wecreate @ intel
DESCRIPTION
Masterclass at Intel EMEA on collaboration, collaborative leadership and breakthrough innovation.TRANSCRIPT
OPENINGUP
JUNE 2012, INTEL CORP
TO THE COLLABORATIVE ECONOMY
@NICKWECREATE
NICK JANKEL, WECREATE
SOME CLIENTS
BIG IDEAOF THE FUTURE THAT IS ENERGIZING YOU
GLOBAL O.S.HAS CHANGED OVER THE LAST 5,000 YEARS
“Operating systems provide a platform on top of which other software works. Your choice of operating system, therefore, determines to a great extent the applications you can run.”WEBOPEDIA
TRIBES
HUNTER-GATHERER
TRIBESKITH & KIN POWER & WEALTH GIVEN TO THE STRONGHEROS & CHIEFTAINS WINTRIBE FIGHTS & ENSLAVES
TRIBAL O.S. IS UNDERPINNED BY
GROUP IDENTITY, GIFT EXCHANGE, SHAMENS &
SPIRIT WORLDS
TRIBES
HUNTER-GATHERER
HIERARCHIES / BUREAUCRACIES
HIERARCHYSTATUS & PRIVILEGEPOWER & WEALTH TAKEN BY THE TOPAUTOCRATS & ARISTOCRATS WINCONQUER NATIONS TO EXPAND TRADE
HIERARCHY O.S. IS UNDERPINNED BY PAGEANTRY, FEALTY, ARMIES, PRIESTS, NATIONALISM,
IDEOLOGIES
TRIBES HUNTER-
GATHERER HIERARCHIES /
BUREAUCRACIES
MARKETS
MARKETIDEAS & EFFICIENCIESPOWER & WEALTH EARNED BY INVESTMENTINGENIOUS & INDUSTRIOUS WINCREATE & DEFEND MARKETS
MARKET O.S. IS UNDER-PINNED BY CAPITAL, DEBT & INTEREST,
CORPORATIONS, STOCKS & SHARES
NOW WHAT?
INTHE LAST24HOURS
1BILLION CONTENT PIECES ADDED TO FACEBOOK
70,000HOURSYOUTUBE VIDEOS UPLOADED
1 EACH
400MILLIONSKYPE CALLS
86,000NEW LINKEDIN MEMBERS
16BILLIONSMS MESSAGES SENT
AS WE SPEAK
6BILLIONMOBILE SUBS
1BILLIONBROADBAND MOBILE SUBS
900 MILLIONFACEBOOK USERS
200 MILLIONFACEBOOK USERS IN 2011
600BILLION MINUTES PER MONTH SPENT ON FACEBOOK
600MILLION MINUTES IN ALL THE MOVIES THAT HAVE EVER BEEN MADE
225MILLIONTWITTER USERS
250MILLIONTWEETS PER DAY
18MILLIONFOLLOWERS OF LADY GAGA
18 MILLION FOLLOWERS
(AND NO-ONE MEDIATING THE RELATIONSHIPS)
“SOWHAT?”
NO.1 #TAG...OF 2011
#EGYPT
REVOLUTION
WITH GREATER LONG-TERM & FAR-REACHING IMPACTS THAN THE POLITICAL REVOLUTIONS
THAT SHOOK THE WORLD
“A revolution doesn't happen when society adopts new tools. It happens when society adopts new behaviours.”CLAY SHIRKY
BY THE WEB
DRIVEN
BY THE WEB
INSPIRED
INTRINSIC HUMAN NATURE TO CREATE, SHARE, CONNECT
LIBERATING
10,000 WATTS / DAY + 1010 TOOLS
5 MILLENNIA100 WATTS / DAY+ A FEW TOOLS
TRIBES, HIERARCHIES AND MARKETS ARE BEING DISSOLVED
IN A GLOBALISED PARTICIPATORY NETWORKED
SOCIETY
“Predicting the future of the Internet is easy: anything it hasn’t yet dramatically transformed, it will. People, companies, investors and even countries can’t stop this transformation. The only choice you have is whether you join the side of innovation and progress or you don’t.”
