WECREATE & ARTHUR GUINNESS FUND

WECREATE
SWITCHED ON INNOVATION &
LEADERSHIP FOR A RADICALLY
BETTER WORLD
NICK JANKEL, WECREATE
PREPARED FOR 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 BBC’s 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 purpose-driven 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

@NICKWECREATE

PART 1
SOCIAL ENTERPRISES: POSSIBILITIES &
PROBLEMS

WHAT IDEAS ARE
ENERGIZING YOU AT
THE MOMENT?

HOW IS BEING HERE TODAY
ALIGNED WITH YOUR PURPOSE?

WHAT IS A SOCIAL
ENTERPRISE?
WHY DO THEY EXIST?
WHY IS THEIR
EXCITEMENT ABOUT
THEM?

PURPOSE
TO MAXIMISE RETURN ON INVESTMENT FOR
SHAREHOLDERS IRRESPECTIVE OF IMPACT
ON STAKEHOLDERS
LIMITED LIABILITY!

BORN
1600
EAST INDIA COMPANY ETC.

1980s
BECOMES OBSESSIVE

QUARTERLY PROFIT & RESULTING SHARE
PRICE GAINS

COSTS
“EXTERNALITIES”
CULTURE OF CSR COMPLIANCE (WITH A
LITTLE PR VENEER)

LAW
PUT SHAREHOLDER PROFITS ABOVE
STAKEHOLDER AND CITIZEN OUTCOMES
MUST TAKE THE HIGHEST PURCHASE OFFER AT
THE TIME OF SALE

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

IMPACT
LENS FOR INNOVATION & CREATIVITY

PURPOSE
TO CREATE POSITIVE IMPACT

(AND PROFIT / SURPLUS)

PURPOSE
ALCHEMISES 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

CHOICES
EVERY DAY BETWEEN PURPOSE & PROFIT

DOING GOOD
YIELDS GREATER EQUITY RETURNS, ASSET
RETURNS, AND PROFITABILITY

META-ANALYSIS OF 52 STUDIES OF
FINANCIAL PERFORMANCE

BUSINESS
VEHICLE FOR DELIVERING PURPOSE

PURPOSE
ENGAGES EMPLOYEES TO GIVE THEIR ALL

ONE 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 CHRISTENSEN
HARVARD BUSINESS SCHOOL

WHAT IS YOUR PURPOSE?

WHAT IS YOUR ORG’S?

Spiral 1 What is the reason the
organisation exists?
Our Purpose How it can best
serve? Who are you
serving and what is
possible for them?
Harnessing these, what
Vision & is your vision for a
Values 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?

Skills & Talents With this purpose in
mind, what value do
you offer the world -
unique skills,
experiences, talents
and capacities? Where
do you have
My Purpose virtuosity?

What is your reason
for existing? What
special sauce do you
bring to any
situation? Where do
you serve best?

Spiral 0
What were you born to
do? What special sauce do
My Purpose you bring to any
situation? Where do you
serve best?

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?

CRISES OF...

POVERTY
CLIMATE CHANGE
CONFLICT
DEPRESSION
SUICIDE

RECALIBRATE
CAPITALISM TOWARDS THRIVEABILITY

INGENUITY & INNOVATION OF FREE ENTERPRISE

COLLECTIVE SPIRIT OF LIBERATION

COLLECTIVE
Collective spirit of
CAPITALISM
socialism 36

5 ENGINES
FEAR
FORTUNE
FAME
FRUSTRATION
FREEDOM

“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

@NICKWECREATE

PART 2
THE SOCIAL ENTERPRISE SPECTRUM

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

THE ENTERPRISE SPECTRUM

CSR
Trading Non- Co-operatives Cause-related
Social Business
Profit marketing
Non-profit Cross-Subsidy Social Enterprise Ethical Business For profit

