IMPACT ACCELERATOR INDONESIA

WECREATE

NICK JANKEL, WECREATE

SWITCHED ON INNOVATION & LEADERSHIP FOR A RADICALLY BETTER WORLD

PREPARED FOR BC / AGF

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

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

CHARLES EAMES

RECENT CLIENTS & FUNDERS

PART 1

@NICKWECREATE

BEYOND PROFIT

ENTERPRISE 1.0

PURPOSETO MAXIMISE RETURN ON INVESTMENT FOR SHAREHOLDERS IRRESPECTIVE OF IMPACT ON STAKEHOLDERS

LIMITED LIABILITY!

BORN1600EAST INDIA COMPANY ETC.

INVENTIONOF INDIVIDUAL

1980sBECOMES OBSESSIVE

QUARTERLY PROFIT & RESULTING SHARE PRICE GAINS

COSTS“EXTERNALITIES”

CULTURE OF CSR COMPLIANCE (WITH A LITTLE PR VENEER)

CITIZENSUNITED WE FALL!

ENTERPRISE 2.0

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

SOURCE: BUSINESS WEEK / HARRIS POLL

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

SOURCE: EDELMAN

IMPACTLENS FOR INNOVATION & CREATIVITY

PROFITBEYOND

PURPOSETO CREATE POSITIVE IMPACT

(AND PROFIT / SURPLUS)

PURPOSEALCHEMISES WITH VISION TO FOCUS ENERGIES ON CHANGE

“Entrepreneurs who are committed to a mission beyond profits are more likely to succeed.”

TARANG SHAH, VENTURE CAPITALISTS AT WORK

CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT

YIELDS GREATER EQUITY RETURNS, ASSET RETURNS, AND PROFITABILITY

DOING GOODMETA-ANALYSIS OF 52 STUDIES OF FINANCIAL PERFORMANCE

BUSINESSVEHICLE FOR DELIVERING PURPOSE

ENGAGES EMPLOYEES TO GIVE THEIR ALL

PURPOSEONE OF 3 CRITICAL FACTORS IN TOWERS WATSON STUDY

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

CLAYTEN CHRISTENSENHARVARD BUSINESS SCHOOL

CRISES OF...

POVERTYCLIMATE CHANGE

CONFLICTDEPRESSION

SUICIDE

RECALIBRATECAPITALISM TOWARDS THRIVEABILITY

INGENUITY & INNOVATION OF FREE ENTERPRISE

‘IN IT TOGETHER’ SPIRIT OF COMMUNITY

Collective spirit of socialism

31

COLLECTIVE CAPITALISM

© Wecreate 2012

Non-Profit Trading Non-Profit Cross-Subsidy Social Business CSR For-Profit

Donations &Funding

RecoupInvestment. Profit

ReinvestedInvestment &

InterestROI 1-10%

above baseROI 10%+

THE ENTERPRISE SPECTRUM

FOR PURPOSE FOR PROFIT

No financialIncentive

Investment?

All financialIncentive

Extraction?

GUARANTEE SHAREHOLDERSCO-OP / MUTUAL /COLLABORATIVECONSUMPTION

Recoup Investment. Profit

ReinvestedDonations Investment &

InterestROI <20% ROI 100x

CIC, B Corp, Co-Op

Charity Limited By Guarantee/ 501(c)3

Collaborative Consumption, Collective

Creativity

No financial incentive

All financial incentive

Extraction, exploitation,

accumulation

Empowerment enablement,

enlightenment

Non-profit For profit

Trading Non-Profit Social Business

CSRCause-related

marketingEthical Business

Co-operatives

Social Enterprise

Earnings Surplus

Some financial incentive

LLC, PLC, Corp.

Shareholders, owners

Members, stakeholdersTrustees

Cross-Subsidy

B CORPCERTIFIED B CORPORATIONS ARE A NEW TYPE OF CORPORATION WHICH USES THE POWER OF BUSINESS TO SOLVE SOCIAL AND ENVIRONMENTAL PROBLEMS.

B LAB, A NONPROFIT ORGANIZATION, CERTIFIES B CORPORATIONS, THE SAME WAY TRANSFAIR CERTIFIES FAIR TRADE COFFEE OR USGBC CERTIFIES LEED BUILDINGS.

CICLEGAL ENTITY REGULATED BY BIS (GOVERNMENT)

MUST HAVE COMMUNITY INTEREST STATEMENT AND ASSET LOCK

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

EXPERT PATIENT PROGRAMME

CO-OPS

Started in Manchester in mid-19th Century as response to industrial capitalism

Spread throughout world

Flexible business model; dif ferent legal structures

Better together; owned and run by the members

Share their profits - fair & rewarding

Blend of self-help and mutual aid

Businesses, not charities

International force for good; 1 billion people are members

OVERVIEW

PRINCIPLES1st Principle: Voluntary and Open Membership (no discrimination)

2nd Principle: Democratic Member Control (one person, one vote)

3rd Principle: Member Economic Participation (limited / no ROI)

4th Principle: Autonomy and Independence

5th Principle: Education, Training and Information

6th Principle: Co-operation among Co-operatives

7th Principle: Concern for Community

SOURCE: INT. CO-OP ALLIANCE

Ethical telecoms & broadband with 6% of revenue going to community projects.

The Phone Co-op is the fastest growing consumer co-operative in the country. They give their customers excellent value and great service and aim to conduct business ethically.

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

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

Across the UK, co-operatives are owned by nearly 13 million people and growing, one in five of the UK population

5,450 independent co-operative businesses in the UK, working in all parts of the economy

Combined turnover of over £33 billion

Outperformed the UK economy as a whole, growing by 21% since the start of the credit crunch in 2008

Co-operative businesses in the UK employ 236,000 people and are owned by 12.8 million people, that’s over one in five of the UK population

In the UK, there is a 97% survival rate of community shops with only 8 of 259 shops ever having closed

100 million people around the world are employed by co-operatives, whilst nearly 1 billion are members

CO-OP UK

Champagne is predominately produced by co-operatives

80% of Spanish olive oil is produced by co-operatives

Roughly 90% of parmesan cheese in Italy is produced by dairy members who are part of a co-operative

HERITAGE

There are more than 1 billion members of co-operatives worldwide - triple number of shareholders

Top 300 Generate as much revenue as the world’s ninth largest economy, Spain

Ocean Spray, Land O’Lakes, Land O'Lakes, Crédit Cooperative , IFFCO (India)

100 million people employed – 20% more than multinational enterprises

Turnover of $1.1 trillion dollars;livelihood of three billion people

14% growth in turnover of the Global 300 List from 2007 to 2008

887,000 get a fair wage through Fairtrade co-operatives

2012 the International Year of Co-operatives

CO-OP INT

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

http://www.ica.coop/




“I particularly like that fact that the company is run for our benefit and that we in essence own part of the business. This makes the prospect of paying a gas or electricity bill much more palatable.”

JIM PETTIPHER, CO-OPERATIVE ENERGY CUSTOMER

The Buy Better Together Challenge by Co-operatives UK and Department for Business, Innovation & Skills (BIS) to inspire new models of community buying. A £60,000 pot will go towards training and mentoring for stand out projects, including £15,000 for the overall winner

Challenge One: Project aimed at creating a platform, tool or vehicle to help individuals to come together and form a community buying group.

Challenge Two: Project aimed at enabling existing or new community groups to develop their purchasing power by working collectively on behalf of individual consumers.

Challenge Three: Project aimed at businesses to empower their employees or consumers to group for community buying.

100 million people around the world are employed by co-operatives, whilst nearly 1 billion are members

CO-OP UK

http://discuss.bis.gov.uk/buying

http://discuss.bis.gov.uk/buying

There are more than 1 billion members of co-operatives worldwide

Triple number of members than shareholders, x6 in Africa, x4 BRIC

Ireland (70% of population), Finland (60% of population) and Austria (59% of population)

India: 242 million

China: 160 million

USA: 120 million

MEMBERSHIP

CO-OP IDENTITYDefinition: A co-operative is an autonomous association of persons united voluntarily to meet their common economic, social, and cultural needs and aspirations through a jointly-owned and democratically-controlled enterprise.

Values: Co-operatives are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. In the tradition of their founders, co-operative members believe in the ethical values of honesty, openness, social responsibility and caring for others.r.

