nourishing social entrepreneurship in china & europe

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SWITCHED ON JULY 2012 PREPARED FOR EU-CHINA DIALOGUE NOURISHING SOCIAL INNOVATION & ENTREPRENEURSHIP @NICKWECREATE NICK JANKEL

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Keynote at EU-CHINA dialogue on social enterprise and social entrepreneurship, Ningbo.

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Page 1: Nourishing social entrepreneurship in China & Europe

SWITCHED ON

JULY 2012PREPARED FOR EU-CHINA DIALOGUE

NOURISHING SOCIAL INNOVATION & ENTREPRENEURSHIP

@NICKWECREATE

NICK JANKEL

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8 YEARSAGO

29 YEARS OLD45 STAFFINNOVATING PRODUCTS & SERVICES & PERSUADING CONSUMERS THEY ‘NEEDED’ THEM

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SOME CLIENTS

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WORTH A FEW MILLION POUNDS

(ON PAPER)

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YET MY HEART BROKE..

...OPEN AS I SWITCHED ON TO MY TRUE PURPOSE IN LIFE

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ENTERPRISE 1.0VEHICLE FOR DELIVERING PROFIT FOR THE FEW

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CRISES OF...

POVERTYCLIMATE CHANGE

CONFLICTUNEMPLOYMENT

CORRUPTIONRESOURCE WARS

DEPRESSION & SUICIDE

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ENTERPRISE 2.0VEHICLE FOR DELIVERING PURPOSE TO THE MANY

PURPOSE

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“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 Harvard Business School.”

PROF CLAYTEN CHRISTENSEN

PURPOSE

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PURPOSECONNECTS HEAD, HAND, HEART IN SERVICE TO PEOPLE & PLANET

WEI WU WEI

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STRAVINSKY

IN ORDER TO CREATE THERE MUST BE A DYNAMIC FORCE, AND

WHAT FORCE IS GREATER THAT LOVE?

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For profit

Trading Non-Profit

Social Business

CSR

Ethical Business

Co-operativesSocial Enterprise

Cross-SubsidyNon-profit / Government

THE ENTERPRISE SPECTRUM

© 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

PURPOSE-DRIVEN ENTERPRISE

PURPOSE

PURPOSE

PROFIT

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PURPOSE$$$ OR POWER>

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FEARFORTUNE FAMEFRUSTRATION FREEDOM

5 ENGINESOF ENTREPRENEURSHIP

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IMPACTPROFITPEOPLEPLANET PEACE & PROSPERITY (CREATIVITY, LEARNING, FUN)

= THRIVEABILITY

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COLLECTIVE SPIRIT OF SHARED PURPOSECREATIVITY OF FREE ENTERPRISE

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RECALIBRATETHE WORLD TOWARDS THRIVEABILITY

HARMONY (WITHOUT HIERARCHY)

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THERE ARE DEEP WELLSPRINGS OF

MEANING TO ACCELERATE A TRULY

VALUES-LED ENTERPRISE CULTURE

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THAT CAN LEAPFROG ‘ADVANCED CAPITALISM’ FOR GOOD

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VITALA THEORY OF CHANGE THAT BRINGS TO LIFE YOUR PURPOSE

AND AN IDEA OF HOW YOU MIGHT SCALE IT

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GIVE A MAN FISH

TEACH HIM TO

FISH

TEACH HIM TO

INNOVATE

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IN THE LONG HISTORY OF HUMANKIND (AND ANIMAL KIND, TOO) THOSE WHO

LEARNED TO COLLABORATE AND IMPROVISE MOST EFFECTIVELY HAVE

PREVAILED.

CHARLES DARWIN

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WETEACH, TRAIN, COACH & SUPPORT CHANGE-AGENTS TO INNOVATE & COLLABORATE EFFECTIVELY SO WE CAN CO-CREATE A RADICALLY BETTER WORLD TOGETHER

CREATE

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WESOCIAL INNOVATION & DESIGN CONSULTINGLEADERSHIP DEVELOPMENT & COACHINGSOCIAL INNOVATION & ENTERPRISE TRAINING

CREATE

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RECENT CLIENTS & FUNDERS

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☀☀

☀☀

☀☀☀ ☀☀☀

☀☀☀

☀☀

☀☀

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OBSTACLESARE MANY!

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OBSTACLESARE MANY!

> 80% FAIL

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CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT

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EVERYTHINGWE NEED INSIDE US & OUR NETWORK

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IF (AND IT’S A BIG IF)

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3 THINGSTOOLS / SKILLSMINDSETCOMMUNITY

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A SCALEABLE CAPACITY-BUILDING

COMMUNITY

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Purpose& TOC

Design for Impact

BreakthroughPropositions

Impact Models

Brand Strategy

Scale Strategy

BreakthroughLeadership

Collaboration Strategy

Impact Story & Pitching

Impact Metrics

MAXIMUM IMPACT

GLOBALNEXT PRACTICECUSTOMIZEDONLINEFREE ACCESS

MINIMAL MISTAKES

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My PassionIn this context, what moves you, inspires you? What have you

learnt on your journey to give or teach others?

My Point

So what is the point of life? Why are we here?

My 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 PurposePURPOSE TOOL

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Conventionally it is though that (causes) (problem) for (target user). Our view is that

(breakthrough insights) are actually the root cause. Therefore (project name) is a (category) that (breakthrough proposition). We (activities /

interventions) which create (outcomes) with (impacts). We are aware (unexpected returns)

may result from the system.

THEORY OF CHANGE

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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?

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

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

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

Revenue StreamsFinancial CostsPPP 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

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

WE ARE BUILDING A GLOBAL

INNOVATION BANK OF IMPACT

MODELS

PLEASE CONTACT US TO HELP

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Intentions Resources Activities Outputs Outcomes Drivers & Barriers

Desired Impacts

THE IMPACT CHAIN

Profit

People

Planet

Purpose

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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?

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STORYTELLING FOR CHANGE

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Pioneering peer-to-

peer coaching

toolkitON SALE NOW ON

OUR WEBSITE

WWW.WECREATEWORLDWIDE.COM

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☀☀

☀☀

☀☀☀ ☀☀☀

☀☀☀

☀☀

WE ARE ALL IN THIS TOGETHER!

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IF YOU WANT TO GO FAST, GO ALONE. IF YOU WANT TO GO FAR, GO WITH A

GROUP.

AFRICAN PROVERB

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WIN WIN WINME - YOU - US

COLLABORATE!

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NAPOLEON HILL

WHAT MIND CAN CONCEIVE & BELIEVE, MAN

CAN ACHIEVE

SWITCH ON

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NO = NOT YET!THE NO.1 THING THAT CAN STOP A PURPOSE-DRIVEN ENTREPRENEUR

IS OURSELVES

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INNOVATION & LEADERSHIP ARE

THE DOUBLE HELIX OF ALL

BREAKTHROUGH IMPACT

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CONNECTWECREATEWORLDWIDE.COM: SWITCHED ON INNOVATION, LEADERSHIP & ENTERPRISE

NICKJANKEL.COM: LIFE SWITCHED ON