Patient capital
Donations Earnings Surplus Recoup Investment & ROI <20% ROI 100x
Recoup Investment Interest
Donations & Investment. Profit Investment & ROI 1-10% ROI 10%+
Funding Interest above base
Users pay Reinvested Users pay
Subsidized
nothing market-rate
No financial
GUARANTEE Some financial
CO-OP / MUTUAL / All financial
SHAREHOLDERS
incentive COLLABORATIVE
incentive incentive
nancial CONSUMPTION All fina
entive Incen
Charity Limited By CIC, B Corp,
Guarantee/ 501(c)3 Co-Op LLC, PLC, Corp.
Investment? Extraction?
Members, Shareholders,
Trustees © Wecre
stakeholders owners

Empowerment Collaborative Extraction,
enablement, Consumption, Collective exploitation,
enlightenment Creativity accumulation

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

HOW DO WE LEARN FROM ONE TO IMPROVE
OTHER?

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

ALEX OSTERWALDER

Iteration Number..............................
IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date....................................................

Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?

Resources Purpose Marketing
- What stuff, people, infrastructure does our - What is the reason the organisation exists? - What attitudes or behaviours do we need to
Proposition require? - How can we best serve? change to engage others fully with our proposition
- What is our strategic intent? and how can we best communicate this?

PPP Costs Financial Costs Revenue Streams PPP Impacts
- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?

Risks Assumptions
- What are the most obvious risks associated with this model? - What core assumptions do we make about customers,
- What could get in the way? collaborators, resources and channels which underpin this model?

IMPACT MODEL CANVAS Headline idea..................................... Designed by....................................... Date....................................................

Scale Strategy Brand Strategy
- What systems do we need to have in place to reach maximum scale? - What over-arching and engaging story are we going to tell to engage people?
- What people structures do we need to service this delivery model? - How do we appeal to head, heart and hand in a distinctive and authentic way?
- How can we deploy these over time to achieve our goals? - How are we going to start and maintain conversations?

Culture & Character Collaboration Actions Value Proposition Channels & Marketing Users Local
- How do people have to behave during - Through which Channels are we going to - What Activities do our Value Propositions require? - What value do we deliver to the user? - Through which Channels are we going to - For whom are we creating value? - What is the local context?
‘business as usual’ to deliver on the Activities, reach and keep in communication with - Our Delivery Channels? - What benefits are we making more reach and keep in communication with - What needs are we focused on relieving? - What impacts user beliefs, values
Resources & Partnerships? our users? - Our Fundraising Strategy? accessible, usable or enjoyable? our users? - What problems are we helping to solve? and behaviours?
- How does this connect with our values, vision - Which ones work best? - Our Growth Strategy? - How is this different from our ‘competitors’? - Which ones work best? - What are existing behaviours and cultural
and org intent? - Which ones are most cost-efficient? - What do we have to do to keep our - What are the mission-critical elements - Which ones are most cost-efficient? codes we can tap into or piggy-back on?
- What ownership structures do you need to - How are we integrating them with user habits? collaboration and networks intact? of the user experience? - How are we integrating them with user habits?
ensure congruence and maximise imaoct? - How can we reach scale? - Our culture healthy? - How can we reach scale?

Resources Purpose Channels & Marketing Donors Globe
- What Resources (stuff, people, - What is the reason the organisation exists? - Through which Channels are we - Who are our most important donors - What is the global context within which
infrastructure) does our Value - How can we best serve? going to reach and keep in and funders? we are working?
Proposition require? - What is our strategic intent? communication with our donors - What needs are they focused on meeting? - What impacts potential and current
- Our Delivery Channels? and policy makers? donor beliefs, values and behaviours?
- Our Funding Channels? - Which ones work best?
- Our Fundraising Strategy? - Which ones are most cost-efficient?
- Our Growth Strategy? - How are we integrating them with user habits?
- Our partnerships? - How can we reach scale?

- What social and environmental costs are a direct or indirect outcome - What are the most important costs inherent in our delivery model? - What are our revenue streams? - What outcomes do we value most for our target users?
of our Key Activities and Key Resources? - Which Key Resources are most expensive? - What prices are we charging? - What behaviours and beliefs do we want to change?
- How can we mitigate against this? - Which Key Activities are most expensive? - What value are our funders / donors / users really willing to pay? - How can we measure these accurately and cost-effectively?
- What do we need to invest in to ensure our purpose is achieved? - How much does each Revenue Stream contribute to overall revenues? - Is there a way to include measurement within the user experience?
- What is break-even target?