SOURCE: INT. CO-OP ALLIANCE

VITAL FOR SYSTEMIC CHANGEOwnership structure dictates enterprise behaviour

Relentless pursuit of profit damages social and environmental spaces

3 month profit reporting cycles drives short-term, extractive tendencies and business decisions

THE LAWPut shareholder profits above stakeholder and citizen outcomes

Corporations are legal entities (cf. Citizens United)

Must take the highest purchase of fer at the time of sale, Revlon, Inc. v. MacAndrews & Forbes Holdings, Inc.

http://en.wikipedia.org/wiki/Revlon,_Inc._v._MacAndrews_%26_Forbes_Holdings,_Inc.




ADAPTABILITY

SPEED

INGENUITY

SCALE

JUSTICE

VISION

(COM)PASSION

INDEPENDENCE

CITIZENSHIP

PUBLIC SECTOR

PRIVATE SECTOR

3RD SECTOR

ADAPTABILITY

SPEED

INGENUITY

SCALE

JUSTICE

VISION

(COM)PASSION

INDEPENDENCE

CITIZENSHIP

PUBLIC SECTOR

PRIVATE SECTOR

3RD SECTOR

OPPRESSION

INERTIA

WASTEFULNESS

SHORT-TERM

GREED

IRRESPONSIBILITY

RIGHTEOUS

INEFFECTUAL

VESTED INTERESTS

ADAPTABILITY

SPEED

INGENUITY

SCALE

JUSTICE

VISION

(COM)PASSION

INDEPENDENCE

CITIZENSHIP

PUBLIC SECTOR

PRIVATE SECTOR

3RD SECTOR

OPPRESSION

INERTIA

WASTEFULNESS

SHORT-TERM

GREED

IRRESPONSIBILITY

RIGHTEOUS

INEFFECTUAL

VESTED INTERESTS

OPPRESSION

INERTIA

WASTEFULNESS

SCALE

JUSTICE

VISION

RIGHTEOUS

INEFFECTUAL

VESTED INTERESTS

(COM)PASSION

INDEPENDENCE

CITIZENSHIP

ADAPTABILITY

SPEED

INGENUITY

PROFIT MOTIVE

GREED

IRRESPONSIBILITY

NETWORKED

SOCIETY

Q&A

PART 2

@NICKWECREATE

DESIGNING IMPACT MODELS FOR BREAKTHROUGH

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

HOWDO WE COMPARE YOUTH EMPLOYMENT PROJECT WITH FARMER’S CO-OPERATIVE?

HOW DO WE LEARN FROM ONE TO IMPROVE OTHER?

WHATIS A BUSINESS MODEL?

A BUSINESS MODEL DESCRIBES THE RATIONALE OF HOW AN ORGANIZATION CREATES, DELIVERS, AND CAPTURES VALUE

You’re holding a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow’s enterprises. It’s a book for the…

written byAlexander Osterwalder & Yves Pigneur

co-created byAn amazing crowd of 470 practitioners from 45 countries

designed byAlan Smith, The Movement

WELCOMETO THE BUSINESS MODEL CANVAS

DEVELOPED BY MANY, LED BY ALEX OSTERWALDER

customer segments

key partners

cost structure

revenue streams distribution

channels

customer relationships

key activities

key resources

value proposition

images by JAM

WHATIS AN IMPACT MODEL?

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

WHATIMPACT MODEL DO THESE ORGS HAVE?

Collaborators PropositionActivities Channels

Marketing

Target Users- Who are our key collaborators without which we could not achieve our mission?

- What Activities does our Proposition require?

- What stuff, people, infrastructure does ourProposition require?

- What value do we deliver to the user and how?- How is this different from the status quo?

Purpose- What is the reason the organisation exists?- How can we best serve? - What is our strategic intent?

- What attitudes or behaviours do we need to change to engage others fully with our proposition and how can we best communicate this?

Resources

- Through which Channels (media, delivery partners, networks etc) are we going to reach our customers and collaborators?

Revenue Streams- What environmental and social costs are a direct or indirect outcome of our Activities and Resources?- How can we mitigate against this?

Financial Costs- What are the most important costs of our Activities and Resources? - What are our revenue streams?

- How much does each stream contribute to overall revenues?

PPP Costs

- What core assumptions do we make about customers, collaborators, resources and channels which underpin this model?

Assumptions- What are the most obvious risks associated with this model?- What could get in the way?

Risks

PPP Impacts- What specific environmental and social outcomes do we want to deliver?

- For whom are we creating value and why? - What needs, trends and insights are we capitalising on?

Headline idea..................................... Designed by.......................................

Iteration Number..............................

Date....................................................IMPACT MODEL CANVAS

Collaboration

IMPACT MODEL CANVAS

Value PropositionActions Users- What value do we deliver to the user? - What benefits are we making more accessible, usable or enjoyable?- How is this different from our ‘competitors’?- What are the mission-critical elements of the user experience?

Resources

- What social and environmental costs are a direct or indirect outcome of our Key Activities and Key Resources?- How can we mitigate against this?

- What are our revenue streams? - What prices are we charging?- What value are our funders / donors / users really willing to pay?- How much does each Revenue Stream contribute to overall revenues?- What is break-even target?

- What outcomes do we value most for our target users?- What behaviours and beliefs do we want to change?- How can we measure these accurately and cost-effectively?- Is there a way to include measurement within the user experience?

- For whom are we creating value?- What needs are we focused on relieving?- What problems are we helping to solve?

Channels & Marketing- Through which Channels are we going to reach and keep in communication with our donors and policy makers?- Which ones work best?- Which ones are most cost-efficient?- How are we integrating them with user habits?- How can we reach scale?

Channels & Marketing- Through which Channels are we going to reach and keep in communication with our users?- Which ones work best?- Which ones are most cost-efficient?- How are we integrating them with user habits?- How can we reach scale?

- Through which Channels are we going to reach and keep in communication with our users?- Which ones work best?- Which ones are most cost-efficient?- How are we integrating them with user habits?- How can we reach scale?

Donors- Who are our most important donors and funders?- What needs are they focused on meeting?

Local- What is the local context?- What impacts user beliefs, values and behaviours?- What are existing behaviours and cultural codes we can tap into or piggy-back on?

Globe- What is the global context within which we are working?- What impacts potential and current donor beliefs, values and behaviours?

- What are the most important costs inherent in our delivery model?- Which Key Resources are most expensive?- Which Key Activities are most expensive?- What do we need to invest in to ensure our purpose is achieved?

Culture & Character- How do people have to behave during ‘business as usual’ to deliver on the Activities, Resources & Partnerships?- How does this connect with our values, vision and org intent?- What ownership structures do you need to ensure congruence and maximise imaoct?

Scale Strategy- What systems do we need to have in place to reach maximum scale?- What people structures do we need to service this delivery model?- How can we deploy these over time to achieve our goals?

Brand Strategy- What over-arching and engaging story are we going to tell to engage people?- How do we appeal to head, heart and hand in a distinctive and authentic way?- How are we going to start and maintain conversations?

- What Activities do our Value Propositions require?- Our Delivery Channels?- Our Fundraising Strategy?- Our Growth Strategy?- What do we have to do to keep our collaboration and networks intact?- Our culture healthy?

- What Resources (stuff, people, infrastructure) does our Value Proposition require? - Our Delivery Channels? - Our Funding Channels? - Our Fundraising Strategy? - Our Growth Strategy?- Our partnerships?



Date....................................................

Revenue StreamsFinancial CostsPPP Costs

- What core assumptions do we make about customers, collaborators, resources and channels which underpin this Model?


Risks

PPP Impacts



Marketing







Resources





PPP Costs



Risks






Software testing, quality control and data conversion for business

Assess and train people with ASD

• People diagnosed with ASD

• Tech Companies

• The Danish Government

• Lego• TDC• Grundfos• KMD• Computer

Sciences Corporation

• Microsoft• Oracle

• Innovative training programs

• Software testing etc.

• Marketing / communication strategy

• Statutory funding apps

• Office culture with 75% ASD staff

• Talented people with ASD

• Trainers• Managers• Office space• IT eqpt.

• ASD Networks• New business

pipeline• Specialist People

Foundation

• The Danish Government• European Commissions

Lifelong Learning Program

• Leonardo Da Vinci Programme

• Office space• Energy usage

• Course for people with ASD• Office Space• Office Staff

• Software Testing Services• Training fees• Government Investment

• Jobs for people with ASD• Safe work environment• Self-esteem, confidence, thriving

Turning disabilities into abilities - ASD is an advantage with IT testing!

