Social Innovation - The profit of doing it together

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Version 3 • 10 September 2013

Copyright ©2013 The Creative Tribe, Amsterdam, The Netherlands

Table of contentsIntroduction – The start of The Creative Tribe 5

Chapter 1 – What is social innovation? 7

What is social innovation? 8

Why is there a need for social innovation? 10

Who are the players within social innovation? 12

What does the social innovation process look like? 14

What can your organisation gain from social innovation? 15

Where can you apply social innovation? 16

Chapter 2 – Cases of social innovation 19

The power of solidarity 20

The new bank that is owned by all of us 24

Healthcare becomes social again 28

A good neighbour is worth more than a distant friend 32

Cleaning a country in one day 36

Why replace something when it’s only broken? 40

The house as a resource bank 44

Energy in your own hands 48

Socially insured 52

Chapter 3 - The Creative Tribe 59

What drives us? 62

The start of The Creative TribeThe world becomes increasingly complex everyday. Complex problems require a multidisciplinary approach.

This insight triggered Deborah Nas and Michiel Oudakker to found The Creative Tribe, a collective of independent professionals in the creative industry.

The members of The Creative Tribe are fascinated by Social Innovation. In the context of the diminishment of big-government, Social Innovation is allowed more and more space to grow and flourish. All the more reason to delve into this phenomenon.

To explore and clarify the topic we decided to write a book about Social Innovation in one day.

This is the result of our collaboration.

We wish you a lot of inspiration,

The Creative Tribe

CHAPTER 1

What is social innovation?

SOCIAL INNOVATION8

What is social innovation?Social innovation is not a new phenomenon. People have been working together for many years in an innovative way to make our society more social, more fun, healthier and better in general. The notion of social innovation pops up more and more these days and there are many different definitions. We use the following definition:

Social innovation is the development and realisation of new ideas that create societal value.

Development and realisation of new ideasInnovation works towards specific solutions that address one or multiple needs. These solutions can be products, services, models, systems or a combination of any of these. It starts with understanding the needs of people and coming up with ideas (development). This is followed by developing solutions, testing these solutions and implementing them (realisation).

Societal valueStrong social innovations are financially healthy and capable of creating societal value. This increase in value can be measured by a higher level of wellbeing for the community or by offering more sustainable, more efficient, more effective, more social and fairer solutions. Social innovation lies in the area between traditional businesses (primarily aimed at maximising profit) and non-profit organisations (primarily aimed at maximising societal value).

WHAT IS SOCIAl INNOvATION? 9

SOCIAL INNOVATION10

Why is there a need for social innovation?The need for social innovation often arises from societal discontent or a specific problem, but sometimes the innovation arises in anticipation of new opportunities in our society. There are a large variety of reasons to innovate socially.

“I lost faith in my company pension scheme - by the time that I will retire there will be no money left!”

“I’m not able to compete with farmers who pump water and additives into their chicken.”

“We both work but we can’t get a

mortgage to buy a house.”


“The renewable energy of my supplier isn’t really renewable.”

“I have exactly 3.21 minutes to treat you,

after that I have to go to the next patient.”

“I don’t trust the producers anymore, all labels say healthy but that’s often not true!”

“I’ve stopped working because

day-care has become too expensive.”

SOCIAL INNOVATION12

Educational institutions: • Increase consciousness of the employers and leaders of tomorrow by placing the social perspective at the centre of educational programmes.

• Develops knowledge through practical research in relevant areas and through the development of concrete methods and tools.

• Shares knowledge with other players so that they can build on this to come to concrete solutions.

Involved citizens: • Notices that the status quo has the potential to improve and take initiative in that direction.

• Gives input during the development of social innovations.

• Mobilises others through leading by example and by bringing the critical mass together.

• Supports the execution of the final solution.

Who are the players within social innovation?Here you can see an overview of players who conceive of and realise social innovation. The exact role is different for each player and situation. Often we see that the roles arise during the process of development and realisation of ideas.


Governments: • Stimulates social innovation with subsidies and tax incentives. • Creates frameworks by issuing rules that make it difficult or less interesting to sustain non-social systems.

• Encourage social innovation through promoting successful projects and by showing how other players can contribute.

