1. Involve •Solve•Evolve
ONE YEAR ON...
TIN Smart Social

2. Humans are more cooperative
than other species because we
are capable of more fine-grained
forms of cooperation: we are
prepared to cooperate with
strangers, over large distances
and times, overcoming obstacles
of language and culture.This
deeply wired capacity for
cooperation will be more
important than ever to enable
us to create shared solutions
to complex challenges.
Charles Leadbeater – “It’s Cooperation, Stupid”
“
”

3. 1Contents
TIN ON... Innovation 2
TIN ON... Social Thinking 4/6
TIN ON... CANned Learning 7/8
TIN ON... Hearts and Minds 9
TIN ON... Social Investment 10/13
TIN ON... Social Learning 14
TIN ON... Employability 15/17
TIN ON... Responsible Leaders 18/19
TIN ON... Social Innovators 20
TIN ON... Our CAN IMPACT ecosystem 21
TIN ON... Entrepreneurs 22
TIN ON... Social Wellbeing 23
TIN ON... Employability and Enterprise 24/25
TIN ON...The Ready to Change Curriculum 26/32
TIN ON... Social Impact Branding 33/35
TIN ON...The Future 36
Contents

4. 2 TIN ON... Innovation
OUTCOMES
OUTCOMES
OUTCOMES
OUTCOMES
CORE INNOVATION 1
The Challenge: The long-term
unemployed need real, safe, dedicated
technology-enabled physical spaces –
space to think, to work, to reflect,
to develop personally and
professionally.
ORE IINNONNON VATVATIIOON 1
hallenge: The long-te
CORE INNOVATION 2
The Challenge: To transform social learners
into social leaders – by developing robust
businesses and reflective, responsible
individuals with the expertise and experience
to prove that you do good
by doing well.
CORE INNOVATION 4
The Challenge –To provide connections
and collaborations - online and physical –
between individuals and organisations in
the complex careers space to ensure the
relevant information is accessible and
easily shared.
CORE INNOVATION 3
The Challenge: Creating social and
commercial value for social intrapreneurs, who
can leverage the resources and capability of
their organisations to underpin brilliant
social impact concepts aimed at
cresting wellbeing in the
community.
CORE INNOVATION 2
CREATE
THE QUIET REVOLUTION
Involve•Solve•Evolve
We are a social innovation consultancy. Innovation isn’t about doing better.
It’s about doing good. In purposeful, collaborative ecosystems, we put social
responsibility at the top of the agenda; we capture insight, create ‘time is right’
opportunities and wire solutions for sustainable business transformation,
social impact and personal wellbeing.
through a culture of care, curiosity and communication.
Collaborative and connected ownership of social transformation
WEL
LBEING
LE A RNI
NG
ADV
ISORY
BRANDI
NG
SOC
IAL INNOVAT
ION
with our social innovation and community outcomes deliver
ylifecycleapproachattheirheart.
(including Responsible Leadership, Ready to Change, Ready t
o
W
ork,andPositiveDestinations)
In the Telligensia Academy, we have developed a range of so
cialimpactlearningengagementsandcurricula
andmentoredtoacceleratetheirreturntofulfillingworka
ligned with the economic aspirations of the local and regional area.
WorkProgrammeCompleters;theover50s,NEETS,theho
m
eless and hard to reach young people are inspired, supported, coached
ThroughourReadytoChangeandReadytoWorkcom
m
u
nity-powered progra mmes, the long-term unemployed including BAME.
Asasocialenterprise,GCGishelpingcareerseekersexplore
the careers space in a pioneering new way through its Aviator platform;
evaluatingandenhancingemployers'‘careersreadiness’with
its Careers DNA reviews; and through Careers Circles,
offeringplaceshapers,serviceprovidersandemployersan
ea
sy
way of connecting with pup ils, career seekers
andschools,tohelpthemdiscoverhowtheymightbestdeal
w
ith
the
challenges they face.
GIS generates a membership based network, operating as
an
innovationincubatorandacceleratoralignedtocorporate
sponsors and funders who can provide people, resources a
nd
theirownsocialchallengestothegrouptosolve.
Social intrapreneurs have access to our Triple Win (W
IN3) m
ethodology,resources,toolsandplatformsinasafe,collaborativespace.

5. 3

6. 4 TIN ON... Social Thinking
TIN Man
During my secondment from Capgemini
to Business In The Community (BITC)
which began in January 2014, I had many
‘aha’ moments.The most significant, and
one which ultimately proved
transformational in my life, was the point
at which I saw first-hand the power that
focussing on a person’s wellbeing, rather
than on the gaps in their capability or
work readiness, could have in helping
them understand and articulate their
personal achievements (and challenges),
which could ultimately empower them to
own, as well as drive their future success.
I have participated in formal and informal mentorship
and coaching initiatives in a corporate setting for many
years, but somehow seeing how a similar approach could
unlock and energise a person who had lost hope, and in
some cases felt devoid of self-worth and respect, was for
me truly inspirational. I mean energise someone to the
point that within a few weeks this same person could
achieve previously unimaginable feats of real courage, as
well as showcase personal and professional expertise in
front of an audience of peers, or even more remarkably,
when filmed with an audience of senior leaders.
At this point I knew I couldn’t return to a corporate role,
regardless of how enticingly it was packaged, because I
had found something that enabled me to connect so
effectively with people and communities, which enabled
my social aspirations, and probably most importantly,
aligned my ethical compass. So I became a little
obsessive (I must admit) with creating a sustainable and
innovative environment which was focussed solely on
creating commercially scalable social impact.The fusion
of my career and life journeys had begun.
TIN ON...
SocialThinking

7. 5TIN ON... Social Thinking
We will deepen engagement with like-minded thinkers
to increase the contribution to social impact work and
improve the delivery of meaningful impact and value
to people, businesses and communities.
“
”