• Branding people with ASD as valuable in the IT sector

• Social enterprise competitions

SPECIALISTERNE


Marketing







Resources





PPP Costs



Risks





Date....................................................IMPACT MODEL CANVAS CHARITY WATER

Change how charity is done.

• People in need of a reliable source of drinking water

• Rural subsistence farmers

• Select Equity• Provision Equity• Bilger Fundation• Heritage Mark

Foundation• Mortimer D.

Sackler Foundation

• Marketing• Fundraising• Online and

Physical Events• Management• Documentation of

impacts• Supporting

Process• Development

Team

• Website• Social Media

Networks• Monetary

Investment• Office staff• Stories: Photos

and Writing

• Website / GPS / Social Media

• Governmental Programs

• Village Organizations

• Radio Stations• Local Networks

• Brand development• Commitment to 0%

admin costs • Celebrities

birthdays

• Angle Investors• Investment funds

• Celebrities• Public donors

• The CO2 emitted into the atmosphere from shipping water water pumps to Africa

• The pollution from server farms that power the internet

• Training volunteers• Website and Social Media

Management• Public Events

• Donations• Angle Investors• Investment Funds• $40 million as of January 15,

2012.

• Bringing water to those in need• 6,185 projects in 19 countries,

benefiting over 2,545,000• Brining awareness around

water issues

Provides clean drinking water to people in developing countries. All donated money goes to the end user.


Marketing







Resources





PPP Costs



Risks





Date....................................................IMPACT MODEL CANVAS COMACO

A market for food products with 200% of normal price for rural farmers

It’s Wild rangeGovernmentGeneral MillsWildlife Conservation Society (WCS)Community Resources Boards of Luangwa Valley, Producer Group Cooperatives, District Council authorities

• Management• Operations• Training program • Partnership

Management• A fundraising

strategy with metrics

• A communication strategy

• 30 large trucks• Processing

facilities• Office staff• Investment for

growth• Marketing

investment for the

Half of the revenue comes from grants and government, the other half comes from the sale of product - 2018 break even.

Production, and distribution.The investments made in capacity are crucial for improving the bottom line

• Energy and pollution of trucks• Land usage chemicals• the trucks that deliver the food

The most important funders:

• Intentional grants• Local government• In kind donations

Transform poachers into conservationists.

Stop poverty-driven poaching by teaching ways to preserve ecological health of land and improve efficiency

Distribution is done primarily through:

• Wholesalers• Grocers • Canteen

suppliers

Urban middle class Zambians

72,000 families registered with COMACO as producers

Food SecurityFamilies as MembersIncome DevelopmentPoverty ReductionEconomic SustainabilityWildlife Protection.

72,000 families registered with COMACO as producers

• It’s Wild brand development

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

http://bcorporation.net/guayaki





Marketing







Resources





PPP Costs



Risks





Date....................................................IMPACT MODEL CANVAS KICKSTART

Harness for-profit techniques and product design to combat poverty

• Rural poor in third world countries with

• Micro entrepreneurs

• Manufacturing Partners

• Kenyan Government

• Duke University

• Identify Opportunities

• Design Products• Establish a Supply

Chain• Develop the

Market• Measure and

Move Along

• Manufacturing Plant

• Product Designers • Network

management

• Local shops• Markets• Radio

advertisement

• Social entrepreneurship networks

• Governmental support programs

• Global Network

• The Bill and Melinda Gates Foundation's

• Duke University

• Increased land use / extraction• Increased water usage• Electricity usage

• Design• Production• Distribution

• Pumps priced between $35 and $95

• Funding• In kind donations

• MoneyMaker pumps increase net farm income by 1000% 132,000 successful new businesses

• 659,000 people out of poverty• $112 million in new profits and

wages

Products that enable rural poor to make a sustainable income. There most popular product, MoneyMaker pump increase net farm income by 1000% on average.


Marketing







Resources





PPP Costs



Risks






EFFICIENCY FROM SCALE

EFFECTIVENESS AT SCALE

Collaboration

IMPACT MODEL CANVAS

Value PropositionActions UsersWhat value do we deliver to theuser? What benefits are wemaking more accessible, usableor enjoyable? How is this differentfrom our ‘competitors’? What arethe mission-critical elements of theuser experience?

Resources

Revenue StreamsWhat social and environmental costs are a direct or indirect outcomeof our Key Activities and Key Resources? How can we mitigate against this?

What are our revenue streams? What prices are we charging?What value are our funders / donors / users really willing to pay?How much does each Revenue Stream contribute to overall revenues?What is break-even target?

PPP Costs PPP ImpactsWhat outcomes do we value most for our target users?What behaviours and beliefs do we want to change?How can we measure these accurately and cost-effectively?Is there a way to include measurement within the user experience?

For whom are we creating value?What needs are we focused onrelieving? What problems are wehelping to solve?

Channels & MarketingThrough which Channels are we going to reach and keepin communication with ourdonors and policy makers?Which ones work best?Which ones are mostcost-efficient? How are weintegrating them with user habits?How can we reach scale?

Channels & MarketingThrough which Channels arewe going to reach and keepin communication with our users? Which ones work best?Which ones are mostcost-efficient? How are weintegrating them with user habits?How can we reach scale?

Through which Channels arewe going to reach and keepin communication with our users? Which ones work best?Which ones are mostcost-efficient? How are weintegrating them with user habits?How can we reach scale?

DonorsWho are our most importantdonors and funders? What needsare they focused on meeting?

LocalWhat is the local context?What impacts user beliefs,values and behaviours?What are existing behavioursand cultural codes we cantap into or piggy-back on?

GlobeWhat is the global context withinwhich we are working?What impacts potential andcurrent donor beliefs, valuesand behaviours?

Financial CostsWhat are the most important costs inherent in our delivery model?Which Key Resources are most expensive? Which Key Activities aremost expensive? What do we need to invest in to ensure ourpurpose is achieved?

Culture & CharacterHow do people have to behaveduring ‘business as usual’ todeliver on the Activities,Resources & Partnerships?How does this connect with our values, vision and org intent?What ownership structures do youneed to ensure congruence andmaximise imaoct?

Scale StrategyWhat systems do we need to have in place to reach maximum scale?What people structures do we need to service this delivery model?How can we deploy these over time to achieve our goals?

Brand StrategyWhat over-arching and engaging story are we going to tell to engage people?How do we appeal to head, heart and hand in a distinctive and authentic way?How are we going to start and maintain conversations?

What Activities do our ValuePropositions require?Our Delivery Channels?Our Fundraising Strategy?Our Growth Strategy?What do we have to do to keepour collaboration and networks intact?Our culture healthy?

What Resources (stuff, people,infrastructure) does out ValueProposition require? Our Delivery Channels? Our Funding Channels? Our Fundraising Strategy? Our Growth Strategy?Our partnerships?

Survivor Corps is a global network of survivors helping survivors to recover from war, rebuild their communities, and break cycles of violence. The organization promotes reconciliation and rebuilding through community service project and local activism.

• Survivors of armed conflict

• Supporters of those impacted by armed conflict

Survivor Corps has effectively gained scale through their ability to successfully meet the needs of survivors of armed conflict. They have also been involvement in a multitude of high profile forums and advocacy work. Particularly their involvement with the International Campaign to Ban Land Mines that won the Nobel Prize, gained them internal credibility.

• A focus on the users needs and the relationships between victims

• Reconciliation and rebuilding are at the core of all activities

• International Campaign to Ban Land Mines

• Roots of Peace• The Center for

International Stabilization and Recovery

• Action on Armed Violence

• Handicap International

• Communication between branches

• Organizing survivor networks

• Organizing activism activities

• Network of survivors• Story tellers• Financial support

Survivor Corps communicates its history of success through statistics and stories. They focus on showing their communities of survivors. They portray a genuine care for the survivors that they help.

• There is a lack of infrastructure to deal with survivors of armed conflict

• Existing networks of armed conflict survivors

• Word of mouth• High publicity activism

and anti war forums

• Awards supporting their work

• Advocacy organizations

• In kind donations• Grants and • Public and Private

Partnerships

Survivor Corps deals directly with the global issue of those who have survived armed conflict but retain physical and mental scaring.