Businesses: • Realise supply through the development and offering of concrete products and services with the right balance between the social and commercial side.

• Invest in new infrastructures or collaborations in which the players can have contact with each other.

• Allow room for new ideas and initiatives. • Takes initiative in addressing the core subjects and the core problems from their business or industry.

The Creative Tribe: • Takes initiative by proactively looking for new opportunities and improvements for society.

• Creates solutions by bringing new and existing ideas together and translating them to a customised and workable solution.

• Connects the right players who are motivated to tackle a challenge together.

SOCIAL INNOVATION14

What does the social innovation process look like?In February 2013 the EU provided a Guide to Social Innovation. The guide describes the four phases leading to effective social innovation:• 1. Good ideas• 2. Developing prototypes and conducting a pilot• 3. Implementation of the best solution• 4. Up-scaling to reach the maximum impact

Social innovation is just like ‘normal’ innovation: an iterative process in which every iteration makes the solution more concrete and refined. The optimal composition of the team and the best approach should be decided at each phase to achieve the optimal solution.

Social innovation projects are:

• Multidisciplinary and aimed at

integrated solutions

• Focused on empowerment and

working together

• Driven by demand

• Custom-made

• Approached in an open manner

to allow the sharing of knowledge

and intellectual property

‘Normal’ innovation projects are:

• Focused on stand-alone solutions

• Determined from the top-down

• Driven by supply

• Mass-produced

• More closed and confidential

in approach


What can your organisation gain from social innovation?The most important benefit of social innovation is the added value for society. But as well as that, your organisation can gain many other things:

Financially • Reduced costs• Increased

revenue• Higher sales• Increased margins• Greater profit

Reputation • Improved brand

awareness• Better image• larger audience• Positive brand experience• More recommendations• larger differential advantage

Customers• Better relationship with

customers• More involvement of

employees• Increased customer

satisfaction• Better service

experience

Partners• Better

relationship with employees

• More involvement of employees

• Better relationship with partners and suppliers

• Sustainable relationship with all players involved

• Increased satisfaction of shareholders

Chances for innovation • New products / services• New forms, models or

systems of collaboration• New business models• Better processes

SOCIAL INNOVATION16

Where can you apply social innovation?In almost every industry you can find inspiring examples of social innovation. Here is an overview of recent initiatives. In Chapter 2 a few of these initiatives are explained in depth.

Energy, water and environmentWijwillenzon: people gather forces for cheaper solar energyWakaWaka Foundation: safe and healthy solar lamps as alternative for ‘dirty’ pertroleum lamps in third world countriesTexel Energie: “Energy in your own hands” on page 48Estonia: “Cleaning a country in one day” on page 36Turntoo: “The house as a resource bank” on page 44

Public sector and non-profitPifworld: a network of people, companies and organisations that work together to create a positive impact worldwide. Onderwijspioniers: a platform that helps teachers to share and rea-lise good ideasStichting Onterfd Goed: an organisation specialised in ‘de-collecting’ and sharing museum collectionsGelukskoffer: a suitcase with 7 lessons about happiness for kids in the elementary school Makkie: “A good neighbour is worth more than a distant friend” on page 32

Retail and consumerRepair Café: “Why replace something when it’s only broken?” on page 40Boodschapp: comparing products on price, quality and healthinessThuisafgehaald: website for people that like to cook and people that search for a quick and healthy mealSocial Dining: a platform that connects people with similar interest for a shared dinnerFair Trade: a label and distributor of products from third world countries that are produced in a fair wayPeerby: a platform for sharing products in your own environment

Social innovation


Service industry Mondragon: largest employee-cooperative in the world based in Spain, “The power of solidarity” on page 20Broodfonds: “Socially insured” on page 52IOU: app that registers what you loan so that you don’t lose track of your itemsFairphone: a fairly produced phoneSeats2meet: places in the Netherlands to come together, work and make new contactsNew B: “The new bank that is owned by all of us” on page 24

Transport, logistics and mobilityRoetz Bikes: recyling old bike parts for the production of new bikes at social workplacesSnappCar: a platform where you can rent a car from someone, or rent out your own carToogethr: an app for carpooling and for sharing transportation Greenwheels: a car-sharing concept where everybody can use a large fleet of carsTaxi–E: taxi company with electric taxis running on renewable energy. Aimed at better service and betterprice-quality ratio

