nourishing social entrepreneurship in china & europe
Post on 19-Oct-2014
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Keynote at EU-CHINA dialogue on social enterprise and social entrepreneurship, Ningbo.TRANSCRIPT
SWITCHED ON
JULY 2012PREPARED FOR EU-CHINA DIALOGUE
NOURISHING SOCIAL INNOVATION & ENTREPRENEURSHIP
@NICKWECREATE
NICK JANKEL
8 YEARSAGO
29 YEARS OLD45 STAFFINNOVATING PRODUCTS & SERVICES & PERSUADING CONSUMERS THEY ‘NEEDED’ THEM
SOME CLIENTS
WORTH A FEW MILLION POUNDS
(ON PAPER)
YET MY HEART BROKE..
...OPEN AS I SWITCHED ON TO MY TRUE PURPOSE IN LIFE
ENTERPRISE 1.0VEHICLE FOR DELIVERING PROFIT FOR THE FEW
CRISES OF...
POVERTYCLIMATE CHANGE
CONFLICTUNEMPLOYMENT
CORRUPTIONRESOURCE WARS
DEPRESSION & SUICIDE
ENTERPRISE 2.0VEHICLE FOR DELIVERING PURPOSE TO THE MANY
PURPOSE
“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
PURPOSECONNECTS HEAD, HAND, HEART IN SERVICE TO PEOPLE & PLANET
WEI WU WEI
STRAVINSKY
IN ORDER TO CREATE THERE MUST BE A DYNAMIC FORCE, AND
WHAT FORCE IS GREATER THAT LOVE?
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
PURPOSE$$$ OR POWER>
FEARFORTUNE FAMEFRUSTRATION FREEDOM
5 ENGINESOF ENTREPRENEURSHIP
IMPACTPROFITPEOPLEPLANET PEACE & PROSPERITY (CREATIVITY, LEARNING, FUN)
= THRIVEABILITY
COLLECTIVE SPIRIT OF SHARED PURPOSECREATIVITY OF FREE ENTERPRISE
RECALIBRATETHE WORLD TOWARDS THRIVEABILITY
HARMONY (WITHOUT HIERARCHY)
THERE ARE DEEP WELLSPRINGS OF
MEANING TO ACCELERATE A TRULY
VALUES-LED ENTERPRISE CULTURE
THAT CAN LEAPFROG ‘ADVANCED CAPITALISM’ FOR GOOD
VITALA THEORY OF CHANGE THAT BRINGS TO LIFE YOUR PURPOSE
AND AN IDEA OF HOW YOU MIGHT SCALE IT
GIVE A MAN FISH
TEACH HIM TO
FISH
TEACH HIM TO
INNOVATE
IN THE LONG HISTORY OF HUMANKIND (AND ANIMAL KIND, TOO) THOSE WHO
LEARNED TO COLLABORATE AND IMPROVISE MOST EFFECTIVELY HAVE
PREVAILED.
CHARLES DARWIN
WETEACH, TRAIN, COACH & SUPPORT CHANGE-AGENTS TO INNOVATE & COLLABORATE EFFECTIVELY SO WE CAN CO-CREATE A RADICALLY BETTER WORLD TOGETHER
CREATE
WESOCIAL INNOVATION & DESIGN CONSULTINGLEADERSHIP DEVELOPMENT & COACHINGSOCIAL INNOVATION & ENTERPRISE TRAINING
CREATE
RECENT CLIENTS & FUNDERS
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OBSTACLESARE MANY!
OBSTACLESARE MANY!
> 80% FAIL
CHOICESEVERY DAY BETWEEN PURPOSE & PROFIT
EVERYTHINGWE NEED INSIDE US & OUR NETWORK
IF (AND IT’S A BIG IF)
3 THINGSTOOLS / SKILLSMINDSETCOMMUNITY
A SCALEABLE CAPACITY-BUILDING
COMMUNITY
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
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
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
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
Intentions Resources Activities Outputs Outcomes Drivers & Barriers
Desired Impacts
THE IMPACT CHAIN
Profit
People
Planet
Purpose
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
Pioneering peer-to-
peer coaching
toolkitON SALE NOW ON
OUR WEBSITE
WWW.WECREATEWORLDWIDE.COM
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WE ARE ALL IN THIS TOGETHER!
IF YOU WANT TO GO FAST, GO ALONE. IF YOU WANT TO GO FAR, GO WITH A
GROUP.
AFRICAN PROVERB
WIN WIN WINME - YOU - US
COLLABORATE!
NAPOLEON HILL
WHAT MIND CAN CONCEIVE & BELIEVE, MAN
CAN ACHIEVE
SWITCH ON
NO = NOT YET!THE NO.1 THING THAT CAN STOP A PURPOSE-DRIVEN ENTREPRENEUR
IS OURSELVES
INNOVATION & LEADERSHIP ARE
THE DOUBLE HELIX OF ALL
BREAKTHROUGH IMPACT
CONNECTWECREATEWORLDWIDE.COM: SWITCHED ON INNOVATION, LEADERSHIP & ENTERPRISE
NICKJANKEL.COM: LIFE SWITCHED ON