• none

• Event organization• Training staff• Internal and external communication• Network management

• Revenue from in kind donations• Grants • Financial backing from charity

organizations

• 12,000 survivors impacted in 12 countries recover from their injuries and trauma, get jobs and give back to their communities.

• 135,000 survivor home and hospital visits conducted, pioneering a peer support methodology with measurable results.

• They have negotiated three world-changing treaties for people with disabilities and the weapons used to kill and injure them.

• They have trained survivor advocates and leaders to carry on this work in over 40 war-affected countries.

Survivor Corps

Collaboration

IMPACT MODEL CANVAS


Resources

















Vision Spring create channels for the delivery of low-cost eyeglasses to ensure every individual has equitable access to the eye care products they need to live a full, productive life.

• Rural Indians living on less than $4 per day

• Motivated entrepreneurs

Vision Spring uses local networks and every Vision Entrepreneurs (VE) that are given and trained with marketing resources and techniques. There are 9,000 VEs so far, they have created a positive feedback loop of awareness, where the more entrepreneurs trained the more awareness of Vision Spring, and thus more people that want to become a VE.

• Entrepreneurial • Focus on scaling

solution• Diversity • Impact oriented

• 27 official partnerships including:

• Acmund Fund• Brac• AMS and CO• Cause for Hope

• Training VEs• Distribution of VE

training packages• Product Distribution• Incorporating

customers needs product

• Network of VEs• Vision product

producers• Collaborations

Vision Spring tells the story of successfully filling a need with a social entrepreneurial solution. They tell a story of successful interventions, of impact that is scalable and powerful. They use powerful statistics and some graphics.

• 880 million people in India lives under US$2 per day

• 92.4 million people in India suffer from Prebyopia - inability to focus eyesight

• VE network• Local doctors• Word of mouth

• Social Entrepreneurship awards

• Investment Networks• Online Communication

• Glasses Sales• Charity Organization• Investors

Spring Glasses has an established global need for the services that they offer. WIth 92.4 million people in India alone suffering from Prebyopia.

• The shipping glasses to India

• Training VEs• Distribution of goods• Internal and external communication• Management

• Revenue from sales of produced goods

• Revenue from the sale of 'business in a bag' to VEs

• $230 million in economic impact at the Base of the Pyramid

• 610,000 pairs of eyeglasses sold• Glasses increase productivity of 35%

Vision Spring

Collaboration

IMPACT MODEL CANVAS


Resources

















Grameen Danone Foods brings daily healthy nutrition to low income nutritionally deprived populations in Bangladesh. They offer a community based business model to produce yoghurt enriched with crucial nutrients at a price of 6 BDT (= 0.06 EUR). The production is designed to give as many people as possible a job.

• Poor often malnourished children from Bangladesh

• Entrepreneurial distributors

• Micro farmers• Factory workers

Grameen Danone Foods has created a financially sustainable business model that creates a myriad of positive externalities. They scale through providing a viable and socially attractive investment opportunity in yogurt production facilities, the business model covers all other costs.

• Maximizing impact• Create broad

awareness for social business

• Ensure quality control

• Enterprise as a piece of a worldwide movement for social business

• Grameen Bank• Danone Foods• Bangladesh

Government

• Building production facilities

• Production of products

• Product sales• Distribution

• Production sites• Micro farmers • Collaboration partners

Grameen Danone Foods brings a story two powerful organizations coming together under the banner of a common cause to fight nutritionally deprived populations in Bangladesh.They are focused on branding social enterprises as a movement. They would like to be part of the evolution of capitalism, bringing purpose front and center for the next generation.

• 30% of all Bangladeshis and 56% of Bangladeshi children under the age of 5 suffer from moderate to severe malnutrition

• Sales ladies distribute the yoghurt door-to-door

• Social enterprise networks

• Investor Networks

• Danone Food• Gramene Bank• Private Investors

There are approximately 925 million malnourished people in the world. There is a need for employment all over the world. There is increasing need and call for for biodegradable packaging.

• none

• Production facilities • Worker salaries• Distribution to sales ladies• Internal and external communication• Management

• Revenue from product sales

• The milk for the yoghurt is purchased from micro-farmers.

• Sales ladies distribute the yoghurt door-to-door and receive a 10% provision.

• 50 production plants during the ten years between 2006 and 2016

• Grameen Danone Foods is responsible for the creation of about 1,600 jobs within a 30km radius around the plant.

• Solar energy is used for heating up the water

• Packaging of the yoghurt is fully biodegradable

Grameen Danone Foods

Collaboration

IMPACT MODEL CANVAS


Resources

















Self-Employed Women's Association of India (SEWA) organizes women workers for full employment. Full employment means employment whereby workers obtain work security, income security, food security and social security.

• Self employed women

• Women with an entrepreneurial spirit

• Leaders, willing to challenge societal norms

• SEWA as an organization has successful catalyzed a SEWA movement that works towards empowering the unorganized working sector, which constitutes 93% of the working society in India. The most powerful growth system is the increased income that SEWA members experience.

• Women are natural leaders

• Focused on members needs

• Scale oriented• Confidence from

past successes• Diversity is valued

• World Bank• Homenet South Asia • Hansiba• 19 SEWA branch

organizations - SEWA Insurance, SEWA research...

• Regular meetings between members

• Member Leadership • Events• Business

Management• Impact Measures

• The SEWA movement• SEWA members• All of the SEWA

branch organizations

SEWA has shifted the public debate around the role of women in India. Repositioned the Monetary power to into the hands of the women in the house. They are telling a story of empowerment and the power of working together.

• 94% of the female labor force is unprotected

• Sexism is prevalent • Hindi culture is

dominant

• Local networks• Word of mouth• Radio

• Through the World Bank

• Documentaries• SEWA Video• International news

articles

• Governmental Grants• Sale of products• Sale of services to

members• Private in kind

donations

SEWA operates in a patriarchal world. Technology is connecting people and making organizing easier.

• Abuse of SEWA woman is a common problem, as the men of the household have trouble accepting that their wives make more money

• Training SEWA members• Physical space to hold meetings

• Revenue from sales of SEWA produced goods

• Revenue from the service that SWEA offers

• Governmental Support

• Empowerment• Empowering Women as Leaders• Reducing: Poverty, Illiteracy, Disease

and Social Injustice• Creating a Community of Development

SEWA

Collaboration

IMPACT MODEL CANVAS


Resources

















BRAC is the worlds largest NGO, with successful development programs in: Economic Development, Education, Public Health, Social Development, Disaster Relieve and ICT Development. BRAC is 80% self-funded, reaching over 110 million people.

• The poor in 10 different countries

• Under educated• Disempowered• Malnourished/ill

BRAC has reached a critical scale, so that they can build ecosystems economic development. They utilize governmental programs and private initiatives to bring their successful development program out of Bangladesh.They have an integrated approach to poverty alleviation, where they focus on 'value chain linkages,' by strategically supporting there initiatives with other program.

• Scale oriented• Confidence from a

rich history of successful interventions

• Innovation• Integrity• Inclusiveness• Effectiveness

• Nike Foundation• NARI Music• Village

Organizations• Vision Spring

• Internal Control Systems

• RED (Research and Evaluation Division)

• Governing Body• Impact Metrics

• Brand• Global Network of

Global Leaders• Monetary Investment• Research and

Development

BRAC is hailed as a success story in the field of development. They tell a story of an NGO with unprecedented impact, and growth. They take their success in Bangladesh and bring their model and success abroad.

• Most Bangladeshis continue to live on subsistence farming in rural villages.

• Poverty level of 31% (2010)

• Governmental Programs

• Village Organizations• Radio Stations• Local Networks

• International Recognition

• Global Network• Investor networks

• BRAC Commercial Enterprises in dairy and food projects

• Retail handcraft store Aarong

• Governmental Grants• Private in kind

donations

We live in a world of with poverty, exploitation and discrimination, where not everyone has the opportunity to realize their potential.

• Truck Fleets that deliver supplies• Increased water usage from WASH,

BRAC's sanitation program• Indirect: Environmental cost

associated with successful enterprises that have received BRAC loans

• 160,000 staff members (70,000 health volunteers)

• Training programs• Office staff• Management Staff• Researcher and Development

• BRAC Commercial Enterprises• Governmental Grants• Inkind Donations• Aarong Retail Handcraft Store

• Empowerment• Reducing: Poverty, Illiteracy, Disease

and Social Injustice• Economic Development• Creating an Ecosystem of

Development

BRAC

Collaboration

IMPACT MODEL CANVAS


Resources

















Cafe Direct changes lives and builds communities through inspirational, and sustainable business. They sell fair trade hot beverages. They have paid over £13 million into the economies of developing countries through fair trade. They are the 5th largest coffee brand in the UK.