Risks Assumptions
- What could get in the way? collaborators, resources and channels which underpin this Model?

IMPACT MODEL CANVAS SPECIALISTERNE Headline idea..................................... Designed by.......................................

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

Collaborators Activities Proposition Channels Target Users
- Who are our key collaborators without which - What Activities does our Proposition require? - What value do we deliver to the user and how? - Through which Channels (media, delivery partners, - For whom are we creating value and why?
we could not achieve our mission? - How is this different from the status quo? networks etc) are we going to reach our customers - What needs, trends and insights are we
and collaborators? capitalising on?
• Innovative training
programs
• The Danish • Software testing
etc. Software testing, • ASD Networks
Government
• Marketing / quality control and • New business • People diagnosed
• Lego
communication data conversion for pipeline with ASD
• TDC
strategy business • Specialist People • Tech Companies
• Grundfos
• KMD • Statutory funding Foundation
apps Assess and train
• Computer • Office culture with people with ASD • The Danish Government
Sciences 75% ASD staff
Corporation • European Commissions
• Microsoft Lifelong Learning
Resources Purpose Marketing
• Oracle Program
- What stuff, people, infrastructure does our
Proposition require?
- What is the reason the organisation exists?
- How can we best serve?
- What attitudes or behaviours do we need to
change to engage others fully with our proposition • Leonardo Da Vinci
- What is our strategic intent? and how can we best communicate this?
Programme
• Talented people • Branding people
with ASD Turning with ASD as
• Trainers disabilities valuable in the IT
• Managers into abilities - sector
• Office space ASD is an • Social enterprise
• IT eqpt. advantage competitions
with IT testing!

- What environmental and social costs are a direct or indirect outcome - What are the most important costs of our Activities and Resources? - What are our revenue streams? - What specific environmental and social outcomes do we want to deliver?
of our Activities and Resources? - How much does each stream contribute to overall revenues?
- How can we mitigate against this?

• Office space • Course for people with ASD • Software Testing Services
• Energy usage • Office Space • Training fees • Jobs for people with ASD
• Office Staff • Government Investment • Safe work environment
• Self-esteem, confidence, thriving

Risks Assumptions
- What could get in the way? collaborators, resources and channels which underpin this model?

B CORP
CERTIFIED 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.

CIC
LEGAL 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

OVERVIEW
Started in UK in 18th Century (1769) as response to industrial
capitalism
Formalised in 1840s as a movement
Spread throughout world
Flexible business model; different 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

CO-OP IDENTITY
Definition: 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

PRINCIPLES
1st 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.

THE UK
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

EUROPE
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

INTERNATIONAL
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

MEMBERSHIP
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

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

“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

INNOVATION
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.

POWER SHIFTS...
Ownership 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

PRIVATE
SECTOR

ADAPTABILITY
SPEED
INGENUITY
PUBLIC 3RD SECTOR
SECTOR

(COM)PASSION
SCALE
INDEPENDENCE
JUSTICE
CITIZENSHIP
VISION

PRIVATE
SECTOR
SHORT-TERM
GREED
IRRESPONSIBILITY

ADAPTABILITY
SPEED
INGENUITY
PUBLIC 3RD SECTOR
SECTOR

(COM)PASSION
SCALE
INDEPENDENCE
JUSTICE
CITIZENSHIP
VISION

OPPRESSION RIGHTEOUS
INERTIA INEFFECTUAL
WASTEFULNESS VESTED
INTERESTS

PROFIT MOTIVE
GREED
IRRESPONSIBILITY

ADAPTABILITY
SPEED
INGENUITY

NETWORKED
SOCIETY
SCALE (COM)PASSION
JUSTICE INDEPENDENCE
VISION CITIZENSHIP
RIGHTEOUS
OPPRESSION INEFFECTUAL
INERTIA VESTED
INTERESTS
WASTEFULNESS

@NICKWECREATE

PART 3
DESIGNING IMPACT MODELS FOR
BREAKTHROUGH

WHY IS MEASUREMENT
IMPORTANT?
WHAT DO YOU WANT
TO MEASURE?

