendations.
NEF: Measuring Social Impact (for LVSC's London For All project, Oct 2014)lvscsteve
The document discusses basic principles of measuring social impact. It explains that traditional financial measures provide a limited view of value and that stakeholders should be involved in decision making. The key aspects of social impact measurement are identifying impacts, measuring impacts, claiming net impact, and valuing net impact. Some principles of understanding impact are involving stakeholders, understanding what changes, only including material factors, and being transparent without overclaiming results. Case studies show how organizations have applied these principles to shift their focus to outcomes and better articulate their social impacts.
The document describes a training program called the SSE that is designed around the individual and led by practitioners. The SSE provides unique and inspirational training to help transform talent into social outcomes. Previous attendees have praised the SSE, with one calling it the most inspirational training they have ever attended and another saying it changed their life and making them actively look for their next opportunity to return to the SSE to be motivated again.
Network theories for technology-enabled learning and social change: Connectiv...Frances Bell
This document discusses network theories for technology-enabled learning and social change. It provides context on the rise of internet users globally. It then discusses connectivism as a network theory of learning, noting its focus on learning through connections and currency of knowledge. Actor Network Theory is also discussed as providing a symmetrical analysis of how human and non-human networks grow and decay through processes of translation. The document observes a MOOC course and notes that participants espoused connectivism in theory but showed different behaviors in practice. It concludes that connectivism works best as a personal theory for practitioners but needs empirical case studies to strengthen it as a descriptive theory of change at different levels.
Nominet trust projects theory of change presentation 2016Daniel Robinson
This document provides an overview of theory of change approaches for evaluating social impact. It defines theory of change as describing how specific changes are expected to occur as a result of interventions and actions. The document discusses best practices for developing theories of change such as having plausible, doable, and testable causal links between activities and outcomes. It also addresses challenges such as the complexity of social systems and limitations of research available. Throughout, it provides exercises and examples to illustrate key concepts for developing and critiquing theories of change.
This document discusses measuring the social impact of corporate social responsibility activities. It outlines the benefits of learning to measure social impact, which include getting a clear picture of an organization's work, understanding its impact on society, and identifying its standing in the industry. The document then describes three main steps to measuring social impact: defining the social value proposition, quantifying social value, and monetizing social value. Finally, it discusses several approaches that can be used to estimate social impact, such as cost-effectiveness analysis, cost-benefit analysis, and social return on investment.
This article discusses factors for social entrepreneurs to consider when deciding on a legal structure for their new social venture. The author advocates exploring your motivation, target market, plans for capital raising, and desired level of control before choosing between a nonprofit, for-profit, or hybrid structure. The legal structure should support, rather than dictate, your goals for creating social impact. Financial objectives, the importance of the social mission, and how success is defined will also influence the best structure. Nonprofits and for-profits both have potential to improve society.
The document discusses the importance of measuring social impact and provides guidance on developing an impact framework. It emphasizes starting with clear objectives and engaging stakeholders, and introduces tools and principles for collecting both quantitative and qualitative data on inputs, outputs, outcomes and overall impact. The goal is to understand the difference an organization makes and clearly communicate its value to stakeholders.
The document discusses using the Balanced Scorecard approach to evaluate the effectiveness of Holston Habitat for Humanity. The Balanced Scorecard looks at an organization from four perspectives: financial, customer/stakeholder, business processes, and learning and growth. It recommends gathering input from various stakeholders to identify objectives, measures, targets, and initiatives in each area. This will help management make better decisions by considering both tangible and intangible factors beyond just financial statements. Internally, representatives could discuss the perspectives, or anonymous surveys could gather outside feedback for management to review in a SWOT analysis and refine the organization's goals. The approach aims to keep the nonprofit focused on its overall mission through engaged community support and a more holistic
Corporate Social Responsibility Essay ExampleWrite my essay
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This document provides information about ISO 26000 and guidance on implementing social responsibility according to ISO 26000. It defines what ISO is and its objectives with ISO 26000. Specifically, it outlines seven steps for organizations to implement social responsibility, covering identifying issues and stakeholders, understanding principles, subjects and issues, integrating responsibilities, and reviewing performance. It also provides examples of action plans for key subjects like human rights, labor practices, and environment. The overall guidance is for organizations to continually improve their contribution to sustainable development through a process of stakeholder engagement, policy setting, and review.
Have you ever thought about working with not-for-profit organisations? This quick guide will give you a few reasons to work with for-purpose organisations, the ins-and-outs of the NFP sector and a few tips to get started.
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
Viv Price and David Robertson discuss sustaining behavior change in organizations. They see a trend of employees wanting to continuously learn and develop new skills. Their framework focuses on different levels of ownership for sustainment activities - by the organization, managers, and individuals. They provide an example of successfully distributing safety responsibilities across levels rather than just to the safety manager. Clients sometimes struggle by not planning sustainment activities early or underestimating the time needed. The "See It, Need It, Do It, Live It" framework helps choose the right activities based on the learning environment and ownership levels.