• Middle Class• Ethically

motivated consumers

• From the UK

• Partnerships with high profile partners (Oxfam, Safeway, Co-op) • Ethical business certifications and awards for social and environmental

impact• Market demand for products

• Focus on the producers needs

• Building market share

• Emphasis on telling their story

• German Technical Cooperation (GTZ)

• Safeway• Co-op• Traidcraft• Twin Trading

• Production of products

• Distribution• Sales• Branding• Story Telling

• Network of producers • Production and

package facilities• Distributors

Cafe Direct focuses on telling the story of their impact chain. They brand their products for ethical consumers. They utilize an extensive online portal that appealingly tells their story.

• Growing consumer demand for ethically sourced products

• Large food distributors• Cafes• Cooperatives

• Website• Fair trade networks• Coffee networks

• Product SalesCafe Direct is operating in a world where consumers are increasingly ethically motivated.

• Habitat destruction and species loss• Environmental pollution from shipping

products• Plastic packaging of products

• Production of products• Distribution• Internal and external communication• Management

• Revenue from sales of produced goods

• Economic Development• Creating a market for ethically

produced coffee and tea• Consumer education about ethically

produced coffee and tea

Cafe Direct

Collaboration

IMPACT MODEL CANVAS


Resources

















Husk Power provides power to thousands of rural Indians using proprietary technology that has been developed by the firm that cost-effectively generates electricity from rice husks.

• Local people of India, primarily in Bihar

• People living in small rural villages

Husk Power grows through the market demand for its technology that brings cost efficient energy generation systems to rural Indian farmers. They have received large financial investments that enable increased infrastructure development and continued research.

• Focus on intelligent and scalable solutions

• Ability to communicate in business rhetoric, as well as with local Indian populations

• Cisco Systems• Shell Foundation• Acumen Funds• Bamboo Capital

• Building electricity plants

• Training plant operators

• Maintaining rice husk supplier relationship

• 1.8 billion kg of rice husk discarded in Bihar each year

• Electricity plants• Local workers

Husk Power maintains a strong brand of past successful interventions with an eye for a future of greater achievements. They focus on communicating the real impact that they deliver.

• 1.8 billion kg of rice husk discarded in Bihar each year

• 80 million without electricity Bihar

• Local networks• Village presentations• Word of mouth

• Business competitions supporting their work

• Social investment networks

• Business competitions• Cisco Systems• Shell Foundation• Acumen Funds• Bamboo Capital

• 1.4 billion people worldwide have no access to electricity

• India is the country with the largest population of people without access to electricity, 400 million people

• Producing the steal for the power plants

• Power plant production• Distribution• Training plant operators• Agents hired by to collect electricity

payments from customers

• The sale of power plants• The sale of electricity• Selling CFL bulbs, as well as other

home staples

• 150,000 people served • 60 systems in villages in India• 750,000 tons of CO2 saved• 7,000 local jobs• $50 million of end user cash saved

Husk Power

Collaboration

IMPACT MODEL CANVAS


Resources

















GOOD Mag offers a media platform that promotes, connects, and reports on the individuals, businesses, and non-profits "moving the world forward." All of the their subscription fees are donated to charities. They bring news with a positive view on the world today.

Our targeted audience represents an emerging movement of ambitious, intelligent, youthful adults who want to be happy, successful, and good. 97% believe a corporation’s commitment to social responsibility matters to them.

• Compelling and viral videos• Fresh web content• Huge events and parties• Visually stimulating content• Social Media Communication Strategy

• GOOD maintains a vibrant and engaging culture

• They notoriously spend all of their marketing money on parties

• Visual representations of information are revered

GOOD collaborates with companies, nonprofits and people that help to promote good in the world. They have partnerships with:

• The Dylan Ratigan Show

• Starbucks• Twitter and

Facebook• Buzzfeed

• Fresh and Uplifting Content

• Amazing visual team• A Social Media

Communication Strategy• Management Process• Collaboration

Management

• Visually stimulating website

• Inspiring contributors and editors

• Extensive social media engagement

• Advertisement space for top paying customers

GOOD's brand is a collaboration of individuals, businesses, and nonprofits pushing the world forward. A media platform for people who give a damn. They tell positive stories to inspire action and help consumers purchase conscientiously.

• Global audience • Purchase products

ethically• Extremely

technologically connected

• 80% college graduates

• GOOD Website (25 million*)• GOOD Video (2 million*)• Starbucks WiFi Portal (50

million*)• GOOD email newsletter (4

million*)• GOOD Magazine (2 million*)• GOOD’s social media (5

million*) *views per month

• GOOD Website (25 million*)• GOOD Video (2 million*)• Starbucks WiFi Portal (50

million*)• GOOD email newsletter (4

million*)• GOOD’s social media (5

million*) *views per month

• Series A Funding from Angel Investors.

• Companies paying for Advertisements

• Paying customers

GOOD operates in a world where people are increasingly compelled by what is:

• Sustainable • Prosperous• Productive • Creative• Just

• Pollution from the electricity needed to power server farms

• The paper used to print the physical magazine

• Electricity the office facilities use

Mitigation of costs through sustainability impact assessments and actions.

• Website• Talented Contributors • Operations Staff• Facilities and Maintenance• Events

• Primarily: advertisements on GOOD's website and social media outlets.

• Subsidiary revenue stream through the sale quarterly magazine

• The price is $25 USD for a year.

• Improving efficacy in a generation of first movers

• Inspiring 'good' actions• Informing people about positive things

happening• Building a community of change makers

Impact is based upon media exposure.

GOOD Magazine

PURPOSE- What is the reason the organisation exists?

- How can we best serve?

- What is our strategic intent?

Greatest challenge: Process innovation and partial ‘automation’ of impact

PROPOSITION- What value do we deliver to the user?

- What benefits are we making more accessible, usable or enjoyable?

- How is this different from the status quo?

- What are the mission-critical elements of the user experience?

CHANNELS / MARKETING- Through which Channels (media, touchpoints, delivery partners, networks etc) are we going to reach our users and deliver value?- Which ones are most efficient? Effective?- How are we integrating them with user habits?- How can we reach scale by using peer- and self-managed Channels?- What emotions, mindsets and behaviours do we need to change and how can we best communicate this?

USERS- Whose needs are we focused on relieving?

- What exact problems are we helping to solve?

- What trends and insights are we capitalising on?

DONORS- Who are our most important investors, donors and funders?

- What other change-agents & policy makers do we need to

engage?

What problems can we help them solve?

ACTIVITIES- What Activities does our Value Proposition require?

- Our Delivery Channels?

- Our Marketing?

- What do we have to do to keep our collaboration

and networks intact?

RESOURCES

- What Resources does our Value Proposition require?

- Our Delivery Channels?

- Our Marketing?

- Our Collaborations?

COLLABORATIONS- Who are our key collaborators without which we could not achieve our strategy?

- What power players can we bring on board to deliver change at scale?

- Which Resources and Activities do they bring?

- What are their motivations for collabortion?

- What could get in the way?

COSTS- What are the most important costs inherent in our delivery model?

- Which Key Resources are most expensive?

- Which Key Activities are most expensive?

- What do we need to invest in to ensure our Purpose is achieved?

PPP COSTS- What social,environmental and wellbeing costs are a direct or indirect

outcome of our Key Activities and Key Resources?

- How can we mitigate against this?

REVENUES- What are our revenue streams?

- Who are we charging and what price?

- What value are our funders / donors / users really willing to pay?

- How much does each Revenue Stream contribute to overall revenues?

- What is break-even target?

PPP IMPACTS- What outcomes do we value most in alignment with our Purpose?

- How can we measure these accurately and cost-effectively?

- Is there a way to include measurement within the user experience?

RISKS

- What are the most obvious risks associated with this model?

- What could get in the way?

ASSUMPTIONS

- What core assumptions do we make about users, collaborators, resources, channels and the world which underpin this model?

WHAT STORIES ARE ENERGIZING YOU AT THE MOMENT?

“People are much more likely to act their way into a new way of thinking, than think their way into a new way of acting.”