Tourism and recreationCouchsurfing: an international network for tourists who want to sleep at hospita-ble strangers’ homesAirbnb: international platform where people can rent out their own home or apartment7scenes: a platform for exchanging alternative tourist destinations and routes via social media TerraTours: alternative routes organised by locals

HealthcareWeHelpen: “A good neighbour is worth more than a distant friend” on page 32EigenKracht: a platform for people who are confronted with significant changes in their life and want help, where participation and ‘shared-reliance’ are central

Social innovation

CHAPTER 2

Cases social innovation

The power of solidarity

21CASES SOCIAl INNOvATION 21

Mondragon Cooperative CorporationThe cooperative is hot again. Where most companies focus on growth and maximising profits for the shareholders, cooperatives operating under a fundamentally different principle. Members are co-owners and have equal voting rights. Particularly in the area of renewable energy and glass fibre networks, co-operatives are an important tool for self-generated initiatives these days.

The power of solidarity

INSTRUMENTAL ANDSUBORDINATED NATURE

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CASES SOCIAl INNOvATION 23

DescriptionIn Mondragon, Spain, the original version of an employee-cooperative was established in 1956. It is the largest one in the world with 85.000 members. Mondragon Cooperative Corporation (MCC) has an annual revenue of €15bn. The group consists of more than 250 companies and units, in a wide variety of industries such as financial, logistics and industrial. MCC is innovative and it also works in ‘high-tech’ industries. The company prioritises people above profit and continuously invests in human capital. The highest salary can never be higher than 8 times the lowest salary. In comparison: at large multinationals in the US this can be up to 400 times as high.

ResultsMCC almost didn’t need to scale down during the current recession. When there are obstacles in the way, MCC chooses jobs over profit. That’s why a decision was recently made to collectively reduce all salaries by 8% in order to prevent loss of jobs.

PowerCooperatives offer, from a political perspective, the best of both worlds: personal initiative and entrepreneurship traditionally appeal to the right wing, and solidarity appeals to the left wing - a beautiful symbiosis for the 21st century. Cooperatives put self-reliance and employment above capital.

What can we learn from this?• A cooperative fosters and develops solidarity, flexibility and stability.• Working together towards a shared goal such as job protection allows

certain solutions to be possible that would otherwise be difficult.

For more information:

http://www.mondragoncorporation.com/Language/en-u5/ENG.aspx

http://tegenlicht.vpro.nl/afleveringen/2011-2012/Mondragon.html

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The new bank that is owned by

all of us

€ 25CASES SOCIAl INNOvATION 25

Manifesto for a new bankThe way in which large companies operate has begun to annoy people. The demise of the banks and the economic crisis that followed caused consumers to develop feelings of distrust and powerlessness. People believe that things should be organised differently and can and want to (actively) participate. This creates an opportunity for a new type of organisation.

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DescriptionOn the 24th of March 2013 a new bank was announced in Belgium: New B. A transparent, cooperative bank with simple financial products and normal salaries for employees. The ‘co-operators’ were people and organisations that invested in the bank, who became customers as well co-owners. They determined the direction of the bank together and how their money should be invested.

ResultsNew B wanted to show the feasibility of a cooperative bank and aimed to collect €20 from 10,000 people in three months (€20 being the price of one share). The full amount was collected within three days. After two months, 40,000 individuals and 89 NGOs (€2,000 per organisation) became members. This success shows that the concept struck the right chord and will become a force to be reckoned with in the future.

PowerNew B responds to the aversion of customers towards the traditional banking sector. It promises an alternative approach to that of the existing banks. It gives people control over their money and thus a more secure future.

What can we learn from this?• The order of the innovation process has fundamentally changed. Ideas

used to be detailed and new services developed in secret, but right now making the idea public is a crucial phase of social innovation: concept development and publishing -> getting money and testing the concept via crowdfunding -> developing the service -> launching -> business.

• large established brands are no longer critical for launching a new service.

