Business Model Innovation Workbook: How entrepreneurs design and assess innovative business models

Size: px
Start display at page:

Download "Business Model Innovation Workbook: How entrepreneurs design and assess innovative business models"

Transcription

1 Business Model Innovation Workbook: How entrepreneurs design and assess innovative business models This document outlines a systematic process of designing and representing the value creating system that underlies your business initiative, as well as assessing its attractiveness. The workbook can be used to help you develop a new business model or to analyze an existing one. INSEAD 2009, Professor Filipe Santos

2 1- Clarify the Value Proposition for your Innovation What specific problem are you trying to solve and why it is important? o Focus on both the direct value created to users as well as the positive spillovers that flow to society as a whole this last point is essential for social oriented businesses. o Why does the problem persist? - the idea is to get to the root of the problem to be able to develop an effective solution if the problem is too broadly defined then it is impossible to develop a focused solution. (Your mission/goal can be broad but the problem you are addressing needs to be well specified). o Are there mirror-like, inverse problems/needs in other areas of society that allow you to design an effective solution that solves multiple problems at the same time by engaging multiple parties? Describe your proposed offering/solution in one sentence o Developing an effective solution often involves direct observations, feedback from actors in the field and a sequence of pilot experiments. o Look for templates that can be drawn from other areas and combined into a novel solution. Clarify who is your target segment of choice and why: o You should start by the segment that most needs/values your solution and is able to quickly adopt it.

3 2- Develop the Activity System for your Innovation Draw the system of activities that will enable you to implement the proposed solution. Think of it as an enlarged value chain that includes the central activities and also: 1) complementary activities that add value to your offering; 2) key flows and inter-dependencies among activities. The output at this stage is a simple flow diagram that represents the users and the central activities in the system, as well as their linkages. Entrepreneurs will need to make sure that this activity system is in place and functioning, even if the venture doesn t internalize or engage in all activities.

4 3- Design the Business Model Working from the activity system diagram, clarify the core design requirements (usually just 1 to 3) that are critical for the solution to work (elements such as low cost, social impact, wide access, simplicity, high quality) Define the enabling choices that explain how activities are organized and strengthen the core design requirements Enabling choices involve decisions on: - management policies - use of assets and systems - role division between focal organization and stakeholders Some rules of thumb to design effective business models: - empower users to participate in the activity system. - leverage the existing resources and installed capacity of other market actors. - important activities that are not being provided by any player (in the way you require them to be) probably need to be internalized (it is difficult to modify a partner s behavior before the market is validated). - internalize activities that are not resource intensive to grow (this way you can scale operations faster without needing proportional resources). - avoid becoming too dependent on single partners. It is better to have multiple suppliers / partners in key areas of the value system. If you rely on one large player you may get killed just because of changing priorities of that player. - select choices that are mutually reinforcing thus creating virtuous cycles in the business model. - select choices that are internally consistent and aligned with the mission of the focal organization and its different stakeholders (internal and external). After designing the business model, you need to establish the identity of the venture: who are you and how will other players perceive you? Make sure that market actors can understand who you are use familiar templates to communicate your identity.

5 4- Assess Potential Impact of the Business Model Five dimensions are important to assess the potential for a business model to create value and guide you in refining it: Scalability: can you grow the activity system several orders of magnitude (100 fold, 1000 fold) without facing bottlenecks in any of the activity clusters? (no breaking points in the system bottlenecks usually happen when activities depend on scarce assets or unique skills) A key element is the concept of bottleneck analysis different areas in the activity system. This analysis may suggest to the innovator a different business model design. Sustainability assuming a given scale, do all stakeholders have motivation and engagement to keep contributing resources to the business (meaning they will be willing to make continued commitments since they are getting value in return? It also means there are no cyclical or temporary elements supporting the model that can disappear quickly) Impact Multiplier: amount of value created by unit of product/service (if for-profit business model, then appropriation not creation is the key driver) Reliability: can value be delivered in a systematic way over time with a high level of quality? (Requires the development of processes at the firm and system level that are not dependent on idiosyncratic human intervention or on systems with variable output / quality) Replicability: business model does not depend on very specific contextual factors and it is easy to explain to potential partners, clients and replicators (this simplicity is important since it facilitates adoption by stakeholders and partners) You can use this approach to either improve the design of your own business model or to assess the potential impact of an existing business model.