8. 6 TIN ON... Social Thinking
Our TIN Approach
TIN (Think INnovation) Smart Social is a social
innovation consultancy.There’s a social impact signature
to everything we do – doing things in a different way to
make peoples’ lives better.
We work to help individuals (young people on modified
timetables or high-flyer cohorts, over 50s and the long-
term unemployed, potential social and commercial
leaders, change makers, career explorers, social
intrapreneurs and entrepreneurs) and organisations to
embrace, experience and embed the concept and value
of social transformation, to enable them and the
communities in which they live and work, to drive and
achieve sustainable social growth.
We have a culture of care, curiosity and collaboration,
developing insight and understanding to deliver social
impact and innovation.
We achieve this by leveraging our branded delivery and
innovation lifecycle across four Practice areas focused on
Social Investment, Social Learning, Social Wellbeing and
Social Impact Branding.
TIN Client activities and our people are aligned to one of
our four Practices, where we innovate (in our physical
and digital environments) and develop (within our
community-powered training programmes) while
owning projects and driving outcomes (sponsored by our
local place-shapers, voluntary, education, and enterprise
partners), as well as connecting collaboratively, working
cross-practice and sharing knowledge and skills (through
our Global Intrapreneur Society capacity and resources)
on key engagements.
We provide a comprehensive and integrated suite of
services that empower our Clients to ask questions and
solve challenges relevant to their social impact or
innovation approach. Our tools and services have been
designed to address the range of Client requirements
and requests we receive from start-ups, digital
marketing, innovation, and wellbeing and impact
research analysis.
1
Discovery and Ideas
2
Plan and Incubate
3
Deliver and Prove
4
Evaluate and Improve
5
Showcase and Scale

9. 7TIN ON... CANned Learning
TIN ON...
CANned
Learning
The landscape for communities and those
specifically tasked with owning social and
wellbeing outcomes is moving faster every
year towards a commissioning, rather than
a delivery, role as the impact of funding
cuts creates challenges that they are
unable to resource, transform, or solve.
This reality creates the need for a new paradigm, which,
in this new environment, creates the need for
collaborative ownership of social transformation which
we believe requires an innovative, as well as a
commercially sustainable approach ultimately owned by
everyone in the local community.To achieve this,
corporate-style rigour and speed in creating standards
and governance, as well as a repeatable and scalable
mechanism for growing (designing, planning, and
proving) innovative solutions to achieve social wellbeing
outcomes, must be fused with the local volunteers’
obsession and dedication to the cause.
This fusion can be delivered through developing and
leveraging the leadership capacity, tools and resources of
a local network of community and business leaders who
are:
• informed and commissioned by the local
place-shapers;
• aligned with the economic aspirations of the
local and regional area;
• as well as empowered and funded by the local
government through the Local Enterprise Partnerships,
Councils and Community Budget mechanisms
CAN Do Future
We have big plans for the future as you would expect.
Our model for scaling community-based social
transformation can be seen within our Smart Social
Village (SSV) which seeks to encourage traction with our
‘prevention and cure’ model, which leverages our
Community Ambassador Network (CAN) to deliver
scalable social impact with the most deprived
communities.
Our SSV CAN approach is based on two key areas of
focus:
1 Establishing a locally-focussed sustainable UK
CAN – we will create 5 regional hubs in areas of high
need (utilising the Index of Multiple Deprivation),
which will provide access for our CAN Members and
those within the CAN IMPACT Partner Ecosystem, to
the tools, resources, and learning modules, as well as
hosting showcase events, and become the gathering
point for the CAN LDP alumni network.
2 Delivering our structured, proven, and scalable
community-centric CAN LDP (Leadership
Development Programme) – the design of the CAN
LDP is based on an existing format (see Image 1.
Responsible Leadership Programme) which has been
developed in partnership with Aston Business School
with a sole purpose to train corporate mentors who
wish to get involved in accelerating social outcomes
by utilising their skills to support community projects.
Because we have embedded our ‘social innovation and
community outcomes delivery’ lifecycle approach
within the Curriculum, we will ensure that the key
behaviours required by the delegates are reinforced
and test-driven in practical scenarios to achieve
quantifiable social outcomes throughout the
programme, rather than as a useful by product.
The 5 regional hubs will be in areas of high need in the:
NW (Manchester), NE (Sunderland), Midlands (Digbeth),
SE (Tottenham) SW (Swindon), which will operate as the
focal point for each local community network.
Working with the local place-shapers (LEP, Council,
Schools & F.E, NHS and the Police) where we have many
existing and established relationships we can leverage,
we will source and establish a ‘CAN Hub’ providing
access to a physical (see e.g. in Image 2.Telford Business
Growth Hub) and digital environment (see Image 3.
ProFinda social collaboration platform) where training
and showcases can be delivered, as well as access to the
tools, resources, and learning modules.

10. We believe this physical and digital ‘gathering place’ is
essential to mitigate a number of the risks inherent in
balancing often competing priorities, whilst working
within the complex community stakeholder
environment to drive social outcomes and also running
your own business.We know from members of the team
who have real experience as social entrepreneurs, and as
BITC Business Connectors, that it can be a tough and
lonely place to be without having the ability to leverage
an available network which can readily provide the
physical, emotional, and resource support for those
individuals who require it.
The establishment of these CAN Hubs builds in a
sustainable mechanism for establishment and leverage
of the CAN LDP Alumni to support their peers.The
recruitment ‘call-to-action’ utilises digital community
crowd sourcing methods which enables the self-
selection of the regional CAN Hub which Members feel
provides the necessary accessibility, as well as alignment
to others within their business sector or geographic fit.
Wellbeing in a TIN
We hope you like what we are doing and how we are
going about it, so much that it strikes a strong social
chord with you.Why? Because we altruistically and
commercially (you get that don’t you?!) want your
individual ideas, energy and skills, or for your
organisation to collaborate, fund or sponsor a new
initiative which matches your next generation CSR
strategy or your operational talent ambitions (such as
social mobility, STEM apprenticeships, or leadership test-
drives.) so we can showcase how you are making a real
and tangible difference to local lives and wellbeing. Join
us.The wellbeing waters are fine!
Alex Cole – Chief Innovation Officer
Tin Smart Social
8 TIN ON... CANned Learning
Image 3. ProFinda social collaboration platform
Image 2. Telford Business Growth Hub