Healthcare becomes social

again


Improving the healthcare systemThe way in which we currently provide healthcare in the Netherlands will become too expensive in the future. Over the past years we have already seen an effort to increase efficiency and reduce costs. Family members are often not capable of helping each other for many reasons. The result: healthcare becomes more impersonal and patients as well as family members feel powerless and abandoned.


http://www.vnsny.org/community/in-the-community/

community-connections-timebank/


DescriptionIn 2006 the visiting Nurse Service of New York (vNSNY) TimeBank began. It allows people to use their skills to help others and themselves, by trading hours instead of money. For example, you could earn hours by bringing people to the doctor, providing basic care, teaching, or doing other chores. Every hour of service had the same value.

ResultOver 3,000 members exchanged more than 50,000 hours per year.

PowerThe vNSNY TimeBank appeals to people on a personal level and in an uncomplicated way. It starts from the basis of what you can do, instead of what you can’t. Personal support makes sure that there is a good match between the people in need of help and the providers of care. The service lays the foundation for a relationship based on trust and helps to develop and build a strong social safety net.

What can we learn from this?• A timebank offers a valuable addition to the traditional healthcare

system. It helps to ensure that people can live independently at home for longer and helps to increase the patient’s happiness.

• Participants experience many benefits: improved physical and mental health, better access to services, financial savings, increased trust in care givers, feeling more connected to society and their community, and an increased quality of life in general.

• Everyone can contribute something valuable. • While asking for help is difficult, giving help is not.• Trust is the key to success, not the value of time.• The amount of misuse is negligible.

A good neighbour is

worth more than a distant friend


Together it’s a ‘piece of cake’ (‘makkie’ in Dutch) It is nicer to live in an area where the quality of life is high and the social bonds are strong. That is one of the foundations of the Makkie: a local coin that you can use in the ‘Indische buurt’ in Amsterdam, an area with a lot of socially and economically disadvantaged people

www.

mak

kie.cc

Anne-Miek Fokkens, local coordinator Indische buurt

for housing association Eigen Haard.

Rob van Hilten,

CEO Qoin.

“We have noticed that the ‘Makkie’ connects people. It gives helpers the feeling that they matter, and it

makes it possible to use their talents. It also makes it easier for people in need to ask for help, because you

can pay for it with Makkies.”

“There are a lot of people who want to help, but don’t directly need help from others. That is why there are a lot of possibilities where you can use your

earned Makkies. We make sure there is something for everybody.”


DescriptionThe Makkie is in essence a timebank, like the vNSNY and WeHelpen. You can earn Makkies by helping others or by making an effort for other activities with an advantage for the community and the neighbourhood.

ResultsStadsdeel Oost, Eigen Haard, Makassar Plein Community, Civic Zeeburg and Qoin have started the initiative Makkie in 2011 and in the meanwhile housing societies Ymere and de Alliantie have joined as well. The amount of (commercial) partners where you can pay with Makkies also continues to grow.

PowerThe power of the concept is the possibility of paying with Makkies at local partners such as the cinema, library, swimming pool, sports club, supermarket and many others.

What can we learn from this?• A timebank is a good tool to strengthen the social bonds in a

neighbourhood. • The services that are exchanged are comparable within different

timebanks. It does not directly depend on the primary goal of the initiative (lowering healthcare costs, increasing social cohesion) but it depends on the skills and talents of the people in the specific neighbourhood.

• The possibility to use your credits with (commercial) organisations expands the target group. This makes it also appealing to offer help, even if you don’t need help yourself, such as youngsters who want to earn something extra, for example.

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kie.cc

Cleaning a country in one day


Cleaning Estonia in one day: Let’s do it! It used to be an ingrained habit in Estonia to dispose of garbage in abandoned places in the countryside. This resulted in beautiful nature being gradually destroyed by more than 10,000 tonnes of garbage. Three Estonians asked themselves: ‘What if we clean the country in one day with all Estonians?’

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DescriptionOn that very day in 2008 more than 50,000 volunteers (4% of all Estonians) succeeded in cleaning the country. If the government had done the job, it would have taken at least three years and cost €22.5bn. This socially innovative initiative cost the country a mere €0.5bn.

