Sonali Kothari - c.ymcdn.comc.ymcdn.com/sites/ by Mgmt Team Initiatives Led by Staff ... Number of respondents to question: 4016 ... Sonali Kothari

Strategic Planning on a Shoestring:Strategic Planning on a Shoestring:

New Best Practices from Kiva.orgNew Best Practices from Kiva.org

Sonali KothariSonali Kothari

Presents... Presents... Presents... Presents... Presents... Presents... Presents... Presents...

Shawn

Sonali KothariSonali KothariDirector of Strategic Planning at Kiva.orgDirector of Strategic Planning at Kiva.org

Wednesday, Feb. 19, 2014Wednesday, Feb. 19, 2014

In Person: 4:00In Person: 4:00--7:00pm Pacific Standard Time7:00pm Pacific Standard Time

Webinar: 4:30Webinar: 4:30--6:00pm Pacific Standard Time6:00pm Pacific Standard Time

Today’s event is

Co-sponsored by CEN and ASP NorCal

Welcome by...

Molly Polidoroff

Chief Executive Officer

Joyce Reynolds-Sinclair

Chapter Co-Founder

Feb 2014 Event Chair

Molly and Joyce

• 14 chapters in US

• Offer:

Association for Strategic Planning

A non-profit professional society that helps people andorganizations succeed through improved strategicThinking, Planning and Action.

• Offer:

• In Person and Webinar programs

• Annual Conferences: May 12-14, 2014 in Long Beach, CA

• Certification for Strategic Management and Strategic Planning Professionals

• Monthly ASP Newsletter: The Strategic Edge

• New Initiative: ASP Center of Non-Profit Excellence

• More details at www.strategyplus.org

Joyce

Mission: To provide a forum that engages San Francisco Bay Area professionals in strategic thinking, planning and action by exploring cutting-edge ideas in a dynamic strategic conversation.

ASP NorCal Chapter

We have a dream that one day NorCal ASP will be seen by Organizations, Entrepreneurs and Strategy

Joyce

by Organizations, Entrepreneurs and Strategy Professionals throughout the SF Bay Area (and beyond) as their primary resource for learning and sharing knowledge about strategy work.

Let us know if you want to join us in this endeavor!

Chapter Advisory Board 2013-14� OFFICERS:

� President: Ken Ketch

� VP/Secretary/Treasurer: Gaye Clemson

� Past Presidents: Mary Winby & Jeff Williams

� CHAIRS� Membership: OPEN

� Marketing: Marcy Pleu Lunell

Association for Strategic Planning NorCal

� Marketing: Marcy Pleu Lunell

� Operations Angi Roberts

� Programs (SF) Barbara Reiss

� Programs (Silicon Valley) Shawn Reeves

� Social Media: Dinesh Neelavar

� Strategic Alliances OPEN

� Technology OPEN

� CO-FOUNDERS

� Strategic Advisor: Joyce Reynolds-Sinclair, Ph.D.

� ASP Board Liaison: Alan Leeds

Joyce




Agenda for Wednesday, Feb. 19, 2014Agenda for Wednesday, Feb. 19, 2014

Joyce

Agenda for Wednesday, Feb. 19, 2014Agenda for Wednesday, Feb. 19, 2014

4:004:00--4:30pm PST In4:30pm PST In--Person CheckPerson Check--In, Networking & RefreshmentsIn, Networking & Refreshments

4:304:30--6:00pm PST Introductions, Presentation with Q&A , Closing 6:00pm PST Introductions, Presentation with Q&A , Closing ((90’ Webinar Recording)90’ Webinar Recording)

••Questions of Clarification okay Questions of Clarification okay

••On Site: Raise Hand & Wait for MicrophoneOn Site: Raise Hand & Wait for Microphone

••Webinar: Submit and Shawn will report out to the RoomWebinar: Submit and Shawn will report out to the Room

6:006:00--7:00pm PST Additional Questions & Onsite Interactive Dialogue 7:00pm PST Additional Questions & Onsite Interactive Dialogue (Webinar Silent)(Webinar Silent)

For All Registrants

� Complimentary Webinar Package:

� Link for streaming access to Webinar Recording

� the full Webinar Slidedeck pdf

� to be emailed w/in one week or less

Help us help you!Feedback Surveyfor all Today’s Attendees

� On paper in Room

� Emailed shortly after today’s session.

