3. 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.
4. “If nothing else, a
student must get from
his training a feeling
of security in change.”
CHARLES EAMES
18. 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
28. “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
30. 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?
31. 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?
42. HOW
DO WE COMPARE YOUTH EMPLOYMENT
PROJECT WITH FARMER’S CO-OPERATIVE?
HOW DO WE LEARN FROM ONE TO IMPROVE
OTHER?
43. “Key is to find an
appropriate business
model. So you need
options first.”
ALEX OSTERWALDER
44. 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?
45. Iteration Number..............................
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?
PPP Costs Financial Costs Revenue Streams PPP Impacts
- 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 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?
46. IMPACT MODEL CANVAS SPECIALISTERNE Headline idea..................................... Designed by.......................................
Iteration Number..............................
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!
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?
• 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 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?
47. 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.
50. “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
52. 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
53. 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
54. 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
55. 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.
56. 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.
57. 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.
58. 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
59. 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
60. 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
61. 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
62. “Cooperatives are poised
to be the fastest growing
business model by
2020.”
CHARLES GOULD, DIRECTOR-GENERAL OF
THE INTERNATIONAL COOPERATIVE
ALLIANCE
63. “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
64. 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.
65. 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
82. 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
85. 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.
Theory of
Impacts Change 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
86. TOC
IS ALL IMPORTANT
THE BELIEF SYSTEM YOU HAVE WHICH MAKES
YOUR INTENTIONS, ACTIVITIES AND REAL /
EXPECTED OUTCOMES / IMPACTS MAKE SENSE
89. 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
90. 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
92. IMPACT
SURVIVAL OR QUALITY OF LIFE?
WELLBEING OR THRIVING?
SOCIAL JUSTICE OR SOCIAL CREATIVITY?
EDUCATION OR LEARNING?
BIODIVERSITY OR CHILD MORTALITY?
93. 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.
Theory of
Impacts Change Resources
The desired or actual ultimate Resources needed to deliver
effect of the project / the project. Time, money, staff,
intervention within context.
How the outcomes changed
Worldview building, in kind support,
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
94. 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.
Theory of
Impacts Change Resources
The desired or actual ultimate Resources needed to deliver
effect of the project / the project. Time, money, staff,
intervention within context.
How the outcomes changed
Worldview building, in kind support,
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
95. THE IMPACT CHAIN
Intentions Resources Activities Outputs Outcomes Impacts Indicators
Individual
Social Internal &
Environmenta external
l
Political Profit
Technological People
Economic Planet
Prosperity
Creative
96.
97. LINEAR
THINKING LEADS US TO BELIEVE IN
MECHANISTIC CAUSE & EFFECT
BUT WE LIVE IN A WORLD OF COMPLEXITY
AND MULTIPLE & INTERWOVEN CAUSALITIES
98. “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
109. 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
113. 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?
115. 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
120. STATS
50% START-UPS FAIL OVER 3 YEARS
C.75% AWARD WINNERS DO NOT REMAIN
SOCENTS
SOURCE: MIT, UNLTD
121. 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