11. 9TIN ON... Hearts and Minds
TIN ON...
Hearts
and Minds
We have four towers.These services underpin who we
are and what we do and from the top of those towers
we have a clearer view of the shifting social landscape –
the relationships and connections we need to make; the
conversations we need to have; the ideas we need to
share; the networks we need to be a part of and the
social and cultural norms which facilitate commerce,
that we need to influence and develop, to create social
impact.
The world won't wait much longer.We urgently
need robust businesses that prove that you do
good by doing well.And we need seriously to
raise the bar for the mostly lame corporate
responsibility efforts, which are fig leaves to
corporate depredation.
Margaret Heffernan – The Bigger Prize
“
”

12. TIN ON...
Social
Investment
10 TIN ON... Social Investment
ADVISORY SERVICE
• TAS Reports provides Clients with in-depth political,
economic, social, technological, legal, and
environmental (PESTLE) data relevant to their target or
existing business sector that allows them to access in-
depth data and analysis that can inform development
of social impact and wellbeing strategies, value
propositions, and sustainable socio-commercial
models.
• TAS Digisheds enables Clients to access and leverage
our proven incubator environments (powered by the
ProFinda digital [enterprise, community, time-bank]
platform) and toolkit at the appropriate stage of their
social innovation lifecycle to accelerate generating new
ideas (ideation), selecting successful models
(incubation), growing a proven approach (proof-of-
concept), and then testing and improving in multiple
geographies (scaling), before a full roll-out
(industrialise).
• TAS S&G provides assurance resources which reduce
risk for investors, and entrepreneurs during fundraising,
M&A, or scaling of delivery programmes by providing
access to our Standards and Governance Advisory
Board specialists, resources, and processes.

13. 11TIN ON... Social Investment
Advisory engagements in 2015 included working
with GCG changeworks (Good Careers Guide) and
with Capgemini / Lloyd’s Register.
GCG CHANGEWORKS
Who are they – GCG is a dynamic social enterprise led
by Lord Ralph Lucas (The Good Schools Guide).TIN has
been the delivery partner and has worked alongside the
leadership team to develop their proposition, profile and
position in the careers guidance marketplace.
What was the challenge – The vision for GCG is to
change the way work works by providing connections –
both online and physical – between individuals,
organisations and the information that they need.We
will know that we have been successful when we have:
• Achieved measurable youth wellbeing and fulfilment
impact outcomes, provided to the Global Youth
Wellbeing Index to add to their data
• Enhanced employers' ‘careers readiness’ with GCG's
Careers DNA corporate reviews process.
• Connected employers with career explorers and career
seekers through GCG's Aviator platform.To have
improved and increased digital inclusion, localised job
matching, diverse talent pipelines, social mobility and
employee social action
• Delivered local, scalable GCG Careers Circle
ecosystems with repeatable careers showcases based
on a multi-stakeholder shared service model, staff
rewards and recognition; local governance and project
audit measures
• Captured and analysed data to achieve insight,
collaborating with partners to deliver commercially
sustainable research and innovation that will inform
policy and help employers engage with career seekers
as part of their talent management strategy
How did we solve it – The GCG offer is built around
three integrated brands: GCG Aviator, GCG Careers DNA
and GCG Careers Circles.
GCG Aviator is a web platform that gathers, evaluates,
rates and shares careers information using innovative
technology to provide a simple and engaging experience.
Aviator is free for all to use – individuals looking for
careers, parents, teachers and advisers as well as
employers, universities and others in the careers space.
GCG Careers DNA operates as a ‘critical friend’ to
employers, helping shape their appeal to the millennial
generation to deliver a diverse talent pipeline. It also
supports sector champions, embedding skills and
capability at targeted locations within SMEs, large
corporates and supporting organisations.
CHANGE THE WAY
WORK WORKS

14. 12 TIN ON... Social Investment
GCG Careers Circles offer place shapers, service providers
and employers an easy way of connecting with pupils,
career seekers and schools, to help them discover how
they might best deal with the challenges that they face.
Impact and outcomes – Our collaborative approach has
culminated in the imminent delivery of the first GCG
Careers Circle in collaboration with Telford and Wrekin
Council (Development, Business and Employment).This
has consolidated the GCG offer as it has moved into its
funding phase, which ends in December 2015.
This Positive Destination curriculum-based engagement
aims to inspire and encourage young people to get
excited about careers opportunities and also support
teachers with collateral and extended resources and
insight into local employers’ recruitment needs.The
Circle makes vital connections between students and
employers, bringing them closer together, but opening
up a world of possibilities to broaden and develop the
local skills base, align employment strategy with the
local further education agenda and to identify routes
into work via further academic study, apprenticeships,
targeted vocational training, volunteering, education and
enterprise initiatives and work experience.
In this case, hard to reach students on modified
timetables, will have the opportunity to develop, test-
drive and assess their employability and ‘ready for work’
credentials and realistically match their talents to the
specific demands of local businesses, or focus on
entrepreneurial opportunities.
The distinctive and widely shared attitudes and
beliefs of this generation will slowly, but surely,
reshape corporations in its image and end the
confrontational and bottom-line oriented world
that Boomers and Gen Xers have created.
Morley Winograd and Dr Michael Hais
“
”

15. 13TIN ON... Social Investment
LLOYD’S REGISTER AND CAPGEMINI
Who are they – Lloyd’s Register (LR) is a global
engineering, technical and business services organisation
wholly owned by the Lloyd’s Register Foundation, a UK
charity dedicated to research and education in science
and engineering.
Connecting science, safety and society.
What was the challenge – To underpin Lloyd’s
Register’s (LR) vision to be known as a leading supporter
of engineering-related research, training and education,
making a real difference in improving the safety of the
critical infrastructure for modern society, they promote
scientific excellence and act as a catalyst working with
others to achieve maximum impact.
How did we solve it – Through a series of workshops
throughout 2015-2016,TIN has been working with
Capgemini and Lloyd’s Register to help define a well-
articulated shared business vision for LR’s future
customer-centric mobile applications and help identify
and shape the team to deliver the ‘future of mobile’
strategy.
Impact and outcomes – In this collaboration, our social
imprint on the engagement is helping to fuse the
application of new science and technology to future-
proof clients’ businesses, with the activities of the Lloyd’s
Register Foundation.With their mission to protect the
safety of life and property, and to advance transport and
engineering education and research, the Foundation has
an important role to play in meeting the challenges of
today and the future.Through grant making they aim to
connect science, safety and society by supporting
research of the highest quality and promoting skills and
education.
Using our Triple Win (WIN3) approach, based on the
IMAGINE methodology, we are acting as facilitative
change consultants to improve cross-functional
collaboration and generate an innovative ideas pipeline –
enabling disparate groups to gain a better understanding
of their colleagues’ work practices and challenges from
across the wider business context, to deliver joined-up,
customer-critical solutions.