Joyce

Introducing…Introducing…Introducing…Introducing…Introducing…Introducing…Introducing…Introducing…

Sonali Kothari Sonali Kothari Director of Strategic Planning, Kiva.orgDirector of Strategic Planning, Kiva.org

� Designed and runs Kiva’s strategic planning, prioritization, and operational review

processes., working closely with Kiva’s CEO and Management Team to develop strategy

and operational excellence.

� Was Director of Product Management at Transpera, a mobile video advertising company.,

and held senior product and operations roles at Say Media, Google and Autobytel.

� Currently in her 5th year on the Executive Committee of the Board of Directors of the

Mental Health Association of San Francisco (MHA-SF).

� Graduated with a BA from UC Berkeley and completed her MBA at UCLA Anderson.

� NOTE: Today’s audience has diverse experience in Strategic Planning

and Interest in Kiva.org

Joyce




Shawn





Strategic Planning on a

Shoestring


[email protected]

Slide 10

A1 [email protected] [email protected] [email protected]

Here's the notes on benchmarks that I had from Friday's meeting: 1) Categories suggested -CrowdfundingOnline givingImpact InvestingMF / Social Entrepreneurship

2) There are things like volunteer management that Kiva has unlike any other

3) For Adjacencies, maybe Schwab Charitable or any other HNW / institutionAuthor,

While Maintaining Meaning and Impact

Agenda

• Me

• Kiva

• Strategic Planning: Learnings with examples

• Q&A• Q&A

StrategyStrategy ConceptConcept DevelopmentDevelopment EvolutionEvolution

End-to-end, portfolio of products and services

Scope of Product Management

Table of Contents

Kiva’s Vision

We envision a world where all

people - even in the most

remote areas of the globe -

hold the power to create

opportunity for themselves

and others.and others.

Our MissionTo connect people, through lending, to alleviate poverty

You can lend as little as $25 to a borrower like Elizabeth

1M+ Lenders

1.1M+Borrowers

$524,360,325Loans

99%Repayment

Rate

Kiva Lenders worldwide have Lent to Borrowers in 73 Countries

$260 $280 $300 $320 $340 $360 $380 $400 $420 $440 $460 $480 $500 $520

$497M

$250M

2008 - 2012

Scaling stage

2012 - …Expanding stage

$0 $20 $40 $60 $80

$100 $120 $140 $160 $180 $200 $220 $240 $260

2005 2006 2007 2008 2009 2010 2011 2012 2013

$100M

2005 - 2008

Founding stage

We made plans!

Vote with your $

Template Happy

ArticulatedPlan Decision Tool

What makes a plan

.

To identify this issue, ask:

Does the plan itself help you decide when and how to change?

When you do change, are you updating “progress” or evolving decision-making?

RoadmapMap App

Defines where an organization is

Where the organization wants to go

Best way to the next point

Our Learnings About Effective Strategic Planning

Kiva can better make decisions in 2014 if our plan is:

1. Focused

Don’t ask what is a strategic plan…

2. Actionable

3. Reflects the customer

4. Cohesive across the org

Ask how the plan can help you make the best decisions

Internal Analysis Top 3 Goals Top 5 Strategies Action Plan

External Analysis Top 10 Initiatives Review

“Right Size” the Process to Meet your Organization

Discover Dream DesignDo &

Review

Financial Plan Communicate

Reflect the customer Focus

Kiva Planning Definition

Goals • Move the needle towards achieving our Mission

• Specific, measurable and time bound

Strategies ● Selected approaches to reach goals● Defined with success measures

Create a Common Language

Initiatives ● An opportunity area or program chosen to deliver on a strategy

● Series or set of projects

Internally consistent definitions mean more than the “right” definition

Data Driven

Who Should Do It?