How to formulate A vision and mission statement as well as business objective...Lucky Ugboko (FCA, ACIT)
This document discusses how to formulate a vision statement, mission statement, and business objectives for a social enterprise. It provides guidance on developing each component, including examples for a hypothetical social enterprise called Hercules Enterprise. A vision statement paints a picture of the social enterprise's direction and future goals. A mission statement describes the central purpose, target population, and strategic approach. It is developed using five steps: client statement, problem statement, statement of purpose, business statement, and value statement. Together, a clear vision, mission, and objectives provide direction and priorities for balancing social and financial objectives in a sustainable way.
Innovating in Good Times & in Bad: Best Practices in Innovationfuturethink
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
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Over the past few years, social return on investment (SROI) has slowly but surely made its way into the mainstream. Though it’s been around since 1999, there are still plenty of misconceptions about this evaluation method. In reality, SROI helps non-profits measure impact and grow sustainably so they can achieve lasting change in the world and bring about greater social good – just like they want to do.
Website - https://louisjeanfoundation.org/
This document discusses entrepreneur's social responsibility (ESR) and its role in serving society. The objectives are to understand the meaning and impact of ESR, the role of young entrepreneurs, areas where ESR can focus, and how to implement ESR. ESR combines entrepreneurship with a mission to serve society through social activities and helping communities. Entrepreneurs should look beyond profits to tackle major social issues. To implement ESR, entrepreneurs should set goals, partner with organizations, develop programs involving employees and customers, and focus on issues like healthcare, vision care, homelessness, and medical training. ESR allows entrepreneurs to gain self-esteem while giving back and being recognized for their social contributions.
How to Make a Business Case for #Socialmedia Gain Social Media ROI with Crims...Dr. Natalie Petouhoff
This document discusses how to make a business case for social media analysis by following four key steps: 1) Define business benefits and social strategy, 2) Examine project benefits, costs and ROI, 3) Determine additional benefits, and 4) Define risks and uncertainties. It emphasizes that businesses now need deep insights from social media analysis to make sound decisions and drive business actions. A quality business case should quantify benefits, costs, ROI, risks, and other key components using a template as a guide.
The document discusses several topics related to corporate social responsibility reporting, including:
1) Social Return on Investment (SROI) which is a framework for measuring and accounting for social, environmental, and economic value in monetary terms;
2) ISO 26000 which provides guidance for organizations to operate in a socially responsible way and helps them integrate social responsibility throughout their operations;
3) CDP reporting which refers to disclosure of climate-related financial information to investors based on recommendations from the Task Force on Climate-Related Financial Disclosures.
The document then goes into details about each of these topics, explaining concepts like SROI principles and analysis stages, ISO 26000 principles and core subjects, and updates to CDP
Corporate Social Responsibility And Corporate Ethics EssayJennifer Letterman
Corporate Social Responsibility has become a major issue for companies in recent years. Watchdog organizations monitor company actions and publish reports on social responsibility. This has led most growing companies to issue annual CSR reports alongside business reports. The document discusses how Citigroup, one of the largest financial services corporations, incorporates the four components of corporate sustainability - inputs, processes, outputs, and outcomes - into its initiatives such as curbing climate change and protecting human rights.
- Business transformation involves taking inputs like resources and turning them into outputs like goods and services to add value and profit. This process differs between industries but always aims to increase efficiency.
- Managers constantly seek ways to provide benefits customers are willing to pay for or reduce costs through techniques like lean production and continuous improvement.
- Firms operate within a business environment and are influenced by factors inside their control like customers and suppliers, and outside factors in the macro environment.
Social business or social enterprise needs careful planning. This slide series was developed and presented for the Social Business Launch Pad seminars by William P. Kittredge, PhD. The Social Business Launch Pad is a joint education seminar series co-sponsored by the Yunus Center at AIT and the Thai Social Enterprise Office http://www.tseo.or.th/
Social Projects have different types of impacts but it is important to measure the impact. This session was introduced to group of social entrepreneurs who are looking to develop social startups leading to high impact. The slides highlights some tools and approaches to measure the impact
Are you feeling overwhelmed with the number of grant proposals that you are writing or the hours that you are logging planning yet another special event? Have you ever wondered about a better way? Non-profits outside the US have relied on “social enterprise” or earned income for years. In fact, very little of their funding comes from grants, special events, or traditional philanthropy.
The concept of earning your own income provides non-profits with three advantages – a solid strategic business plan for operations, a sustainable source of revenue, and unrestricted funds. This presentation covers the basics of social enterprise.
This document discusses demonstrating value, which involves identifying and measuring an organization's social, financial, and organizational objectives through information. It provides frameworks for determining the right information to present, including business performance, mission performance, and organizational sustainability measures. The process involves mapping the enterprise, identifying key information and how to collect it, developing an information blueprint, designing a snapshot report, and monitoring/revising it. True cost accounting is also discussed, which differentiates direct, indirect, social, and hidden costs to understand an enterprise's true profitability.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.