16. 14 TIN ON... Social Learning
TIN ON...
Social
Learning
LEARNING IMPACT SERVICE
• TLI Design provides Clients with our proven curriculum
design capability which allows them to access existing
or bespoke community powered learning tools and
resources that can inform development of social
impact and wellbeing strategies, value propositions,
and sustainable socio-commercial models.
• TLI Telligensia enables Clients to access and leverage
our proven learning and wellbeing environments
(powered by the ProFinda digital [enterprise,
community, time-bank]
platform) and toolkit at the
appropriate stage of their
social learning and wellbeing
lifecycle to accelerate
generating new ideas
(ideation), selecting successful
models (incubation), growing a
proven approach (proof-of-
concept), and then testing and
improving in multiple geographies
(scaling), before a full roll-out
(industrialise).
• TLI GIS provides leadership resources which reduce risk
for investors, community place-shapers, and enterprises
during planning and design, resourcing, or scaling of
delivery programmes by providing access to our
Standards and Governance Advisory Board specialists,
resources, and processes.
In the TIN Smart Social Telligensia Academy, we have
developed a range of learning engagements and
curriculums for aspiring social leaders and mentors
(Responsible Leadership), social intrepreneurs
(Global Intrapreneur Society – GIS), careers
seekers and the unemployed (Positive
Destinations) and entrepreneurs (Digistart)
– all delivered within our digital/social
hubs – Digisheds – community spaces
where people learn to be employable,
enterprising and socially innovative.

17. TIN ON... Employability
TIN ON...
Employability
DIGISHEDS
Launched in
September 2014 as a
Community Interest
Company, Digisheds is
a tailored employer-led
core skills development
programme to provide thoughtful,
empathetic care and uncover and match
the skills of the long-term unemployed,
across categories – including the Black,
Asian and Minority Ethnic Groups (BAME);
women;Work Programme Completers; the
over 50s, those not engaged in education
or training (NEETS); care leavers and the
homeless – to employers’ specific job
needs.
Digisheds was initially developed in collaboration with
Capgemini, Business in the Community, the Department
for Work and Pensions, Brixton Job Centre and a number
of other partners.We have valued, and continue to value
their support, their experience, their interaction, their
shared knowledge and also their passion for wanting to
make a real difference.
In Brixton, young people and NEETS, particularly BAME,
lacked a voice, aspiration, role models, targeted
engagement, knowledge of what makes them
employable and knowing about opportunities, so there
was, and still is, a clear need to help, to explore, to
support, to challenge, to change, to be there for people
and connect them with the organisations and employers
who can help them reach a positive destination.
With the support of Brixton Job Centre Plus, where we
are based, each programme ran for 13 weeks; 4 in the
Jobcentre with an intensive personalised curriculum
designed to:
• Build confidence and support and promote
emotional wellbeing
• Demystify the steps required to enter the
world of work
• Introduce delegates to employers
• Uncover skills, strengths and ambitions
• Prepare the long-term unemployed for interviews
and presentations
• Get them back into the world of work or
facilitating progress into enterprise
15

18. 16 TIN ON... Employability
When compared to other UK and international
equivalents, the Digisheds programme appears to be
unique in terms of its ambition, scope, innovation and
reach…delivering an innovative curriculum which is
overwhelmingly well received by stakeholders.
Professor Simon Bell and Dr. Elaine Wedlock (The Open University)
“
”

19. 17TIN ON... Employability
(see Social Wellbeing Brixton case study).
From constant evaluation and refinement, input from
delegates and ensuring up-to-the-minute relevance of
content, this has now evolved into the two tier
programme, Ready to Change and Ready to Work.They
are essentially similar programmes but are tailored to
different entry levels and delegates who learn at
different speeds.
The Ready to Change curriculum is aimed at individuals
who have some personal preparation work to do before
they engage at the Ready to Work level.They may have
been out of the employment world for some time, have
specific barriers to learning, or need some extra support
to build their confidence.
Ready to Work takes the learning to a new level but
covers the same core components. For illustrative
purposes the Level 1 programme is outlined below.
From the Digisheds Employability Programme baseline,
we have also created the new Positive Destinations
programme (see Social Wellbeing Telford Case study).

20. 18 TIN ON... Responsible Leaders
RESPONSIBLE LEADERSHIP CURRICULUM
The Telligensia Academy Certificate in Responsible
Leadership, delivered by Aston Business School in
collaboration with Aston Business Assessments, is
focused on developing responsive, reflective and
enterprising social innovators, mentors and trainers who
can champion the CSR/citizenship culture and deliver
proven CSR value back in their own businesses and
create sustainable social impact out in the wider
community. It’s for individuals who know leadership,
know change management; know how to conceptualise,
experiment and reflect; know how to motivate and
manage....but don’t necessarily know how to bring all
those great things together to create social impact.
This pioneering programme, delivered over 5 months,
draws together best practice – and invents new practice
– to help delegates channel their knowledge and
experience to encourage a culture of authentic and
sustainable social innovation in their organisations.
Delegates also define and develop their personal
leadership brand within their organisation and create
and drive sustainable change through an innovative
social impact curriculum.Their project work may be
linked to our employability programmes with the long-
term unemployed (Digisheds); with hard to reach
students in under-represented groups (Telford and
Wrekin Council) who need to be inspired about careers;
with returning servicemen (The Warrior Programme) and
ex-offenders and on local projects that they, personally,
feel passionate about and where they can make a real
difference.
They can continue to use their empowered leadership in
a broader social enterprise ecosystem too (TIN Smart
Social Villages):
• To coach, train and mentor individuals on their own
personal and professional development journeys
• To be recognised and rewarded for their ‘Responsible
Leadership’ through ProFinda – a next generation
collaboration and connection platform, impacting
culture, efficiencies and revenues
• To become a social intrapreneur and take their
expertise to the next level through our Global
Intrapreneur Society – and turn their thinking into
doing.
We held the first pilot for Responsible Leadership in July
2015 and continue to be surprised by the delegates’
passion for engagement, collective responsibility and
action and their commitment to developing their
leadership power and potential for wider social good. It
highlighted that in the programme title, the emphasis is
firmly on the word ‘Responsible’! The curriculum has
continued to evolve with our own Director of Studies
working in collaboration with Aston University and Aston
Business Assessments and now has a number of entry
level points for individuals and organisations.
Aston Business School is one of less than 1% of business
schools in the world to hold “triple accreditation” from
AMBA (UK), EQUIS (Europe) and AACSB (USA). Aston
Business Assessments (ABA) is a specialist occupational,
work and organisational psychology company, providing
research-led, simple and accessible assessment solutions
for business.ABA is led by Professor Stephen A.Woods
PhD CPsychol; Professor of Work and Organizational
Psychology at Surrey Business School, and a Chartered
Occupational Psychologist. Steve is known for his work
and research on psychometric and personality trait
assessment, and recruitment and selection, which he
publishes in scientific and professional journals, scholarly
books, and at national and international conferences.
TIN ON...
Responsible
Leaders