RICHARD PASCALE

“Key is to find an appropriate business model. So you need options first.”

ALEX OSTERWALDER

Q&A

CONNECTWWW.WECREATE.CC

NICK JANKEL, [email protected]

http://WWW.WECREATE.CC

http://WWW.WECREATE.CC

mailto:[email protected]

mailto:[email protected]

PART 3

@NICKWECREATE

DESIGNING IMPACT METRICS FOR INNOVATION

“No organisation can be any better than its measurement system.”

DEAN SPITZER, IBM

“Measurment is both fundamental and critical to success with innovation.”

MAKING INNOVATION WORK. WHARTON

WHY MEASURE?

PROVING OR IMPROVING?

BOTH!

Reality

Measures

DataMost impact is invisble

Decisions

“What can be counted doesn’t nessarrily count and what counts most cannot necessarily be counted.”

EINSTEIN

STEERTOWARDS MEASURING WHAT CAN BE EASILY MEASURED, NOT WHAT IS IMPORTANT TO BE MEASURED

STOPWHAT KIND OF CHANGE DO WE WANT TO SEE?WHY DO WE PRIVILEGE THAT KIND OF CHANGE?HOW DO WE KNOW IT HAS TAKEN PLACE?WHAT IS NATURE OF IT?

EVERYTHINGCAN BE MEASURED (AT LEAST AS AN INDICATOR)

II. STRATEGY1 Clear need for

increased capacity2 Basic level of

capacity in place3 Moderate level of

capacity in place4 High level of

capacity in place

Funding model Organizationhighly dependenton a few funders, largelyof same type (e.g.,government orfoundations or privateindividuals)

Organization hasaccess to multipletypes of funding (e.g.,government, foundations,corporations, privateindividuals) with only afew funders in each type,or has many funderswithin only one or twotypes of funders

Solid basis offunders in mosttypes of funding source(e.g., government,foundations, corporations,private individuals); someactivities to hedgeagainst marketinstabilities (e.g., buildingof endowment);organization hasdeveloped somesustainable revenue-generating activity

Highly diversifiedfunding acrossmultiple source types;organization insulated frompotential marketinstabilities (e.g., fullydeveloped endowment)and/or has developedsustainable revenue-generating activities; othernonprofits try to imitateorganization’s fund-raisingactivities and strategies

McKinsey CapacityAssessment Grid

88

MEASURE WHAT?Inputs: Funds, skills, attitudes, climate, in kind

Activities: Ideation, innovation, delivery, resource utilisation

Outputs: Products, services, interventions, processes

Internal outcomes: Internal Revenue, profit/ surplus, team engagement, learning, environmental compliance, growth / scale

External outcomes: Sales, usage, Impact on users, user experience, cultural climate (short, medium, long)

WHY?NOT FOR DATA

TO INCR. KNOWLEDGE, WISDOM, IMPACT

ITERATIVEPURPOSE - VISION - SPECIFIC INTENTIONS - ACTIVITIES, OUTPUTS, OUTCOMES - INDICATORS - MEASURES - METRICS

“If we measure the new with the tools of the old, we will not see the new.”

KARL-ERIC SVEIBY

The specific problem(s) which this project will focus on, aligned with purpose and contributing to the vision. The mission & objectives and reason for measuring.

The specific indicators chosen to monitor the enterprise and show impact and effectiveness

The desired or actual ultimate impact of the project / intervention

MetricsPurpose

Vision

Activities

Intentions

OutputsOutcomes

Impacts ResourcesResources needed to deliver the project. Time, money, staff, building, in kind support, leadership etc

The specific actions & interventions that must take place to execute the project and impact the target users.

The long-term vision of what you would like to see in the world in 5 to 10 years time

The reason the organisation exists and how it can best serve. The people to be served and the possibilities to be created

The implications of the output for users, the locale, the economy etc aligned to the TOC

Collecting, analysing, reporting, presenting and engaging people

The direct results for users / beneficiaries / broader stakeholders. Products received, services used / delivered etc

The implications of the output for users, stakeholders, environment, economy etc Aligned to the TOC

Indicators

IMPACTEVALUATION METRICS OF WHAT HAS OCCUREDINDICATOR METRICS OF WHAT MIGHT HAPPEN

“We still have not seen much movement on... the deep systemic issues that cause the current cluster of crisis symptoms to be reproduced time and again. I believe that the most important root issue of the current crisis is our thinking: how we collectively think.”

C OTTO SCHARMER

HOW WE THINKLINEAR, REDUCTIONIST, MECHANISTIC

LINEARITYCAUSE / EFFECTBLAME AGENTS / INTENTIONSREALISM / SCIENTISM

systems images

CHALLENGINGTAUGHT TO ANALYSELINEAR MODE (LANGUAGE)BIASES & ASSUMPTIONSMASQUERADE AS EVENTS

SYMPTOMSVS. ROOT CAUSES

WHOLENESSBIOLOGY: VON BERTANALFY

“There can be no scientific study of society, either in its conditions or its movements, if it is separated into portions, and its divisions are studied apart.”

COMTE

SYSTEMINDIVIDUAL PARTSPARTS AFFECT EACH OTHERWHOLE MORE THAN SUMPERSIST IN DIFFERENT SETTING

http://www.youtube.com/watch?v=yvfAtIJbatg





















SYSTEMSHAVE IDENTITIES WHICH RESIST CHANGERESPOND TO INTERVENTIONSATTEMPT TO SHAPE PEOPLE / PLACESCOMPLEX BEHAVIOURLEARNSYMBOLIC EXCHANGES

SYSTEMICCOMPLEMENTARY INTERACTIONSTRIGGERS, DRIVERS, RESPONSESPATTERNS EMERGE OVER TIMESYSTEMS CAUSE BEHAVIOUR (VICE VERSA)MUTUAL RESPONSIBLITYINTENTIONS ARE NOT ALWAYS CLEAR

“Reality is made up of circles, but we see straight lines. Herein lies the beginnings of our limitation as systems thinkers.”

PETER SENGE

INTERVENTIONSHIGHLY CHARGEDCHALLENGE MANY

LAWUNINTENDED CONSEQUENCESSURPRISES!

FEEDBACKOSCILLATIONS BETWEEN POSITIVE & NEGATIVE LOOPS (& INTENTIONS)THE PAST FEEDS INTO THE FUTURE

STATEPREFERRED OR NOT

NOT NORMATIVE ‘RIGHT’ OR ‘WRONG’

“Something hit me very hard once, thinking about what one little man could do. Think of the Queen Mary - the whole ship goes by and then comes the rudder. And there's a tiny thing at the edge of the rudder called a trim tab.”

BUCKMINSTER FULLER

The specific problem(s) which this project will focus on, aligned with purpose and contributing to the vision. The mission & objectives and reason for measuring.



MetricsPurpose

Vision

Activities

Intentions

OutputsOutcomes









Indicators

Theory of Change

CONTEXTIS KING

“THEORY OF CHANGE”

TOCIS ALL IMPORTANT

THE BELIEF SYSTEM YOU HAVE WHICH MAKES YOUR INTENTIONS, ACTIVITIES AND REAL / EXPECTED OUTCOMES / IMPACTS MAKE SENSE

TOCIS KEY TO EFFECTIVE COLLABORATION

STRUCTUREBECAUSE X IS THE ROOT CAUSE OF Y, THEN IF WE DO A, B & C THEN I WILL HAPPEN

E.G.BECAUSE GRAFT IS THE ROOT CAUSE OF POVERTY IN NIGERIA, IF WE CREATE A LEADERSHIP PROGRAMME, WHISTLE-BLOWER INCENTIVE STRUCTURE AND PEER-PRESSURE COMMUNITY THEN THERE WILL BE LESS MONEY STOLEN, MORE TO INVEST IN POVERTY-REDUCTION AND FEWER CHILDREN WILL STARVE

E.G.BECAUSE GRAFT IS THE ROOT CAUSE OF POVERTY IN NIGERIA, IF WE CREATE A LEADERSHIP PROGRAMME, WHISTLE-BLOWER INCENTIVE STRUCTURE AND PEER-PRESSURE COMMUNITY THEN THERE WILL BE LESS MONEY STOLEN, MORE TO INVEST IN POVERTY-REDUCTION AND FEWER CHILDREN WILL STARVE

TOCIS ULTIMATELY CORRELATED TO YOUR VIEW OF LIFE, OF HUMAN NATURE AND OF OUR REASON FOR EXISTING

IMPACTSURVIVAL OR QUALITY OF LIFE?WELLBEING OR THRIVING?SOCIAL JUSTICE OR SOCIAL CREATIVITY?EDUCATION OR LEARNING?BIODIVERSITY OR CHILD MORTALITY?