External External Consultant

– StratExpertise

Org Person in the Lead

Partner with External Resources

Experienced strategic consultant:

• Expert on planning who can partner throughout the process

• Facilitator who can ask questions

• Coach who can encourage the CEO to listen more

• Researcher to help to bring outside data • Researcher to help to bring outside data

Expect org leadership to be accountable for choosing the goals and strategy and a consultant to be a guide

Owners

Vision and Mission

Set by the founders and shared by org

Goals Led by CEO, President, CFO, Head of Product, Head of Partnerships

Strategyled by X-org Leadership

Strategic planning process led internally

Entire org was involved led by small team

Partnerships

Strategies Led by CEO, President, CFO, Head of Product, Head of Partnerships

Vetted by Mgmt Team

Initiatives Led by Staff

Vetted by Mgmt Team

LeadershipTeam of 5

Where to Begin?

StrategyOperations

Discover Dream DesignDo &

Review

Kiva’s Ops Review

Goals

Q1 Review Q2 Plans

What Worked, What Didn't, Now What?

Goals

Strategies

Initiatives

Strategy direction and ideas are often derived from operations

Know Yourself

Know your sweet spot

Assessing Kiva’s Capabilities

Gathering Context & Competitor Data

• External researchers can do great market and competitor analysis – advantage of unbiased!

• Provided the other orgs or companies we follow

• Provided key questions we were looking to answer

• Collaborated with our “competitors”

Understanding User and Customer Needs

What motivated you to join Kiva?Respondents could choose 3 from below options

• Primarily re-analyzed existing lender and partner surveys

Number of respondents to question: 4016

Users identify that their funds are being used in a sustainable multiplicative to “make a difference”

Goals to Initiatives

Top DownAspirations

Iterations Top-Down to Bottoms-Up

Goals: Top Down…

Exec Survey: What are the top 2 most important things Kiva needs to do for 2014 and WHY? ● What goals move the needle the most significantly

towards achieving our Mission? ● Which goal is going to maximize success in 2014?

Kiva’s Breadth Depth Kiva’sImpact

Breadth Depth “Quantity” “Quality”

Lenders Borrowers Kiva

… & Bottoms Up

Top 3 Goals Top 5 Strategies

Top 10 Initiatives● Loans Funded

● Operational Self-SufficiencySelf-Sufficiency

● Catalytic Loans

Setting Goals: It Doesn't Have To Be A Waste Of Time –Guide prioritization

Can you say what a strategy is? - Harvard Business Review

The 3 critical components of a good strategy: goal, scope, and advantage

In order to ___________ we should ____________ for/by/in ____________.(objective = end result

(scope = target -geo, customer,

integration)

(advantage = best

approach)

OBJECTIVE = What ends is that strategy trying to achieve?

SCOPE = What are the boundaries or what is the main target?

ADVANTAGE = What your business will do differently or better than others?

Exercise: Propose Strategies For Each Goal

Goal 1Proposed Strategy 1

Proposed

Why?

Why?

Proposed Strategy 2

Fishbone Diagram

Strategy Objective Scope Advantage Related Goal

1

2

3

4

Strategy to Initiative Development Process

StepsCollect

Initiatives from Kivans

Vet Initiatives Choose ~10 Key Initiatives

Flesh Out Key Initiatives

KeyActivities

Offsites and

Team

meetings

Brown Bags10/21, 10/30,

10/31

Mgmt Brown

Bag

Assess Key

Initiatives

Draft

Initiative

Plans

Owner Mgmt Team and SP team

Mgmt Facilitators

SP team Staff / “R”

Output ~ 50 ideas ~15 - 25 Vetted Initiatives

10 Key Initiatives

Initiative Plans

meetings10/14 – 10/31

Initiative

Proposal

Form10/14 – 10/31

Bag10/31

Initiatives10/31 – 11/15

Plans11/18 – 11/29

Inspiration at Every Touchpoint

Strategy Success Measures

To raise $xM more in loan volume, we will provide lenders with inspiration with every touchpoint in the lending cycle

● x% improvement on connection

survey

● Noticeable improvement in

lender engagement curves

Why is this strategy important to the customer?