21. 19TIN ON... Responsible Leaders
The concept of social transformation – a perspective, a passion and
a set of behaviours that puts the wellbeing of society at the centre
of things in order to drive growth, is the way forward.The leader
who learns to embrace social transformation and deliver social
innovation is one who stands up and stands out – one who cares
and commits, one who challenges and changes.These leaders are
pivotal to community cohesion as they create and preserve the
conditions that allow innovation to thrive in their businesses and
who are able to take that innovation (and the power of their
organisation) out into the community for others to embrace, engage
with and benefit from. It’s not about authority, it’s about attitude.
Terry Hodgetts – Director, Centre for Executive Development,Aston University
“
”

22. 20 TIN ON... Social Innovators
GLOBAL INTRAPRENEUR SOCIETY CURRICULUM
We have been buzzing about the potential
of social intrapreneurs – like-minded
professionals working together to develop
socially impactful projects and skills-based
intellectual property beyond their
corporate roles – for quite a while.
We could see the value for professionals to be able to
leverage the resources and capability of their host
organisations to underpin their brilliant social
development concepts, to achieve positive local and
global outcomes.
In GIS, which is steadily and stealthily building we are
building a learning community of intrapreneurial
pioneers who’ve been leading this quiet revolution from
behind their desks for a while and who are now focused
on the social impact projects and challenges that are
close to TIN’s heart. Social intrapreneurs have access to
methodology, resources, tools and platforms in a safe,
collaborative space and they can chat about the latest
news from the social innovation landscape to see what
needs to be done.And then, do it. Our GIS community
can be recognised for their work (through Profinda) or
stay under the radar, but their impact resonates
everywhere.
Throughout 2015 we had a planned series of social
events.We invited audiences of professionals to bring
their experience, expertise, two new social impact ideas
and two ‘in-flight’ concepts to the table and the group
decided which concepts to develop using our Triple Win
(WIN3) approach, based on the Imagine methodology.
As well as networking and collaborating (and enjoying a
great social evening), the process pinned down specific
issues and tasks which were produced as a prioritised
plan for the 'idea originator' to take away.
GIS will generate a membership based network which
will operate as an innovation incubator and accelerator
aligned to corporate sponsors and funders who can
provide people, resources and their own social challenges
to the group to solve.
The Global Intrapreneur Society is for people who want
to smash through convention and make a difference
from their mainstream corporate role, collaborating,
creating and communicating to find solutions to
problems facing communities and societies.
• Incubating or accelerating high potential and ‘in-flight’
social enterprise initiatives
• Creating corporate changemakers and social innovators
• Developing a powerful collaborative network of
business partners and sponsors
• Galvanising commitment to societal change
• Supporting innovative social enterprises
• Enhancing CSR from within, creating more socially
responsible companies
• Generating metrics for future success
TIN ON...
Social
Innovators
THE QUIET REVOLUTION

23. TIN ON...
Our CAN IMPACT
Ecosystem
21TIN ON... Our CAN IMPACT Ecosystem
PROFINDA
Our work is all about community, connection,
collaboration and conversation (aligned to actually
getting the right things done at the right time and with
the right motivation of course), so Profinda is an obvious
environment for us to be part of. It’s the next generation
workplace. Knowledge is power, but shared knowledge is
more powerful, so it’s a space in which our TIN Smart
Social community can share what we know and the
people we work with can ask for our help with specific
challenges. It pulls together the individual and collective
expertise and experience everyone in the TIN ecosystem,
it helps us to work as an integrated team, so we can
easily identify social impact opportunities and match
talent to tasks – knowing that the skill and the will are
there to meet them.
It socialises and improves our business practices.And we
like things with the words ‘social’ and ‘improve’ in them...
Responsive, reflective,
enterprising social
intrapreneurship is at
the heart of business
and community success.“
”

24. 22 TIN ON... Entrepreneurs
DIGISTART CURRICULUM
Digistart is a curriculum for future
entrepreneurs to develop their concepts in
business accelerator spaces within
Digisheds.We provide access to advice,
courses, tools, techniques, training and
expertise from world-renowned academic
and professional services organisations
with all the knowledge and insight
entrepreneurs of all ages need to help
them launch their enterprise.
They can incubate their idea, working with our team,
partners, and other new entrepreneurs to develop value
propositions, launch them in their chosen market, and
start to generate a sustainable revenue stream.They can
accelerate their idea with access to the TIN ecosystem
of collaborators to quickly and effectively create a
proven model to showcase their new capability and
package it for scaling across a wider geography or
multiple markets.And to do that fast.They can scale
their business.When they are ready to transition from a
small to medium-sized capacity, Digistart can connect
them with our Enterprise Partners so they can safely
deliver their value propositions into new markets
without the usual risks.
TIN ON...
Entrepreneurs
DREAM. DEVELOP. DO.