CHRIS DIXON
LIES INCREASINGLY AT THE EDGES
POWER
SOFTPEER POWER DISPLACES HIERARCHICAL POWER TO BECOME THE MOST IMPORTANT FORCE IN SOCIETY
“Soft power – getting others to want the outcomes that you want – co-opts people rather than coerces them.”JOSEPH NYE JR.
SOFT, PEER POWER DRIVES EVERYTHING FROM THE
OCCURRENCE OF OBESITY TO RISINGS OF THE ARAB
SPRING
FROM THE FALL OF BLOCKBUSTER TO THE IPO
OF FACEBOOK
WILLKOMMENET BIENVENUE
AGE OFCO-CREATION
TRIBES HUNTER-
GATHERER HIERARCHIES /
BUREAUCRACIES
MARKETS
NETWORKS
NETWORKVALUES & AFFINITIESPOWER & WEALTH SHARED BY NETWORKOPEN & CONNECTED WINPARTICIPATE IN & CO-CREATE PROJECTS
NETWORK O.S. IS UNDER-PINNED BY
THE NET, P2P, COLLECTIVE IQ, CO-OPERATION,
COMMON PURPOSE
“If you want to go fast,go alone. If you want to go far, go with a group.”
AFRICAN PROVERB
LAWOF REQUISITE VARIETY
FIT THE CONTEXTOR FAIL
58
GM - INVENTOR OF LINE MANAGEMENT & THE KPI - WENT
BUST IN THE NETWORK
59
KODAK INVENTED THE DIGITAL CAMERA BUT COULDN’T UNDERSTAND WHERE VALUE
RESIDES FOR THE NETWORKED CONSUMER
60
14 MILLION ACCOUNTS
CREATED IN 2011 60 PHOTOS
UPLOADED PER SECOND. A BILLION
DOLLARS.
PRINCIPLESOF HOW WE DO BUSINESS MUST CHANGE
ORGANISESYSTEMS, VALUE & PROFIT CENTRES AROUND THE NET(WORK)
DO WORK!
NETS
<TRANSACTION COSTS, OPPORTUNITY COSTS
>FLOW OF IDEAS & INTENTIONS
AS UNUSUAL
BUSINESS
ONE LETTER AWAY FROM NOT WORKING
NETWORKING
OPEN UPTO RESOURCES & SOURCES OF VALUE OUTSIDE OF THE ORGANISATION
SHARE RISKSSHARE REWARDS
www.wecreate.cc 70
TAKE PART IN COMING TOGETHER TO SOLVE OUR MOST
PRESSING CHALLENGES
ONEPERSON, ENTERPRISE OR STATE CANNOT ACHIEVE AIMS ALONE
YOU NEED TO COLLABORATE & CO-CREATE
AMBITION
COLLABORATION TAKES A SIGNIFICANT INVESTMENT OF
ENERGY
AND A DIFFERENT WAY OF WORKING
WITH VERY DIFFERENT MINDSETS
RISKYBUSINESS TO OPEN UP?
HOLDING ONTO THE OLD WAY OF DOING
BUSINESS IS FAR MORE DANGEROUS
THAN RISKING OPENING UP
$80 BILLION TO $0
$0 BILLION TO $6
A PEER-ENABLED, SELF-ORGANISING BUSINESS MODEL
“In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.”CHARLES DARWIN
WECREATE.CC: SWITCHED ON INNOVATION & LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
BOOSTING
@NICKWECREATE
THE POTENTIAL TO COLLABORATE
AGE OFCO-CREATION
TRIBES HUNTER-
GATHERER HIERARCHIES /
BUREAUCRACIES
MARKETS
NETWORKS
THE CO-CREATION GAME
1
Co-Creative
Collaborative
Cooperative
Closed
HOW
KNOW
WHAT, WHEN, WHO & WHY
KNOW
FIRSTTHEN RELATIONSHIPS, THEN TRANSACTIONS
CHAT
GIVEBEFORE WE GET
GIVEUP ASSUMPTIONS / CONVENTIONS OF HOW TO LEAD
THE MOST IMPORTANT SKILL OF THE 21ST CENTURY
CIQ
BACTERIA BETTER ABLE TO COLLABORATE THAN
MOST OF US!