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

DEAN SPITZER, IBM

WHY
MEASURE?

PROVING OR IMPROVING?

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

EVERYTHING
CAN BE MEASURED (AT LEAST AS AN
INDICATOR)

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 INCREASE KNOWLEDGE, WISDOM,
IMPACT

ITERATIVE
PURPOSE - VISION - SPECIFIC INTENTIONS -
ACTIVITIES, OUTPUTS, OUTCOMES -
INDICATORS - MEASURES - METRICS

Purpose
The reason the organisation
Metrics exists and how it can best
serve. The people to be served
Vision
Collecting, analysing, and the possibilities to be The long-term vision of what
reporting, presenting created you would like to see in the
and engaging people world in 5 to 10 years time

Indicators Intentions
The specific indicators chosen The specific problem(s) which
to monitor the enterprise and this project will focus on,
show impact and effectiveness aligned with purpose and
contributing to the vision. The
mission & objectives and
reason for measuring.

Impacts Resources
The desired or actual ultimate Resources needed to deliver
effect of the project / the project. Time, money, staff,
intervention within context. building, in kind support,
How the outcomes changed leadership etc
the world beyond the status
quo.
Outcomes Activities
The implications of the The specific actions &
output for users,
stakeholders, Outputs interventions that must take
place to execute the project
environment, economy The direct results for users / and impact the target users.
etc Aligned to the TOC beneficiaries / broader
stakeholders. Products received,
services used / delivered etc

IMPACT
PROFIT
PEOPLE
PLANET
PROSPERITY

CONTEXT
IS KING

“THEORY OF CHANGE”

Purpose
Vision

Theory of
Impacts Change Resources
intervention within context. building, in kind support,
How the outcomes changed leadership etc
quo.
Outcomes Activities
output for users,

TOC
IS ALL IMPORTANT

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

TOC
IS KEY TO EFFECTIVE COLLABORATION

STRUCTURE
BECAUSE 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

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

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

Purpose
Vision

Theory of
Impacts Change Resources
intervention within context.
How the outcomes changed
Worldview building, in kind support,
leadership etc
quo.
Outcomes Activities
output for users,

THE IMPACT CHAIN

Intentions Resources Activities Outputs Outcomes Impacts Indicators

Individual
Social Internal &
Environmenta external
l
Political Profit
Technological People
Economic Planet
Prosperity
Creative

LINEAR
THINKING LEADS US TO BELIEVE IN
MECHANISTIC CAUSE & EFFECT

BUT WE LIVE IN A WORLD OF COMPLEXITY
AND MULTIPLE & INTERWOVEN CAUSALITIES

“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

SYSTEM
INDIVIDUAL PARTS
PARTS AFFECT EACH OTHER
WHOLE MORE THAN SUM
PERSIST IN DIFFERENT SETTING

SYSTEMS
FIGHT BACK!

THE ATTEMPT TO SHAPE PEOPLE / PLACES

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

PETER SENGE

INTERVENTIONS
HIGHLY CHARGED
CHALLENGE MANY

LAW
UNINTENDED CONSEQUENCES

ALWAYS SURPRISES!

UNCONSCIOUS
MESMER
CHARCOT
FREUD
JAMES

IMPACT BY DESIGN

% of population with
Observed State HIV

% of target who use
condoms
Behaviours % who have
extramarital sex

% who know condoms
Mindsets protect against HIV

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

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

Interventions Desired State / View
Assumptions Enablers Disablers
in impact chain