Research Note #3 Social Impact Bonds. Research Note #3 SOCIAL IMPACT BONDS

Research Note #3 Social Impact Bonds. Research Note #3 SOCIAL IMPACT BONDS Research Note #3 Research Note #3 SOCIAL IMPACT BONDS March 2014 1 This research note was written in March 2014 by António Miguel, from the Social Investment Lab, with the scientific supervision of Professor

More information

Faces of Measurement

Faces of Measurement Faces of Measurement Middle level: A combination of top and lower, with timeframe of week to quarter Screening, diagnosis Timeframe = month, quarter cost, waste, time Faces of Measurement Front line level

More information

Online Executive Certificate in Global Corporate Social Responsibility

Online Executive Certificate in Global Corporate Social Responsibility Global Corporate Social Responsibility Truly Global Focus. Truly Global Delivery. Thunderbird Online s facilitated online professional development programs provide you with a comprehensive education in

More information

Project Management: Leading Change Steve Callahan, PMP

Project Management: Leading Change Steve Callahan, PMP Project Management: Leading Change Steve Callahan, PMP An important aspect of leading people is the ability to gain support and cooperation when implementing a change in the way people work. The benefits

More information

CocoaAction Primer Version 1.0 May World Cocoa Foundation 2016 All rights reserved

CocoaAction Primer Version 1.0 May World Cocoa Foundation 2016 All rights reserved CocoaAction Primer Version 1.0 May 2016 Antitrust Statement CocoaAction and its member companies are mindful of the constraints of the antitrust laws. CocoaAction participants shall not enter into discussions,

More information

INVESTING IN WEST AFRICA: REDUCING THE RISK PERCEPTION GAP

INVESTING IN WEST AFRICA: REDUCING THE RISK PERCEPTION GAP INVESTING IN WEST AFRICA: REDUCING THE RISK PERCEPTION GAP An enquiry on the impact of risk perception on further development of the West African Mining Industry Perception matters Common external perception

More information

ISACA and IIA of Orange County

ISACA and IIA of Orange County ISACA and IIA of Orange County Present The Balanced Scorecard December 3 rd, 2013 Objectives By the end of today s training you will be able to answer the following questions: Where is my department based

More information

Alignment of ISO/IEC 17025:1999 with ISO 9001:2000 Publication of ISO/IEC 17025:2005

Alignment of ISO/IEC 17025:1999 with ISO 9001:2000 Publication of ISO/IEC 17025:2005 Alignment of ISO/IEC 17025:1999 with ISO 9001:2000 Publication of ISO/IEC 17025:2005 Purpose of the amendment to ISO/IEC 17025:1999 The terms of reference of ISO/CASCO Working Group (WG) 25, which was

More information

Social Entrepreneurship and Innovation

Social Entrepreneurship and Innovation MBA Programme: Class 2013J Period 4 March 2013 FBL Social Entrepreneurship and Innovation Professor: Filipe Santos filipe.santos@insead.edu Office EAC 1.71; Ext 4538 Assistant: Isabelle Seyrig isabelle.seyrig@insead.edu

More information

BUSINESS DEVELOPMENT MANAGER

BUSINESS DEVELOPMENT MANAGER Job Description BUSINESS DEVELOPMENT MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

4 MEAL planning and budgeting

4 MEAL planning and budgeting Monitoring, Evaluation, Accountability and Learning (MEAL) Keywords: Monitoring, evaluation, accountability, learning, plan, budget Introduction In this session on MEAL Planning and Budgeting, you will

More information

Greensboro - A Lifelong Learning City Executive Summary

Greensboro - A Lifelong Learning City Executive Summary Greensboro - A Lifelong Learning City Executive Summary Proposal: Creating a STEM 1 Literate Community through the Greensboro Union of Institutions for Learning and Development The 21 st century is the