TO COMPETE
TRAINED
OF MANY COLLABORATIONS
FAILURE
www.wecreate.cc
DOMINATION
www.wecreate.cc
DISSIPATION
www.wecreate.cc
DISINTEGRATION
TO COLLABORATE
BORN
YOURSELF & OTHERS
TRUST
SEEKWIN WINS
SEEKWIN WIN WINS
ALWAYSEXIST IF WILLING TO ABANDON ASSUMPTIONS
STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
DIVERSETEAMS MORE CREATIVE THAN INDIVIDUAL GENIUSES
DISRUPTIVEINNOVATION IS MORE LIKELY TO BE CO-CREATED
CIQ COACHING
Resilient
Possibility Focused
Empathic
Networked
Open
Responsive
Coachable
WECREATE.CC: SWITCHED ON INNOVATION & LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON
BREAKTHROUGH
@NICKWECREATE
INNOVATION
WARNINGNOTHING IN HERE IS ‘TRUE’
(BUT IT MIGHT SERIOUSLY SWITCH YOU ON)
WHATDO YOU SEE?
“He was a bold man that first ate an oyster.”
JONATHAN SWIFT
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
NBASUPER HERO
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
DOLLAR COMPANY
6 BILLION
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
ROOMS BOOKED
5 MILLION
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
70% GROWTH OVER 8 YEARS
CLOSE TO CHINA
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
(AND A POP UP SHOP)
4 PRISONS
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
“If I had not been in prison I would not have been able to achieve the most difficult task in life, and that is changing yourself... Prison itself is a tremendous education in the need for patience and perseverance. It is above all a test of one's commitment.”
NELSON MANDELA
‘Switched on’ people are either delusional or visionary.
Either way, they see a breakthrough where no-one else can see one.
INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO POSSIBILITIES
AND BRINGING THEM TO LIFE BRILLIANTLY, NO MATTER WHAT
INNOVATORSCREATE NEW MARKETSTHROUGH (THOUGHT) LEADERSHIP
INNOVATION & LEADERSHIP ARE THE DOUBLE HELIX OF
ALL BREAKTHROUGH
“Innovation distinguishes between a leader and a follower.”
STEVE JOBS
INCREMENTALEVOLUTIONARY
BREAKTHROUGHDISRUPTIVE
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
© Wecreate 2012
BREAKTHROUGH
SWITCHED ON LEADERSHIP
WHAT IS A BREAKTHROUGH INNOVATION IN YOUR WORLD?
BREAKTHROUGHINNOVATIONS
DESTABILISESTATUS QUO
CREATEA GREATER SHARE OF THE FUTURE
CURRENT BUSINESS DRIVEN BY OLD RULES
CURRENT LEADERS SUCCEEDED WITH THE OLD RULES
BUSINESS WIRED TO RESIST CREATIVITY IN FAVOUR OF EFFICIENCY & CONTROL
“There is deep institutional and cultural resistance to real change. And, as the forces of disruption increase, often the resistance of organizations under threat does not abate but intensifies, until flailing against this unknown or misunderstood enemy they exhaust themselves - take your pick from the slew of industry and organizational failures.”
ALAN MOORE, HUFFINGTON POST
PEOPLEOFTEN CAN’T OR WON’T SEE THE FUTURE
UNTIL IT IS TOO LATE
$80 BILLIONTO $0
WHY?ACCESS TO SAME IF NOT MORE TECHNOLOGY, RESOURCES, CAPITAL, STAR HIRES, RESEARCH ETC.