25. 23TIN ON... Social Wellbeing
EDUCATION, HEALTH AND WELLBEING SERVICE
• TEHW Impact provides clients with our proven
localized social outcomes capability which allows them
to access existing or bespoke community powered
health, education, or wellbeing tools and resources that
can inform development and delivery of social impact
strategies, value propositions, and sustainable socio-
commercial models.
• TEHW Community enables Clients to access and
leverage our proven Wellbeing environments (powered
by the ProFinda digital [enterprise, community, time-
bank] platform) and toolkit at the appropriate stage of
their social wellbeing lifecycle to accelerate generating
new ideas (ideation), selecting successful models
(incubation), growing a proven approach (proof-of-
concept), and then testing and improving in multiple
geographies (scaling), before a full roll-out
(industrialise).
• TEHW SSV (Smart Social Village) provides access to
our physical and digital SSV ecosystem and leadership
resources which reduce risk for investors, community
place-shapers, and enterprises during planning and
design, resourcing, or scaling of delivery programmes
by providing access to our Standards and Governance
Advisory Board specialists, resources, and processes.
TIN ON...
Social
Wellbeing

26. 24 TIN ON... Employability and Enterprise
The cost to the Treasury of unemployment averages
around £8,000 per unemployed person per year, a figure
that includes lost tax revenues to government (around
£3,000 per person-year) as well as the direct costs of
unemployment and other benefits.
BRISTOL UNIVERSITY
“
”
TIN ON...
Employability
and Enterprise

27. 25TIN ON... Employability and Enterprise
Digisheds has been a huge success for TIN
Smart Social and has generated significant
interest, particularly around some
stunning outcomes.
DIGISHEDS COST TO THE DWP
COST PER PERSON £250.00
(ADDITIONAL COST OF £416.65
FOR A POSITIVE OUTCOME)
DIGISHEDS DELIVERS
DIGISHEDS DELIVERS MORE THAN £7K
SAVING (85%) PER PERSON
£666 vs £8K
JOB OUTCOME RETENTION 100%
• 25.8%OF DIGISHEDS COMPLETERS
HAVE STARTED JOBS
• 9.5%OF DIGISHEDS COMPLETERS
HAVE GONE INTO EDUCATION/TRAINING
• 4.22%OF DIGISHEDS COMPLETERS
ARE WORKING PART-TIME
• 7.37%OF DIGISHEDS COMPLETERS
HAVE GONE ON TO VOLUNTEER
• 4.22%OF DIGISHEDS COMPLETERS
HAVE GONE ONTO OTHER BENEFITS
Great outcomes. But room to improve. In lots more
Digisheds, across London and the UK.

28. 26 TIN ON...The Ready to Change Curriculum
• The programme lasts for 4 weeks for each cohort of 20
delegates.The delegates will be from mixed client
groups, including;Work Programme Completers, NEETs,
BMEs, Lone Parents, and 50+
• Although a set curriculum, there will be flexibility built
in to the delivery of the programme to accommodate
individual needs as they arise, and leveraging different
employers or additional services when applicable.
• The delegates will be encouraged to practice
communication and teamwork throughout each
workshop, asking questions and seeking answers as
they learn. Delegates will be encouraged to make use
of their creativity, with opportunities to present and
share with the wider group throughout the week –
enhancing self-confidence and boosting social skills.
In the Discovery phase, delegates discover their identity,
values, passions and beliefs and how these are
influenced by and constructive to their individual
communities. This session sets the tone for the whole
Employability programme experience. It is important to
create a safe, fun and effective environment that will
allow the delegates to get the most out of the
experience. It is important that they feel comfortable
and play an active and primary role in discovering their
career paths/job aspirations.
In the Values phase delegates get to understand what
they are looking for in an employer, a manager, colleagues
and the working environment with the intention of
helping them understand how their own expectations and
values align with those of the organisations where they
work or wish to work. It also allows the delegates to
reflect on their personal values and assess whether they
live those values in day to day life.
In Unconscious Bias, delegates discover how implicit or
unconscious bias can affect their relationships with
people and environments by their brains making quick
judgments and assessments of people and situations
without them realizing. It gives them the opportunity to
reflect on how unconscious biases are influenced by
their background, personal experiences, societal
stereotypes, and cultural environment, helping them be
aware of their full impact and implications.
Through the Emotional Intelligence session delegates
get to understand the importance of developing their
ability to identify and manage their own emotions and
the emotions of others both in their personal and
professional lives.They will test their current levels of
Emotional Intelligence and practice both active listening
and social skills.
The Change Wheel session looks at 7 different areas
(Finance, Health and Wellbeing,Administration,
Qualifications, Personal Brand, Communication and
Motivation) of the delegate’s lives and asks them to give
a number between 1 – 10 on where they feel they are
now.This is plotted on a chart that gives them a wheel.
Delegates then give a number between 1-10 of where
they would like to be in each area and we look at
SMART tasks that can help move the delegates number
towards their goal.
The curriculum is rich, diverse and provocative providing those
attending the programme with many opportunities to confront issues
and construct personal strategies to enter the jobs market.This diversity
and systemic approach appears to be attractive and highly productive.
Professor Simon Bell and Dr. Elaine Wedlock (The Open University)
“ ”
TIN ON...
The Ready to Change
Curriculum
DIGISHEDS EMPLOYABILITY CURRICULUM – BRIXTON