More information

Value Chain Project Design Tool

Value Chain Project Design Tool Value Chain Project Design Tool Step 1 ANALYZE OPPORTUNITIES & CONSTRAINTS Step 2 DEVELOP A STRATEGY Step 3 PRIORITIZE ACTIVITIES Step 4 DESIGN PROJECT With material drawn from the Value Chain Strategy

More information

WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to:

WORKGROUP-LEVEL OVERVIEW. Learning Objectives Upon completion of this session, you will be able to: WORKGROUP-LEVEL OVERVIEW Performance Scorecards provide an organized, proven method of defining key business outcomes and data, and should be an integral part of your planning process. Included with this

More information

The New Generation IT Operating Model

The New Generation IT Operating Model The New Generation IT Operating Model The Service Oriented IT Operating Model White paper Yan Zhao, Ph.D President, Chief Architect ArchiTech Consulting LLC yan.zhao@architechllc.com July 20, 2012 1 1.

More information

Human Performance Technology

Human Performance Technology Human Performance Technology Donald Tosti Every organization is a human performance system: It was founded by people. It s run by people, and It s established to provide value to the people who are its

More information

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way AB Volvo, 405 08 Göteborg, Sweden Ref No 953810003, August 2009 The Volvo Way index Preface Our mission Customers first Customer focus Clear objectives Quality, safety, environmental care Continuous improvements

More information

Utilizing the Advanced Tools of Quality Improvement to Leverage the Power and Reach of Public Health. Ron Bialek, Louise Kent, and John Moran 1

Utilizing the Advanced Tools of Quality Improvement to Leverage the Power and Reach of Public Health. Ron Bialek, Louise Kent, and John Moran 1 Utilizing the Advanced Tools of Quality Improvement to Leverage the Power and Reach of Public Health Ron Bialek, Louise Kent, and John Moran 1 August 20 Introduction: When public health professionals are

More information

Developing a Social Enterprise Business Plan

Developing a Social Enterprise Business Plan Developing a Social Enterprise Business Plan February 11, 2015 Margot Dushin, HBS Social Enterprise Initiative Stephanie Dodson, Draper Richards Kaplan Foundation Copyright President & Fellows of Harvard

More information

How SAP Business Objects Dashboards Are Improving Decision Making at Caterpillar Parts Distribution

How SAP Business Objects Dashboards Are Improving Decision Making at Caterpillar Parts Distribution How SAP Business Objects Dashboards Are Improving Decision Making at Caterpillar Parts Distribution Greg Lauer & John Buckhold Caterpillar Inc. SESSION CODE: 0705 DASHBOARDS Dashboards at Cat Parts Distribution

More information

The Customer Relationship Management Process

The Customer Relationship Management Process The Customer Relationship Management Process E d u c a t i n g t h e W o r l d s B e s t A i r F o r c e Slide 1 The Supply Chain Management Processes Information Flow Supply Chain Management Processes

More information

Pythagorean Theorem. Overview. Grade 8 Mathematics, Quarter 3, Unit 3.1. Number of instructional days: 15 (1 day = minutes) Essential questions

Pythagorean Theorem. Overview. Grade 8 Mathematics, Quarter 3, Unit 3.1. Number of instructional days: 15 (1 day = minutes) Essential questions Grade 8 Mathematics, Quarter 3, Unit 3.1 Pythagorean Theorem Overview Number of instructional days: 15 (1 day = 45 60 minutes) Content to be learned Prove the Pythagorean Theorem. Given three side lengths,

More information

Workflow and Process Analysis for CCC

Workflow and Process Analysis for CCC Section 3.6 Design Workflow and Process Analysis for CCC This tool introduces the importance of workflow and process improvement in a community-based care coordination (CCC) program, describes the value

More information

SNV s value chain development approach

SNV s value chain development approach SNV s value chain development approach Introduction In order to identify the best entry points for capacity development, SNV has under the BOAM 1 program adopted the value chain approach. A value chain

More information

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM.