Example InitiativeSurface targeted field content in emails to emphasize impact and

important to the customer?

● After the initial “endorphin” of making a loan to a borrower, a lender does not receive a lot of inspiration in their experience

● Many lenders want to know more about their borrowers and their impact they’re making

emails to emphasize impact and increase engagement

Serious Business Decision Tool

Core Lender: Inspiration at Every Touchpoint

Provide lenders with inspiration with every inspiration with every touchpoint in the lending cycle


Our lender promise = inspiration

“It makes me feel that I can also have a concrete,

… and it’s partof our mission

From our Theory of Change:

can also have a concrete, positive impact on lives of people who live halfway across the world. I think

Kiva also makes me feel more empowered to

change things.”

--Lender Connection report in Jan

Core Lender: Inspiration at every touchpoint

“[Kiva] showed [me] that a little can do so much. I don't have a lot of money so $28.75 is all I can spare in a

month... But lately since I never hear how any of them are doing. It's starting to feel like a monthly bill.”


But “endorphins” can wane over time


Core Lender: Inspiration at every touchpoint

The team’s challenge: Find out what inspires lenders to lend more

…starting with existing field content


If we succeed...

More lenders saying “quite a bit”

More lenders saying “yes”

The “Plan”

● Future of Kiva

● Kiva Today

● 2014 Plan● 2014 Plan

● Financial Plan

● So, What Now?

SexyAuthentic Fun

Strategy is What YOU Make It.


Questions & Answers with…Questions & Answers with…

Joyce;




Questions & AnswersQuestions & Answers

Input from Participants in Room & on Webinar Input from Participants in Room & on Webinar Webinar Participants Enter your questions or commentshere:

Webinar Host Webinar Host Shawn ReevesShawn Reeves

CoChairCoChair, Programs SV, Programs SV


Thank You!Thank You!Thank You!Thank You!Thank You!Thank You!Thank You!Thank You!



Joyce;

Our thanks in advance to those who complete the short feedback survey you will

receive from ASP NorCal after this session.

A Webinar Package with the edited webinar recording and final slidedeck will be

forwarded to all event registrants (both in person and webinar) within one week.

Recording will then be available for purchase on the ASP Website.


Upcoming ASP NorCal EventMaking Change Make Money: How a Nonprofit, For-Profit, and Bank Marry Financial Sustainability and Social Mission

WEDNESDAY, APRIL 2, 2014: In Person Only... First East Bay Event

EVENT HOST:EVENT HOST:One PacificCoast Bank, 1438 Webster St #100, Oakland

PANELISTS in Conversation:Kat Taylor, One PacificCoast BankDr. Barbara Bunn McCullough, Brighter BeginningsLisa Gelfand, founder and managing principal at Gelfand Partners Architects, Gelfand Partners Architects

LEARN MORE AND REGISTER www.strategyplus.org/chapters/NorthernCalifornia.php

Joyce

And Coming in April and May 2014

The Five Crucial Conversations for Strategy Execution

APRIL 2014 – In-Person & Webinar (Date & location TBA)

Presented by Richard Lee--------------------------------------------------------------------------------------------------------------------------------------------------------

The Lens Of Leadership: The Leader's Role in Execution of Strategic Initiatives

MAY 15, 2014 – Webinar only

Presented by Cory Bouck

LEARN MORE AND REGISTER www.strategyplus.org/chapters/NorthernCalifornia.php

Joyce

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Sonali Kothari - c.ymcdn.comc.ymcdn.com/sites/ by Mgmt Team Initiatives Led by Staff ... Number of respondents to question: 4016 ... Sonali Kothari