PROBLEMPEOPLE TAKE OUT TOO FEW MOVIES, TOO INFREQUENTLY
DOOMEDTO SOLUTION FAILURE
WHY?
MODELSALL ARE PREMISED ON ASSUMPTIONS
STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
SHAPE OUR SUCCESS AND DELINEATE OUR FAILURE
ASSUMPTION
ASSUMPTIONVIDEOS ARE SCARCEWE CONTROL ACCESS (TIME & RANGE)YOU MUST COME INTO A STORELATE FEES ARE PART OF LIFE (AND OUR BUSINESS MODEL)
SWITCH!
ASSUMPTIONVIDEOS ARE ABUNDANTWE ENABLE ACCESSYOU CAN INTERACT & TRANSACT ONLINENO LATE FEES ARE A RIGHT THE COMMUNITY IS BETTER TOGETHER
SOLUTIONA FLEXIBLE, ACCESSIBLE, ENJOYABLE PEER-POWERED ONLINE COMMUNITY WHERE WE CAN ALL SEE, RATE AND EXPLORE MOVIES TOGETHER
BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVER
BY SWITCHING THE ASSUMPTIONS THAT DRIVE THE SPACE
SURFACEASSUMPTIONS, BIASES, BELIEFS
SHARE AN ASSUMPTION THAT NO LONGER SERVES YOUR WORK
Breakthrough Opportunity
© wecreate 2012
Breakthrough Proposition
Problem
What is the problem, in human terms?
Proposition
What is the current proposition that results inthis probelm?
Assumptions
What do we have to believe to generateand validate this proposition?
Breakthrough Insight
What kind of headline ideas couldseize this opportunity?
What proposition emerges from thisinsight?
What is a more insightful, future-positivebelief?
BREAKTHROUGH
167THE BREAKTHROUGH SWITCH
IN 1983, ONLY THOSE WHO
COULD USE A COMMAND LINE
COULD USE A COMPUTER
Breakthrough Opportunity
© wecreate 2012
Breakthrough Proposition
Problem
What is the problem, in human terms?
Proposition
What is the current proposition [product offer, business model, org process] that leads to this problem?
Assumptions
What do we have to believe to generate and validate this proposition?
Breakthrough Insight
What kind of headline ideas could seize this opportunity?
What proposition maximises accessibility, usability and enjoyability?
What is a more powerful, liberating and abundant view ofhuman nature /life?
BREAKTHROUGH
We design and sell computers as productivity maximers - they help businesses win.
Everyday people are not buying or using computers as much as they could.
Productivity is the goal of life. Technology helps us be more productive cogs in the
business machine (growing profits, GDP etc.)
We design and sell ‘computers’ as creativity maximisers - they help people thrive.
Think different with a Mac... (and its ecosystem)
Creativity is the goal of life. Technology can help liberate us, empower us and inspire us.
PERSONAL COMPUTING
© Wecreate 2012
Impact
Professionalism
Culture Change
Availability (Reach)
Accessibility (Cost)
Usability
Enjoyability
ELEMENTS OF THE VALUE PROPOSITION
OPTIMAL
EXECCOACHING
© Wecreate 2012
THE SWITCH
C H A O S
ORDER
ORDER
THE EXTENT OF THEBREAKTHROUGH
DEPENDS ON HOW DEEPWE ARE WILLING TO GOTO MAKE THE SWITCH
ORDER FROM CHAOS
“One must have chaos in order to give birth to a dancing star.”