The approach• Teambuilding• Connecting partners• Identifying the location of particular garbage hotspots via the app• Campaign and communication• Registration of teams and individuals

PowerThe size of this project was also the biggest challenge. The extremely large group of partners and volunteers that used their time, knowledge, experience, material and money is the greatest power of this concept. The initiators succeeded in mobilising a large number of people with their enthusiasm and inspirational message. A large movement came into being, with a targeted focus on just one goal.

What can we learn from this?• Make the societal goal large and concrete.• Define the approach together and let the team members choose their

own task.• Use the enthusiasm of the initiators to motivate a large group of people

with time, knowledge, information, capacity, resources and money to join.

Why replace something when it’s only broken?


Repair CaféIf an appliance or garment is broken or damaged, our first thought is usually ‘throw it away and buy a new one’. Buying a new product is not only easier, but it can also be cheaper than getting it fixed. So we buy a new product and throw the old one away. The result of this behaviour is a (often unnecessary) large amount of waste and the use of valuable resources. Initiator Martine Postma developed the idea of the Repair Café in 2009. She began by working on a guide containing tips for how you can reduce your waste as an individual. When she realised that the tips were mostly about repairing old items, the idea of the Repair Café came into being.

Picture: repaircafe.nl


DescriptionRepair Cafés are free meetings for everybody where it is about repairing all kinds of items together. It is mostly about fixing clothes, furniture, electrical appliances, bikes and toys. Volunteers with a specific expertise are present, such as electricians, seamstresses, carpenters and bicycle repairmen. visitors bring their broken items from their homes and work on these items together with the experts.

ResultsThe original target was to start 18 Repair Cafés in three years. The concept was so successful that after the first year there were already 20 cafés, after two years 55 and now there are more than 65. In 2011 the foundation Repair Café was established, supported by other funds and subsidies, and this foundation offers professional help for local communities nationally and internationally that want to start their own Repair Café. In March of 2013, vrij Nederland and Kennisland awarded the title of ‘Radical Innovator 2013’ to the Repair Café foundation.

PowerThe power of this concept is in connecting people around a societal goal: in this case repairing things. The connection – characterised by making yourself useful, belonging to something, working together and meeting people – makes sure that social innovation embeds itself in the community.

What can we learn from this?• Combining a societal goal (protecting and conserving the world’s

resources) and a personal goal (saving, making yourself useful and belonging to something) works.

• The positive social aspect of repairing things together with people from your community is the driving force behind the concept.

• A further benefit of the Repair Café: the demand for products that are easily repairable gives a signal towards manufacturers.

The house as a resource bank


Turntoo connects the consumer and the manufacturerThe demand for raw materials is ever-increasing, and those resources are becoming more and more scarce. Demand outstripping supply means that the price of raw materials are increasing and are more unpredictable, while building plans are often too focused on short-term thinking. That’s why Thomas Rau started the Turntoo platform in 2011. via this platform materials can be endlessly re-used.

Sources

http://www.platformduurzamehuisvesting.nl/2011/11/10

video-van-de-week-het-turntoo-concept-van-thomas-rau/

http://www.stedebouwarchitectuur.nl/nieuws/nieuws/

thomas-rau-sluit-met-turntoo-de-kringloop.110261.lynkx

http://www.rau.eu/innovatie/turntoo/

http://turntoo.com/

http://www.clubvan30.nl/portfolio/ (picture)

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DescriptionTurntoo connects the consumer and the manufacturer of building materials. The consumer does not own the materials anymore but he or she rents them from Turntoo. These materials are saved in ‘resource banks’. The design of the products makes it possible to reuse the materials. After use of the products they are sent back to Turntoo ready to be used again.

ResultThe model that Turntoo uses is a closed loop - nothing is ever added. The manufacturer is less affected by fluctuations in the price of raw materials. By making the products cradle-to-cradle the materials can easily be reused for a new generation of products. As a consumer, you only pay for your specific use, not for the materials themselves. This makes it a lot cheaper to use environmentally-friendly products.

PowerThe roles of producer and consumer are switched. The consumer is not interested anymore in owning a product, but in the performance of the product. Turntoo is an example of a significant change to our current consumer society and the accompanying business models.