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM. Handbook of CRM: Achieving Excellence in Customer Management Adrian Payne Elsevier 2006 ISBN: 0750664371, 438 pages Theme of the Book This highly usable book: gives the reader a strong understanding of

More information

Delta College Information Technology Strategic Plan. v

Delta College Information Technology Strategic Plan. v Delta College Information Technology Strategic Plan v.10.28.14 Table of Contents TECHNOLOGY STRATEGIC PLANNING ELEMENTS 3 MISSION 3 WE VALUE 3 VISION 3 STRATEGIC GOALS 4 TECHNOLOGY ROAD MAP 2013 / 2014

More information

Product profitability in Wealth management and Private Banking

Product profitability in Wealth management and Private Banking Product profitability in Wealth management and Private Banking Unlocking profit opportunities with enhanced reporting capacity Pierre Masset Partner Corporate Finance & CFO Services Lead Deloitte François

More information

A Guide to the. Incorporating the Essential Elements of Strategy Within Your Organization. Empower

A Guide to the. Incorporating the Essential Elements of Strategy Within Your Organization. Empower A Guide to the Balanced Scorecard Incorporating the Essential Elements of Strategy Within Your Organization This guide covers Create Keeping strategy creation practical, focused and agile Empower Empowering

More information

A Roadmap to Clinical Integration: How to Successfully Transition to Value, While Still Operating in the Fee-for-Service World

A Roadmap to Clinical Integration: How to Successfully Transition to Value, While Still Operating in the Fee-for-Service World A Roadmap to Clinical Integration: How to Successfully Transition to Value, While Still Operating in the Fee-for-Service World In healthcare, transitions of care from one practice setting to another can

More information

pm4dev, 2015 management for development series The Project Management Cycle PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS

pm4dev, 2015 management for development series The Project Management Cycle PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS pm4dev, 2015 management for development series The Project Management Cycle PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development

More information

BPR AND PERFORMANCE MEASUREMENT

BPR AND PERFORMANCE MEASUREMENT BPR AND PERFORMANCE MEASUREMENT Business Process Reengineering by Lampathaki F., Koussouris S., Psarras J. Performance A performance measurement is a comparison of actual returns against a pre-specified

More information

2008 review 2013 review Targeted measures Targeted deadline. ENQA Criterion / ESG. February 2016/ Measures already taken. Level of compliance

2008 review 2013 review Targeted measures Targeted deadline. ENQA Criterion / ESG. February 2016/ Measures already taken. Level of compliance / ESG Level of compliance 2008 review 2013 review Targeted measures Targeted deadline Recommendations and suggestions Level of compliance Recommendations February 2016/ Measures already taken ESG 2.1:

More information

Introduction to Business Process Improvement

Introduction to Business Process Improvement Introduction to Business Process Improvement Learning Objectives By the end of this chapter, you should be able to: Define a business process. State the objectives of business process improvement. Explain

More information

PRINCIPLES FOR EVALUATION OF DEVELOPMENT ASSISTANCE

PRINCIPLES FOR EVALUATION OF DEVELOPMENT ASSISTANCE DEVELOPMENT ASSISTANCE COMMITTEE PRINCIPLES FOR EVALUATION OF DEVELOPMENT ASSISTANCE PARIS 1991 TABLE OF CONTENTS I. INTRODUCTION 3 II. PURPOSE OF EVALUATION 5 III. IMPARTIALITY AND INDEPENDENCE 6 IV.

More information

Innovation Health Check

Innovation Health Check Innovation Health Check BENCHMARKING of the Innovation Process Introduction Innovation benchmark is to help establish how Innovation oriented is your company. Long term studies have shown that at least

More information

TEAM COACHING SALES SUPPORT

TEAM COACHING SALES SUPPORT Team Coaching International Team Coaching International TEAM COACHING SALES SUPPORT Overview The Model Objectives Testimonials The Process Forms FAQs Overview The Team Coaching International, Team Diagnostic

More information

Developing and Delivering a Winning Investor Presentation

Developing and Delivering a Winning Investor Presentation ENTREPRENEUR WORKBOOKS Business Planning and Financing Management Series Building Block 4 Developing and Delivering a Winning Investor Presentation MaRS Discovery District, December 2009 See Terms and