29. 27TIN ON...The Ready to Change Curriculum
In our TRIPLE WIN (WIN3) session we use innovative
tools and techniques to ‘un-pack’ an individual’s
perceived and ‘real’ blockers. Perceived blockers include
lack of self-belief and confidence,‘real’ blockers include
learning difficulties, mental health conditions, poor
communication skills or job application techniques.The
session will aim to set the scene for each individual to
own their current situation and know that their future
does not have to be dictated by their past. Each
individual will share what they feel comfortable with to
the rest of the group and a community of trust and
familiarity will start to shape within the cohort.
Delegates will be encouraged to depict their future in a
rich and detailed way before labelling the picture with
the actions they would need to take to make it their
reality and the blockers that may be stopping them.
The ROADMAP TO WORK session starts the delegate’s
personal development plans or Roadmap to Work.
Delegates will be taken through an innovative exercise to
build their professional development plans aligning their
current talents, characteristics and skills with their
identified career/live vacancies.At the end of this session
delegates will have a good idea of what they will need
to do, and when, to be ready for their dream job –
including what jobs/training/education will create the
stepping stones along the way.
CV AND COVER LETTER sessions focus on the job
application process. Ensuring all CVs and cover letters
are up to date and of a high standard. Delegates will be
encouraged to think about how they ‘package’
themselves on paper using the outputs captured during
the previous sessions.
They will also be taught to think about how their CV
and Cover letter is a reflection of themselves.
INTERVIEW PREPARATION is led by the facilitator and
delegates can explore ways to prepare for an interview
including dress, company research, interview etiquette,
body language and other pitfalls of interviews.
MOCK INTERVIEWS allow delegates to attend ‘mock
interviews’ with a variety of different interviewers,
including employers.They go through several different
styles of interviews and are given constructive feedback
after each.
At the SHOWCASE stage, delegates are put into groups
and given a choice of social issues to solve that may be
relevant in their community at the moment.
As a group they use the Triple Win (WIN3) technique to
assess the issue as they see it now and what the
solution maybe, form that that then offer a possible
business that could offer a solution.
Delegates are also given a business plan model to follow
that is used to assess the feasibility of their business
model. Delegate groups will present their solution to
prospective Employer.
The ASSESSMENT CENTRE level is designed to get
delegates to understand the selection process through
an assessment centre day, testing skills that aren't
necessarily accessible in a traditional interview.Assessors
score their actions against competency frameworks
through various tasks and activities.At the end of the
session, delegates are given constructive feedback on
their performance.
APPLICATION DAY will enable delegates to have a one-
to-one conversation with a recruitment specialist
exploring prospects of suitable work placements and
reviewing their CV and Cover letter/s. Job descriptions
and offers are available for them to apply and
technological devices are provided to facilitate their job
searching.
The programme was transformational for me because I think that it was designed
with the job seeker mind-set in mind. I have attended a few workshops, trainings on
CV production but nothing compared to Digisheds. I like the fact that it was well
structured and fitted my learning styles (visual + kinaesthetic).The public speaking
was memorable – in my case it challenged me to deal with some ongoing issues
that I know that I have to address now. It was sort of a breakthrough.
Kalifa – Digisheds delegate
“
”

30. 28 TIN ON...The Ready to Change Curriculum
PAULA’S STORY
When I first came into the Digisheds
space, I wasn't sure that was the right
place for me to be.With an up to date CV
and considering my interview skills were
pretty good, I didn't know how those
people could help me to get any HR job
within London.
Although this sector was not where my dream job
would be placed, it was where my work experience and
skill set fitted. Or that is what I thought. Fair
enough. I just wanted to go out of that ‘signing on
stuff’ and get a job ASAP.
My high levels of self-confidence and esteem
started to go down after a while looking for work.
Maybe I wasn't good enough. Maybe I should
come back to Spain and try something else over
there, where I probably would have more possibilities to
get back into employment as I had a great network. But
let’s give a last chance to the UK, I thought. Let’s try this
Digisheds employers-led programme.
So this is me last February, a bit confused, walking
through the door and meeting those jobseekers who
would be my companions during three days a week for
the next four weeks.What did I find within the Digisheds
space then? A different way of thinking that creates a
win-win result.The delivery trainer presented herself on
the first day. Her professionalism and enthusiasm
elevated my Digisheds experience from just being in a
place where you can be helped with your CV and
covering letter to an inspiring social hub where big hopes
and dreams may come true.Where you really become
smarter.
The first day we had some discussion regarding our own
values and its relevance to be aligned with those of the
companies we wanted to apply for.As a social
psychologist, I have to admit that this both impressed
and attracted me. I felt like this programme wasn’t just
about finding a job. Digisheds was definitely people-
oriented.They did care.And they cared about a lot of
things: my personal wellbeing, my ability to find my
preferred career choice and the suitable environment
where all this could emerge.And same with everyone else
in the room. Something magical started to involve us.
After one week enriching each other's lives with
insightful activities and already having loads of food for
thought, I impatiently waited for the next Digisheds
session to take place. I needed a bit more of direction for
next steps and already felt really comfortable with my
fellows there.
As I said at the beginning, HR was just the field where I
thought my capabilities set would fit. But it wasn't my
real dream or the big picture I've always wished for in
my life. I wanted to be able to help people more than
just processing some paperwork in a corporate
environment. I wanted to motivate and empower
individuals to be able to unlock their potential, to
achieve that common goal, something that looks easy
on the paper but is a big thing in the real world. I would
like to deliver something that had a positive impact on
their lives.That was my thing.The right thing to do.
Doing the ‘right thing’ was something I had listened to
quite a few times since being in the Digisheds space, as
that is what they are actually into: doing the right thing.

31. 29TIN ON...The Ready to Change Curriculum
There were lots of challenges to face, but also loads of
beautiful emotions in an enjoyable experience with not
just the trainers but everyone else in the group
supporting me.When delivering the final presentations
to our particular Dragon’s Den panel, we had already
became a proper working team.You wouldn't believe
how much all my fellows, who seemed a bit worried at
the beginning (a few of them shy, another few scared of
public speaking) shone that morning. But I can say that’s
true. I was there.And many more were: cameras,
employers from big companies, successful business men
and women, staff from DWP….That wasn’t an easy
audience to impress. But we did impress them.
Digisheds is a very unique experience, different from
anything else I’ve done before. It is about passion,
enthusiasm, happiness and well-being. So when TIN
asked me afterwards if I would actually be interested in
joining the team and becoming a Digisheds trainee to
deliver the programmes, I could barely believe it.Were
they telling me that I would be part of this fantastic
space where people help each other to achieve their
goals? Yes, I know. It might seem to be a bit idealistic
but, trust me, Digisheds works. I’ve felt it within my soul.
You’d easily guessed my answer: a loud ‘Yes!’
I was now empowered and determined to create my
dream job within Digisheds and TIN. Digisheds had
provided me with the tools to do it and gave me a
direction to think outside the box. I was empowered to
do what I really wanted to do and to get where I truly
wanted to go.And I was already there.
Almost ten months after you can look at me: I cannot
be more satisfied with my work. I love to be part of the
team and contributing to that 100% retention for the
Digisheds delegates who have gone into work shortly
after finishing the programme. I am one of them and so
proud to be! I absolutely believe in what we do: not just
good, but trying better.
Digisheds has definitely helped me to re-discover
something I’d just forgotten through my employability
journey (while my level of self-confidence decreased): If
you believe you can do something, and you work for
that, you can get it. It doesn’t matter what it is’.And
since I’m with them I’m sure this isn’t the last time I’ll
say this.Thank you so much!
The feedback from the participants on the programme and the change in
them from Day One is remarkable to see.They say how different the
programme is to others they have been on and the way it goes about
addressing their barriers with finding the right type of work which is
really important.They way that it builds the participants confidence in its
own unique way is crucial to making them feel better about themselves
and takes them that extra step nearer to finding employment.
Margaret Gianotti – Employer Services Team Leader – Brixton Job Centre Plus
“
”