NIETZSCHE
WORLDSTARTS TO CHANGE, ASSUMPTIONS HAVE TO CHANGE WITH IT
PROBLEMSCONTAIN WITHIN THEM THE ESSENCE OF THEIR CREATIVE SOLUTION
IF...WE HAVE THE COURAGE, CURIOSITY & CREATIVITY TO FIND THEM
EMBRACE THE CHAOS
AND GET COMFORTABLE WITH UNCERTAINTY
FAILEDCOMPANIES HAVE ACCESS TO SAME (MORE!) TECHNOLOGY, CONSUMERS, CONSULTANTS, RESOURCES AS THE DISRUPTORS...
TRAINEDNOT TO QUESTIONTO AVOID UNCERTAINTY & CHAOSNEVER CHALLENGE THE ‘WAY WE DO THINGS’NOT TO SEARCH FOR THE POSSIBLE
REWIRETO QUESTIONTO EMBRACE UNCERTAINTYTO THINK DIFFERENTLYTO SEARCH FOR THE POSSIBLE
SWITCH ONREWIRE OUR MINDS, TEAMS & ORGS TO SEE POSSIBILITIES IN PROBLEMS
If we want breakthrough outcomes, we must have breakthrough thoughts.
“Problems cannot be solved by the same level of consciousness that created them.”ALBERT EINSTEIN
RISKY?TO MAKE THE SWITCH
SURE!CREATIVITY IN LIFE AND WORK IS RISK INCARNATE
SWITCHED ONPEOPLE & BUSINESSES THRIVE IN THE GLOBALISED, NETWORKED, PARTICIPATORY WORLD
You are only ever one (major) assumption away from a (massive) breakthrough.
Impact Model Canvas
Growth Systems
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?
Growth Systems
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?
Growth Systems
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?
Growth Systems
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 StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
Brand StrategyWhat over-arching and engaging story are we going to tell to engage people? How do
we appeal to heard, heart and hand in a distinctive and authentic way How are we going to start and maintain conversations?
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
maximize impact?
Collaboration
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?
Collaboration
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?
Actions
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?
Value Proposition
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?
ChannelsDistribution &
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?
Users
For whom are we creating value? What needs are we focused on relieving? What problems are we helping to
solve?
Users
For whom are we creating value? What needs are we focused on relieving? What problems are we helping to
solve?
Locality
What is the local context? What impacts user beliefs,
values and behaviors? What are existing
behaviours & cultural codes we can tap into or piggy-
back on?
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
maximize impact?
Collaboration
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?
Collaboration
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?
Actions
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?
Value Proposition
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?
ChannelsFunding & Advocacy
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?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Locality
What is the local context? What impacts user beliefs,
values and behaviors? What are existing
behaviours & cultural codes we can tap into or piggy-
back on?
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
maximize impact?
Collaboration
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?
Collaboration
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?
Actions
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?
Value Proposition
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?
ChannelsFunding & Advocacy
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?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Globe
What is the global context within which we are
working? What impacts potential and current
donor beliefs, values and behaviors?
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
maximize impact?
Collaboration
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?
Collaboration
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?Resources
What Resources (stuff, people, infrastructure) does out Value Proposition require? Our Delivery Channels? Our Funding Channels? Our Fundraising Strategy? Our Growth Strategy? Our partnerships?
Value Proposition
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?
ChannelsFunding & Advocacy
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?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Funders
Who are our most important donors and
funders? What needs are they focused on meeting?
Globe
What is the global context within which we are
working? What impacts potential and current
donor beliefs, values and behaviors?
People, Planet, Play Costs
What social and environmental costs are a
direct or indirect outcome of our Key Activities and Key
Resources? How can we mitigate against this?
People, Planet, Play Costs
What social and environmental costs are a
direct or indirect outcome of our Key Activities and Key
Resources? How can we mitigate against this?
Financial 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?
Financial 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?
Revenue Streams & Pricing
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?
Revenue Streams & Pricing
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?
Revenue Streams & Pricing
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?
People, Planet, Play Impacts
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?
People, Planet, Play Impacts
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?
WECREATE.CC: SWITCHED ON INNOVATION & LEADERSHIPNICKJANKEL.COM: LIFE SWITCHED ON