More information

New Venture Feasibility Analysis Tool

New Venture Feasibility Analysis Tool New Venture Feasibility Analysis Tool Getting Started Starting a business is difficult, and the hard truth is that most new businesses don t survive past five years. With that said, those that do find

More information

the employee-customer connection

the employee-customer connection the employee-customer connection Insight Newsletter No 4: 2007 Through the Looking Glass: How the Employee Experience Mirrors (and drives) the Customer Experience By Rodger Stotz, Vice President, Managing

More information

Innovative Ventures for Technology Development (INVENT) Programme

Innovative Ventures for Technology Development (INVENT) Programme Innovative Ventures for Technology Development (INVENT) Programme Objective Technology Development Board (TDB), Government of India in partnership with and DFID India is seeking proposals from Incubators/

More information

Chapter One PROJECT MANAGEMENT OVERVIEW

Chapter One PROJECT MANAGEMENT OVERVIEW Chapter One PROJECT MANAGEMENT OVERVIEW Project management is not a new concept. It has been practiced for hundreds, even thousands of years. Any undertaking, large or small, requires a goal, a set of

More information

Sustainability Formative Self-Assessment Tool

Sustainability Formative Self-Assessment Tool I Strategy. I Capacity. I Sustainability. Sustainability Formative Self-Assessment Tool 2011 Sustainability Formative Self-Assessment Tool by The Board of Regents of the University System of Georgia by

More information

Chapter 1. Applying Psychology to Teaching

Chapter 1. Applying Psychology to Teaching Chapter 1 Applying Psychology to Teaching Overview What is Educational Psychology? How Will Learning About Educational Psychology Help You Be a Better Teacher? The Nature and Values of Science Complicating

More information

Adaptive Leadership Toolkit

Adaptive Leadership Toolkit Adaptive Leadership Toolkit Introduction Framed by our Pathways initiative and supported by an array of resources, APHSA envisions a health and human services field that is successfully driving a range

More information

Institutional Development and Organisational Strengthening (ID/OS): Concepts & Framework

Institutional Development and Organisational Strengthening (ID/OS): Concepts & Framework Institutional Development and al Strengthening (ID/OS): Concepts & Framework 1. Introduction Over the past two decades, the concept of Institutional Development and al Strengthening (ID/OS) has become

More information

Stewardship of Change in the Public Interest: Diagnosing Challenges and Managing Risk

Stewardship of Change in the Public Interest: Diagnosing Challenges and Managing Risk Stewardship of Change in the Public Interest: Diagnosing Challenges and Managing Risk by Kathryn E. Newcomer The Trachtenberg School of Public Policy and Public Administration The George Washington University

More information

Regional innovation strategies

Regional innovation strategies OECD Innovation Policy Platform /policyplatform Regional innovation strategies Regional innovation strategies are systematic, goal-oriented exercises carried out by regional partnerships with the aim to

More information

Growth Academy. Startup Commons Global Startup Curriculum. Jan 26, 2016.

Growth Academy. Startup Commons Global Startup Curriculum. Jan 26, 2016. Startup Commons Global + + www.startupcommons.org + + @startupcommons + + Growth Academy Startup Curriculum Jan 26, 2016 Copyrights Startup Commons 2016 Part of the Growth Academy Discovering the startup

More information

The Alignment Factor: How to Link Up All Stakeholders in Order to Achieve Business Excellence

The Alignment Factor: How to Link Up All Stakeholders in Order to Achieve Business Excellence Books Strategy Documents L0 1/2012 Reputation The Alignment Factor: How to Link Up All Stakeholders in Order to Achieve Business Excellence What determines the success of corporate strategy? What are key

More information

An Assessment of the Impact of UCLA s Global Access Program (GAP) on Finnish Companies supported by Tekes 2004-2009

An Assessment of the Impact of UCLA s Global Access Program (GAP) on Finnish Companies supported by Tekes 2004-2009 An Assessment of the Impact of UCLA s Global Access Program (GAP) on Finnish Companies supported by Tekes 24-29 Provided by The Evidence Network www.theevidencenetwork.com 3 November 21 The Evidence Network