32. 30 TIN ON...The Ready to Change Curriculum
TELFORDANDWREKIN CAREERS CIRCLE
POSITIVE DESTINATION CURRICULUM –
TROUBLED FAMILIES AGENDA
The Careers Circle in Telford provides
curriculum-based engagements to deliver
tailored careers support for students and
young people at all ages and stages of
their career journey.
We inspire and encourage young people to get excited
about careers opportunities and to underpin the local
further education agenda to identify routes into work
via further academic study, apprenticeships, targeted
vocational training, volunteering, education and
enterprise initiatives and work experience.Young people
can develop, test-drive and assess their employability
and ‘ready for work’ credentials and realistically match
their talents to the specific demands of local businesses.
An integral part of this is also supporting teachers with
collateral and extended resources and insight into local
employers’ recruitment needs.
Our Approach
We really want to use our skills to make a difference to
young peoples’ lives and to their career prospects. Our
focus is on creating positive pathways to a brighter future.
Working with young people on modified timetables
within the Careers Circle and having real conversations
about their hopes and dreams, will help us to better
understand their behaviour dynamics and to work with
them to create a more positive experience around the
issues of progression into work.We expect anything and
everything.
The first TIN cohort, in which we will be delivering a
Positive Destinations employability programme to the
Troubled Families agenda, is being developed in
collaboration with Telford and Wrekin Council, to support
students on modified timetables, who need extremely
tailored personal support to meet a deeper and broader
spectrum of personal, behavioural and social challenges.
Key behaviours we are covering include:
• ADHD
• ASD
• BESD – behavioural, emotional and social difficulty
• ODD – Oppositional defiant disorder
• NLD – Non-verbal learning difficulties
• PD – Physical disability
• Speech and language disorder
• Low numeracy
• Dyslexia
• Substance and Alcohol abuse

33. 31TIN ON...The Ready to Change Curriculum
The four key stages of our Positive Destination
curriculum – Discovery, Foundation, Engagement and
Assessment/Showcase (where young people will be
working on live local business challenges, provided by
local employers in the Careers Circles):
• Focus on developing the skills, talents and attitudes of
students to achieve a specific goal
• Broaden their aspirations for the world of work and
match these with career options
• Build career knowledge and share the information they
need about the ways into work
• Equip them with tools and techniques to manage and
promote their ‘personal brand’
• Deliver insight into what employers really want and
need from them
• Develop the confidence, capabilities and pathways to
help them achieve their ambitions

34. 32 TIN ON...The Ready to Change Curriculum
Social impact credentials are not just a ‘nice-to-have;
they are a true cost of doing business in today’s and
tomorrow’s economy.
“ ”

35. TIN ON...
Social Impact
Branding
33TIN ON... Social Impact Branding
INNOVATIONS AND COMMUNICATIONS SERVICE
TSIB helps to build, grow and engage a vibrant
community through social impact branding for
organisations that communicates the value of purposeful
social innovation attributes and underpins reputation.
• We create a brand communications framework for the
organisations we work with, to share and promote the
value and benefits of the social impact and innovation
strategies, propositions and work that they are
engaged with and to determine when and where to
engage most effectively.
• TSIB Thought leadership helps organisations to develop
their universal social innovation platforms to enable
them to lead dynamic conversations and stay ahead of
the curve.Thought leadership and shared knowledge
creates equity resulting from those interactions. Social
currency is measured by examining affiliations,
advocacy, sense of community, exchanging information
and other related indicators.
• TSIB Marketing and media relations support and
promote by successful engagements across all services
and are driven by the need to celebrate success.The
service is developing to offer a complete range of print
and digital solutions, partnering with our clients to
create impactful collateral and campaigns that stand
out among the competition – web, digital and social,
print and infographics, events and environments, video
and merchandise.
• TSIB Employee Engagement – Employees can be an
organisation’s most trusted and impactful brand
ambassadors.An engaged and positive workplace
drives business performance by increasing innovation,
strengthening collaboration and influencing reputation.
We work with clients on internal social impact brand
communications to transform the workforce into an
army of advocates, to build strong ‘socially aware’
citizenship and a wellbeing focused culture internally.

36. 34 TIN ON... Social Impact Branding
CHANGE THE WAY
WORK WORKS
CAREERS CIRCLE AVIATOR CAREERS DNA

37. 35TIN ON... Social Impact Branding
Involve •Solve •Evolve
DREAM. DEVELOP. DO.
THE QUIET REVOLUTION

38. 36 TIN ON...The Future
TIN ON...
The Future
TIN ON...The Future
Not just seeing what good
looks like, but being what
good looks like.
We would like to thank everyone who has collaborated,
advised and supported us in the past year.We never
envisaged that we could have come this far, this fast.
It has been an incredible year.
We are really looking forward to a number of innovative
collaborations in the coming year.We will be growing
our ecosystem and contributing to the success of other
social enterprises working to create and combine
sustainable business models with a clear social purpose
and demonstrating that this can be done in an
innovative, impactful, accountable, fair and inclusive way.
We’ll be on exciting and challenging pathways with
leading organisations. We will help to build CSR profiles,
making them real and relevant; helping more of the
long-term unemployed into worthwhile work; inspiring
students about careers in technology; creating digital
apprenticeships; delivering social impact branding;
supporting community enterprises; guiding young
entrepreneurs; collaborating on next generation talent
sharing; and many others, who will collaborate to bring
the TIN Smart Social Village vision to life – and to a
community near you.
The future looks bright.
We’ll see you there.
OneYear on....
“ ”
“ ”

39. 37

40. +44 (0)7808 169034 | alex.cole@tinsmartsocial.com