Current State / View Fewer HIV & AIDS rates
Less new cases of infection

Desired Behaviours

Fewer sexual engagements
Current Behaviours Condoms at clinics and school Teachers courting kids Less sex with teachers / adults
infirmaries More safe sex
for sex
Condoms right size / feel etc. More condom purchase /
Threats / coercion by
Having condoms at all times usage
mean
Condom accessories Girls saying ‘No’ to pressure
Carrying condom in school bag
Desired Mindsets
Boring literature Safe sex is important
Current Mindsets Engaging info packs Being talked down to
The children can Sexual intimacy is something
Info packs read by kids Teachers having authority important to think about
read Parents uninvolved
Info read and engaged with Inappropriate to have sex with
Religious ban on sex ed adults / teachers
It is important to talk about it
with your boyfriend / girlfriend
Desired Feelings
Seeing TV shows & films with
Current Feelings inspiring stories
Talking with peers /mentors Abstinence is cool
Religious moralising Condoms are ‘normal’ / cool
who are cool
Sex should only happen when
we are ‘ready’
It’s safe to talk about it with
boyfriend / girlfriend

© Wecreate 20

IMPACT BY DESIGN: IMPACT METRICS
Impact
IMPACT METRICS Evaluator Metrics
Measures
INTERVENTIONS
IN IMPACT
Indicator
Indicator Metrics CHAIN Desired State / View
Measures

Current State / View

Desired Behaviours
Girls use
Current Behaviours condoms for
intercourse
Girls carry e.g. High occurrence of unprotected sex. Girls 12-18
condoms in High HIV rates. High numbers of AIDS orphans
Target: 60%
their bags
Girls 12-18
Target: 80% Desired Mindsets

Current Mindsets
e.g. Girls know that condoms are important for
safe sex. Girls know that the withdrawal method
does not help against HIV. Guys know that
unprotected sex is very risky.

Desired Feelings
Current Feelings
e.g. A girl may know that a condom is
important for safe sex, but emotionally she
thinks they are for whores so she does not
use them. A guy knows it is logically crazy to
have unprotected sex, but feels it is uncool to
use a condom.

© Wecreate 2012

IMPACT BY
IMPACT METRICS DESIGN: IMPACT CHAIN
Interventions Desired State / View
in impact chain

Current State / View

Desired Behaviours

Current Behaviours Girls carry condoms in
their bags 80%
Girls carry condoms in
their bags 12%
Interventions / Activities Desired Mindsets

Current Mindsets

Desired Feelings
Current Feelings

© Wecreate 20

KEY QS
Do our activities really lead to the most important outcomes tofulfill 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, better
outcomes or further progress toward our mission?
Do our activities lead to any negative outcomes for anyone? Could a
change to the activity or undertaking a different activity with the same
objectives and outcomes minimise these negative effects?

THE IMPACT CHAIN

Desired
Intentions Resources Activities Outputs Outcomes Metrics Impacts

SUMMARY
Reinforce status quo vs. Improvement & innovation
Rear view vs. future value (intangible assets)
Trivial many vs. critical few
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

@NICKWECREATE

PART 4
COACHING, MENTORING & RESILIENCE

WHY DO SOCIAL
ENTREPRENEURS FAIL?

STATS
50% START-UPS FAIL OVER 3 YEARS

C.75% AWARD WINNERS DO NOT REMAIN
SOCENTS
SOURCE: MIT, UNLTD

OUTCOMES
GIVE-UP OR FAIL TO REACH THE SCALE AND
SIGNIFICANCE POSSIBLE
FOLLOW THE MONEY, LOSE FOCUS, GO
BACK TO PROFIT, NEVER BECOME
INVESTMENT-READY

LIMITS
MUCH IGNORANCE OF THE SYSTEMIC
NATURE OF ALL SOCIAL AND
ENVIRONMENTAL PROBLEMS

LEADERS
SOCIAL CHANGE INSIGHT
INNOVATION CAPACITY
ENTERPRISE GROWTH SKILLS
LEADERSHIP AND INFLUENCING CAPACITIES
PERSONAL RESILIENCE & ROBUSTNESS

NOTHING
STOPS A PURPOSE-DRIVEN ENTREPRENEUR
BUT THEMSELVES!

The pioneering
creative leadership
& collaboration
coaching
programme

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

RAYMOND WILLIAMS

CONNECT
WWW.WECREATE.CC

NICK JANKEL, CEO
NICK@WECREATE.CC

WECREATE & ARTHUR GUINNESS FUND

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