The specific problem(s) which this project will focus on, aligned with purpose. The mission & objectives and reason for measuring.


The desired or actual ultimate effect of the project / intervention within context. How the outcomes changed the world beyond the status quo.

MetricsPurpose

Vision

Activities

Intentions

OutputsOutcomes









Indicators

Theory of Change

Worldview

The specific problem(s) which this project will focus on, aligned with purpose. The mission & objectives and reason for measuring.



MetricsPurpose

Vision

Activities

Intentions

OutputsOutcomes









Indicators

Theory of Change

Worldview

IMPACTPROFITPEOPLEPLANET PROSPERITY (PLAYING, LEARNING, THRIVING)

Intentions Resources Activities Outputs Outcomes Impacts Indicators

IndividualSocial

EnvironmentalPolitical

TechnologicalEconomicCreative

Internal & external

ProfitPeoplePlanetPurpose

THE IMPACT CHAIN

???HOW DO WE KNOW CHANGE HAS TAKEN PLACE?WHAT IS NATURE OF THAT CHANGE?WHY DO WE PRIVILEGE THAT KIND OF CHANGE?

BEHAVIOURIN SYSTEMS

RATIONALCHOICE THEORY

UNCONSCIOUSMESMERCHARCOTFREUDJAMES

BEHAVIOURALECONOMICS

BIASESHEURISTICS

PEERPOWER / PRESSURE

PROSPECTTHEORY

IMPACT BY DESIGN

Emotions / feelings

Observed State

Mindsets

Behaviours

% of population with HIV

% of target who use condoms% who have extramarital sex

% who know condoms protect against HIV

% of target who feel that condoms are only used by prostitues

Desired Behaviours

Desired State / View

© Wecreate 2012

Desired Mindsets

Current Behaviours

Current State / View

Current Mindsets

Current FeelingsDesired Feelings

IMPACT METRICS

Interventionsin impact chain

IMPACT BY DESIGN: IMPACT CONTEXT Decrease HIV in schools in Southern Africa

Enablers Disablers

Fewer HIV & AIDS ratesLess new cases of infection

Fewer sexual engagementsLess sex with teachers / adultsMore safe sexMore condom purchase / usageGirls saying ‘No’ to pressure

Safe sex is importantSexual intimacy is something important to think aboutInappropriate to have sex with adults / teachersIt is important to talk about it with your boyfriend / girlfriend

Abstinence is coolCondoms are ‘normal’ / coolSex should only happen when we are ‘ready’It’s safe to talk about it with boyfriend / girlfriend

Condoms at clinics and school infirmaries

Condoms right size / feel etc.Having condoms at all times

Condom accessoriesCarrying condom in school bag

Engaging info packsInfo packs read by kids

Info read and engaged with

Boring literatureBeing talked down to

Teachers having authorityParents uninvolved

Religious ban on sex ed

Teachers courting kids for sex

Threats / coercion by mean

Religious moralising

Seeing TV shows & films with inspiring stories

Talking with peers /mentors who are cool

Assumptions

The children can read

Desired Behaviours


© Wecreate 2012

Desired Mindsets

Current Behaviours


e.g. High occurrence of unprotected sex. High HIV rates. High numbers of AIDS orphans

Current Mindsets

e.g. Girls know that condoms are important forsafe sex. Girls know that the withdrawal methoddoes not help against HIV. Guys know thatunprotected sex is very risky.

Current Feelings

e.g. A girl may know that a condom is important for safe sex, but emotionally shethinks they are for whores so she does notuse them. A guy knows it is logically crazy tohave unprotected sex, but feels it is uncool touse a condom.

Desired Feelings

IMPACT METRICS

IndicatorMeasures

ImpactMeasuresINTERVENTIONS

IN IMPACTCHAIN

Girls use condoms for intercourseGirls 12-18Target: 60%

Indicator Metrics

Evaluator Metrics

IMPACT BY DESIGN: IMPACT METRICS

Girls carry condoms in their bagsGirls 12-18Target: 80%

Desired Behaviours


© Wecreate 2012

Desired Mindsets

Current Behaviours


Current Mindsets

Current FeelingsDesired Feelings

IMPACT METRICS

Interventionsin impact chain

IMPACT BY DESIGN: IMPACT CHAIN

Interventions / Activities

Girls carry condoms in their bags 12%

Girls carry condoms in their bags 80%

KEY QSDo our activities really lead to the most important outcomes to fulfill our purpose and deliver our strategic intent – are the activities necessary?

Are they strategically important for the social side, the enterprise side, or both?

Can our activities be changed to create more positive benefit, increase scale or access, generate deeper outcomes or further progress toward our ultimate impact / purpose?

Do our activities lead to any negative outcomes for anyone? Could a change to the activity or undertaking a dif ferent activity with the same objectives and outcomes minimise these negative ef fects?

How do we have to shift heads, hands and hearts to create and sustain permanent change?

Intentions Resources Activities Outputs Outcomes Metrics Desired Impacts

THE IMPACT CHAIN

WHO & WHENWILL YOU MEASURE?

UNLIKELY TO GET FULL COST RECOVERY!

IN TIMEBASELINEPOST INTERVENTION3, 6, 12 MONTHS1,3,5 YEARS

MAPDays used in past month

Self-reported amount consumed on a typical day in the last month

In the past month have you had a drugs overdose (Y/N) how many timeS

Use of drugs by injection (if yes, on how many days)

Use of needle or syringe which had been used by someone else (if yes, how many times) or use of clean needle/syringe

Unprotected sex (yes/ no/ number of times)

SOURCE: MAUDSLEY ADDICTION PROFILE, 1988 (MARSDEN ET AL)

GOOD METRICSAction focused. Does knowing about this issue help your organisation or its key stakeholders to do things better or more ef fectively? Is it within your organisation’s power to influence it?

Important. Is it relevant to your organisation? Is it a priority for a core stakeholder or group of stakeholders?

Measurable. Can you get information that tells you something about the ef fects you’ve had?

Simple. Is it clear and direct enough to be understood by all stakeholders? Is it easy enough to get information without expert assistance if none is available?

SOURCE: NEF

OPENING UPValue is in the eye of the stakeholder!

Identify and prioritise all your stakeholders

Consult with them (where possible) to identify common priorities

Understand how their objectives match or conflict with your objectives

Tell your stakeholders what you are doing well, where you could improve and your future goals

SOURCE: NEF

PIGGY BACKEXISTING ORGS WITH ANALOGOUS MEASURES BEFORE CREATING NEW ONES

HACK THE MEASUREMENT INFRASTRUCTURE (WHO, OECD ETC)

ENABLEYOUR USERS TO INPUT DATA TO EMPOWER AND SAVE $$$

OUTCOMESTARS

Client: I was involved in completing this Star Chart

Empowerment StarThe Outcomes S tar for women who have exper ienced domest i c abuse

Star Chart

aaaaaaaaaaaaaaaaaa

work &learning

aaaaaaaaaaaaaaaaaa

aaaaaaaaaaaaaaaaaaaccommodationaaaaaaaaa

aaaaaaaaaempowerment& self-esteem

aaaaaaaaaaaaaaaaaasafety

aaaaaaaaaaaaaaaaaalegal issuesaaaaaaaaa

aaaaaaaaachildren

aaaaaaaaaaaaaaaaaa

health &well-being

aaaaaaaaaaaaaaaaaamoney

supportnetworks

Client

Date of completion

First

Completed by

Review Retrospective

Worker and client

Worker alone

Client

D D / M M / Y Y Y Y

1 - 2

3 - 4

5 - 6

7 - 8

9 - 10

Not safe

Accepting help

Believing

Learning & rebuilding

Safety & choice

1 - 2

3 - 4

5 - 6

7 - 8

9 - 10 Independance & choice

1 - 2

3 - 4

5 - 6

7 - 8

9 - 10

Not ready for help

Accepting help

Believing

Learning & rebuilding

TM

Empowerment StarTM © Triangle Consulting Social Enterprise Ltd | www.outcomesstar.org.uk

EMERGENTMEASURES OFTEN REQUIRE QUALITATIVE MEASUREMENT, ESTIMATION, SUBJECTIVITY

E.G. HIGH VS LOW VS NONE

FRAMEDETERMINES HOW EXCITED, ENERGISED AND EFFECTIVE MEASUREMENT IS

EMPOWERED OR CONTROLLED

DESIGN FOR IMPACTMONITORINGREPORTINGCONTROLLINGJUSTIFYINGREWARD / PUNISH

FEEDBACKINSIGHTSADAPTATIONLEARNINGIMPROVEMENT

“Many measurement practces and systems signal distrust through their emphasis on monitoring and control.”