What can we learn from this?• Change of personal ownership to collective use can also have economic

advantage for the manufacturer as well as environmental advantages.• The cradle-to-cradle principle makes stability more important than

growth.

Energy in your own hands


TexelEnergieThere are still a lot of opportunities in the Netherlands for developing sustainable and renewable energy. People want to move forward and progress, but often have the feeling that large energy companies are not stepping up to the challenge.


DescriptionIn 2007 two people from the island of Texel took the initiative to start TexelEnergie. Their goal: to make the island energy neutral by 2020. TexelEnergie supplies people with sustainable energy, preferably produced on the island itself, without seeking to make a profit. Furthermore they help people on the island with independent advice and form cooperatives (to buy solar panels in larger quantities, for example).

ResultsAt the end of 2012, half of the households on the island had subscribed to TexelEnergie, and on top of that 6,000 shares were sold. In 2012 TexelEnergie had their first profitable year. In the last five years the square metres of solar panels has doubled and the heating of the neighbourhood ‘De 99’ in the city Den Burg is completely fuelled by biomass.

PowerThe financing of TexelEnergie is in the hands of people themselves through the shares. Grandparents love to buy these for their grandchildren. People feel more responsible because they are part of TexelEnergie. It also makes it more attractive to install a wind turbine on your land, if you are the owner.

What can we learn from this?• Members have the feeling that they are part of a bigger picture. This

community feeling is an important driver of success.• TexelEnergie gives independent advice on complex matters such as solar

panels.

Source: ‘Vincent wil Zon’ – Trouw.nl / Vincent Dekker 2012

For more information: http://www.texelenergie.nl

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Socially insured


BroodfondsAt this very moment more than 68% of self-employed people do not have any insurance to compensate possible loss of income in case of severe injury or sickness. This is because the cost of such an insurance is often very high, about €6,000 per year. The cheaper insurances often have unclear conditions and exclusions, thus leaving a sick self-employed person exposed. Broodfonds (meaning “Fund-for-bread”) is an initiative of a community of single-minded people who want to solve this problem.

BROOD FONDS


http://broodfonds.nl/zo_werkt_het

http://www.zzp-nederland.nl/nieuws/1900-ZZP_broodfonds

http://www.dezaak.nl/ziek-toch-geld-via-het-broodfonds-1721492.html

http://transitiontowns.nl/archief/15328

http://www.eenvandaag.nl/binnenland/40158/zzp_ers_verzekeren_zich_in_broodfonds

http://www.volkskrant.nl/vk/nl/6214/Pieter-Hilhorst/article/detail/2779040/2011/07/12/Het-

Broodfonds.dhtml

http://www.destentor.nl/regio/broodfonds-voor-zzp-er-steenwijk-in-de-maak-1.3517731


DescriptionBroodfonds is a local network of self-employed people who are willing to help each other financially if the situation arises that a member can’t work. Everyone deposits a monthly fee to an account and if one of the members becomes sick than he or she can receive money from that account. The ‘Broodfonds’ can be seen as a temporary unfit-for-work provision for and funded by self-employed people.

ResultIn the Netherlands there are almost 50 Broodfonds-initiatives with a total of 1,500 members.

PowerThe principle goes back to the origin of insurance: simple and social. It is a beautiful example of social resilience. Trust and social control form important components. The solidarity between the members is high, because a new member can only join when he or she knows at least one of the current members. Many Broodfonds-initiatives do not have any conditions in small print and you do not need a note from the doctor to prove you’re sick and that you can’t work. Bureaucratic control is exchanged for social control. The fund also has the potential to grow to become a network of entrepreneurs who also help each other in other fields. Because they know and trust each other.

What can we learn from this?Insuring becomes much more personal and therefore has a less negative feeling. The members are in the same situation and see the importance of helping each other.

The Creative Tribe applies the learnings of the described cases in different projects.


CHAPTER 3

The Creative Tribe

SOCIAL INNOVATION60

The Creative Tribe is a collective of passionate self-employed creative people with various backgrounds.

We work together on social innovation projects in

flexible teams.