JEFFREY PFEIFFER

DIALOGUEKEY TO LEVERAGING METRICS

SUMMARYReinforce status quo vs. Improvement & innovation

Rear view vs. future value (intangible assets)

Trivial few vs. critical many

Easiest to measure vs. most important for impact

Single metrics vs. triangulate

Aligned to stated goals / purpose vs. what is available

Harness regularly (milestones, meetings, improvement) vs. collect for reports

Collect data indefinitely vs. change metrics as world / purpose changes

tool decider: choosing the right tool for your organisation

EconomicEnvir

onmen

t

Peop

le

Econ

omic

Envi

ronm

ent

Peop

le

Economic

People

Environment

EnvironmentEconomic

PeopleEconomic

Environment

People

Peop

le

Econ

omic

Envi

ronm

ent

Economic

Environment

People

Economic

EnvironmentPeople

Economic Environment People

HO

LIST

IC

HOLISTIC HOLISTIC

HOLISTIC

HO

LIST

IC

HOLISTIC

HOLISTIC

HOLISTIC

HO

LIS

TIC

The tool decider is designed to help you toidentify the tool best suited to your organisation andto your performance management needs. Start at thecentre of the chart with organisational size and workyour way outwards to a shortlist of tools about whichyou can find out more on the comparing proving& improving chart and in the tools booklet.

Be aware that although we’ve divided the tools intocategories, such as ‘quality’ and ‘impact’, there is

actually considerable overlap between these. You willfind that tools that help you to assess and improvethe quality of your organisation’s processes will mostlikely also affect your organisation’s impact. Likewise,any good quality-and-impact tool should also feedinto your strategic planning and thinking.

You’ll see that there are lots of tools in the ‘holistic’segments. These tools are capable of capturinginformation across people and communities, the

environment and the economy. It does not mean,however, that when using these tools you have tomeasure ‘everything’ irrespective of whether a givenoutcome is relevant to your organisation. Most areadaptable; you can choose what is important tomeasure from across these domains. That said, becareful that you don’t narrow your focus too muchfrom the outset – your organisation might be havinga wider impact than you think!

Quality

Strategy

Impact

Strategy

Strategy

Impact

Impact

Quality

Quality

Medium (£100–£500k)

Large(> £500k)

Small (< £100k)

OrganisationalSize

SROI

Social Enterprise Balanced Scorecard

DTA Healthcheck

Third Sector Dashboard

CESPI

Investor in People

Eco-mapping

DTA Healthcheck

EFQM / PQASSO / Quality First

Third Sector Dashboard

The Big Picture / CESPI

Investor in People

EMAS

Prove IT!

VolunteeringImpact

Eco-mapping

EMAS

LM3

Investor in People

Investor in People

Investor in People

LM3

Eco-mapping

Prove IT!

Volunteering Impact

EMAS

LM3 EMAS VolunteeringImpact

ISO 9000

EMAS

ISO 14000

Investor in People

ISO 9000

Eco-mapping

EMAS

SocialAccountingand Audit

SROI

SIMPLE

DTAHealthcheck

PQASSO

Quality First

The Big Picture

CESPI

SROI

SocialEnterpriseBalancedScorecard

DTAHealthcheck

Third SectorDashboard

EFQM

CESPI

AA1000 AS

GRI

Social Accounting and Audit

SROI

EFQM

PQASSO

CESPI

AA1000 AS

Social Accountingand Audit

SROI

SIMPLE

SROI

EFQM

Social EnterpriseBalanced Scorecard

CESPI

Key to acronyms

CESPIs – Co-operativesUK Co-operative Environmental and Social Performance Indicators

EFQM – European Foundation for Quality Management Excellence Model

EMAS – Eco-Management and Audit Scheme

GRI – Global Reporting Initiative Guidelines

LM3 – Local Multiplier 3

PQASSO – Practical Quality Assurance System for Small Organisations

SIMPLE – Social Impact Measurement for Local Economies

SROI – Social Return on Investment

SOURCE: NEF

STORIESTO ENGAGE

Call to Action

© wecreate 2012

Concrete Impact

Conviction

Connection

Context

Conventions

Concept

Consciousness Shift

SWITCHED ON STORIES

What is the problem or need? How many people have it? What are the most shocking facts and figures? Can you tell us about one personwho is suffering? How does that feel to you? Why might others resonate with this?Why should we listen to you? Why are you involved? How does it impact you? What are your intentions around it? What is at stake for you? What are your pastsuccesses that relate to this issue? What is the headline keeping us listening?

What has already been thought of that has failed? What already exists but is notavailable, usable or enjoyable enough for a mass solution?Where have all your ‘competitors’ got to? What models of change have beenapplied (and where have they gone wrong)?

What are the underlying assumptions that originate the problem?What are the things everyone thinks that are actually the root drivers of the problem?What are the key reason’s that other people’s models do not work?What part of the current story is no longer working?

What is your ask? Do you have an invite for them? What would you like themto provide for you exactly? What are you going to do with it?

How does it, or could it, have an impact? What analogies or parallels can youdraw on to demonstrate it? How will you measure this impact? What newbehaviors and patterns do you hope to create? How does this bring about thepreferred state of the system in your vision? What other impacts do you expect?What is the size of pie and the slice of pie? How can you bring it to life in wordsor images? What do you want from the listener? What is the call to action?

What is the purpose of the project or enterprise? Who is the team that hasconviction to execute this purpose? What is the preferred state of thesystem / market according to your vision? What are you resolved to do asspecific brand and growth strategies to get there?

What is the essence of your idea or project (or the question you want toinvestigate / answer)? What, for who, when, where? How is it designed towork for real-people? How will they use it? How can it be sustainable?Scaleable? What is a prototype and MVP for the concept? Longer term,what is the roadmap for seizing the opportunity? How can you offerpeople more membership, mastery or meaning?

How do you see things differently? What is your insight into human natureor the world that opens up a new possibility? What is your epiphany?

186

The pioneering creative leadership

& collaboration coaching

programme

The Elevation Pitch

For (target user), who needs or desires

(user need or problem) but (breakthrough

insight), (project name) is a (category) that

(breakthrough proposition). Unlike (the

competition / incumbents), the offering

(breakthrough idea) so (impact).

The Elevating Pitch

For , who needs or desires

but ,

is a that .

Unlike , the offering

so

190

.

1. ‘Juicy’, self-expanding - inspiring

2. Coherent, elegant - internal logic

3. Lithe, sculpted - bold with nothing superfluous

4. Rewarding - clear benefits

5. Insightful, authentic - based in humanity

6. Pragmatic, graspable - actionable

7. Engaging narrative - hearts and minds

✓

FEARFORTUNE FAMEFRUSTRATION FREEDOM

5 ENGINES

My Passion What do you care most about? What have you learnt on

your journey to give or teach others?

The Point

So what is the point of life? Why are we

here?

The World

How do you see the reality? How does the

world work?

What were you born to do? What special sauce do

you bring to any situation? Where do you

serve best?

My Purpose

Spiral 0

Our Purpose

What is your focused strategic intent? What (emerging) problem

do you want to solve? Why is it not being

solved already?

Skills & Talents With this purpose in mind, what value do you offer the world -

unique skills, experiences, talents

and capacities? Where do you have virtuosity?

Vision & Values

Harnessing these, what is your vision for a better world in 5-7 years time in the

context of the world’s problems? What 4

qualities do you value most in this vision?

My Purpose

What is your reason for existing? What

special sauce do you bring to any

situation? Where do you serve best?

Spiral 1

“If I am not for myself, then who is for me?

And if I am for myself only, then what am 'I'?

And if not now, then when?"HILLEL

“To be truly radical is to make hope possible rather than despair convincing.”

RAYMOND WILLIAMS

Q&A