OptimismEnthusiasmImagination

Creative Spirit

Decisiveness

Inspiration Humour Honesty Capability

Ingenuity Conscious-nessLovePioneering

Flexibility Nature

Authenticity

ReliabilityInnovationEntrepre-neurship

Integrity

Versatile

InvolvementPositiveJoyAutonomy

Solidarity

HealthChallengeRespect

Friend-ship

Empathy

FocusedPatienceOrder

Justice

Accuracy

Connection

FreedomAttentionCommonSense

THE CREATIVE TRIBE 61THE CREATIvE TRIBE 61

SOCIAL INNOVATION62

What drives us?We believe in the power of thinking differently and creating together. We are not writers or publishers, yet we wrote this book in 12 hours. During the process we have realised that the Creative Tribe is a form of social innovation as well. Our approach satisfies the success factors that we identified in the previous cases:

1. There is a clear and common goal that binds and motivates people.2. There is an initiator but he or she does not claim ownership of the whole.3. The solution is always simple and gets to the essence of the problem.

Often it is a solution that references the past but applies new possibilities and techniques.

4. The skills of the people involved are engaged and utilised optimally.5. The approach is pragmatic, involving the visualisation, creation and

realisation of ideas right from the start: thinking and acting at the same time.

Social innovation.The benefit of working together.

THE CREATIvE TRIBE 63

The Creative Tribe helps organisations with setting up and implementing social innovations. We like to work with clients that just like us:

1. want to get to the core of the problem2. have a long term vision and show commitment3. want to be transparent and stimulate openness4. want to work together intensively and want to co-create5. let themselves be inspired by surprises6. dare to discuss old paradigms and routines7. think honesty is more important than being nice8. want to experiment and invest9. connect imagination and decisiveness10. are open for change

SOCIAL INNOVATION64

STRATEGY

NETWORK

SOCIAL PASSION

DECISIVENESSTOGETHER

RESEARCH

SESSION

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CREATIVE

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CREATIONNEW

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COLLABORATION

VISUALISATION

ENERGY

PERSPECTIVES

MULTIDISCIPLINARYENTERPRISING


Aram experience design Anook creative direction Bernet illustration & graphic design Bas prototype development Carmen retail Daan innovation strategy Deborah business model innovation Elly proposition development Elana architectural design Evert customer insight Harro crowd-funding Inez partnership branding Jochem visualising Loes educational innovation Lucille communication Maarten customer-centred innovation Martin sustainable innovation Michiel design thinking Reinier thinking outside of the box René interaction design Renzo architectural design Xandra consumer insight

“Is planting a seed!”

“Challenging and very inspiring”

“Together moving forward socially!”

‘’Just do it!’’

“A pleasant pressure cooker.”

“Worth repeating.”

“Intense and cool!!”

“Working hard and having fun”

“Exciting!”

“Letting images speak!” “Yes!”

“A long day…”

“A good joke!”

“A social innovation!”

“Thumbs up!”

“Turn to social innovation.”

“A piece of cake!”

“Loose and focused”

Creating a book in one day is…

SOCIAL INNOVATION66

We have a question for you: Which social topic do you think matters? Send it to us at [email protected]

“Is planting a seed!”

“Challenging and very inspiring”

“Together moving forward socially!”

‘’Just do it!’’

“A pleasant pressure cooker.”

“Worth repeating.”

“Intense and cool!!”

“Working hard and having fun”

“Exciting!”

“Letting images speak!” “Yes!”

“A long day…”

“A good joke!”

“A social innovation!”

“Thumbs up!”

“Turn to social innovation.”

“A piece of cake!”

“Loose and focused”


We have a question for you: Which social topic do you think matters? Send it to us at [email protected]

Anook Cléonne • Bas de Ridder • Bernet Ragetli • Carmen Duijvelshoff • Daan van de Kamp •

Deborah Nas • Elana Bos • Elly Doek • Evert Bos • Inez Heeremans • Jochem Galama •

Loes van der Putten • Maarten Zinkstok • Marloes Janssen • Martin Klitsie • Michiel Oudakker • 

Reinier Buijs • René Vendrig • Renzo in ’t Veld

AMSTERDAM • 19 PEOPlE• 27 MAY 2013 • 8:15 - 22.15 • 1 DAY • 1 BOOK

Documents

Social Innovation - The profit of doing it together