More information

A P3M3 Maturity Assessment for Attorney Generals Department Prepared by James Bawtree & Rod Sowden Dated 18 th November 2010

A P3M3 Maturity Assessment for Attorney Generals Department Prepared by James Bawtree & Rod Sowden Dated 18 th November 2010 A P3M3 Maturity Assessment for Attorney Generals Department Prepared by James Bawtree & Rod Sowden Dated 18 th November 2010 Attorney Generals Department P3M3 report Page 1 1 Contents 1 Contents... 2 2

More information

ISO 9001:2015 WHAT YOU NEED TO KNOW

ISO 9001:2015 WHAT YOU NEED TO KNOW CUSTOMER FOCUS PROCESS APPROACH IMPROVEMENT LEADERSHIP FURTHER EXCELLENCE RELATIONSHIP MANAGEMENT ENGAGEMENT OF PEOPLE EVIDENCE BASED DECISIONS RISK MANAGEMENT ISO 9001:2015 WHAT YOU NEED TO KNOW HELPING

More information

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING

QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING QUALITY MANAGEMENT RECOMMENDATIONS FOR VOCATIONAL EDUCATION AND TRAINING Recommendations Working Group PREFACE Vocational education and training (VET) and those responsible for providing it play more and

More information

Assessing your TCF readiness

Assessing your TCF readiness Treating Customers Fairly Assessing your TCF readiness How to use the FSB s selfassessment tool: August 2012 In the Treating Customers Fairly Roadmap, published on 31 March 2011, the Financial services

More information

WE HELP YOU GROW. Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper. July 1, 2013

WE HELP YOU GROW. Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper. July 1, 2013 Achieving Nonprofit Missions Through Effective Performance Management A Nonprofit HR White Paper July 1, 2013 Alicia Schoshinski, Senior Human Resources Consultant, Nonprofit HR WE HELP YOU GROW. Contents:

More information

Improving On-Shelf Availability

Improving On-Shelf Availability Andrew Mitchell International Sales Director SymphonyIRI Group, Technology Services March 2011 02 02 03 05 07 07 08 10 About this white paper What is On-Shelf Availability Current situation Why is this

More information

Business Planning Template & Guidance Document

Business Planning Template & Guidance Document Business Planning Template & Guidance Document Last Revision: February 14, 2012 Table of Contents 1.0 Executive Summary... 4 2.0 Venture Description and Goals... 5 2.1 Venture Description... 5 2.2 Description

More information

Questions and Answers about the World Bank Corporate Scorecard

Questions and Answers about the World Bank Corporate Scorecard Questions and Answers about the World Bank Corporate Scorecard Section 1: Purpose and Contents of the CSC Q: What is the World Bank Group Corporate Scorecard Card (WBG CSC)? A: The WBG CSC provides an

More information

Frameworx 13.5 Implementation Conformance Certification Report

Frameworx 13.5 Implementation Conformance Certification Report Frameworx 13.5 Implementation Conformance Certification Report PT TELEKOMUNIKASI INDONESIA BROADBAND INTERNET PRODUCTS BROADBAND SERVICE September 2014 Version 1.0 1 Table of Contents List of Figures...

More information

The Strategy Map. Presentation Templates

The Strategy Map. Presentation Templates The Strategy Map Presentation Templates The Strategy Map A Strategy Map is a diagram that describes how a company or organisation can create value by linking strategic objectives in a cause and effect

More information

To being our journey towards understanding user requirements, let s first consider an important topic: Mind Mapping.

To being our journey towards understanding user requirements, let s first consider an important topic: Mind Mapping. Documenting user requirements can be challenging. Agile methodologies advocate building use cases and user stories, but there are no standard processes or notations available to help gather requirements

More information

UNODC Independent Evaluation Unit Evaluation Quality Assessment Template

UNODC Independent Evaluation Unit Evaluation Quality Assessment Template UNODC Independent Evaluation Unit Evaluation Quality Assessment Template General Project Information Project/Programme Number and Name Thematic Area Geographic Area (Region, Country) Type of Evaluation

More information

SOCIAL SERVICES LEADERSHIP AND MANAGEMENT FRAMEWORK

SOCIAL SERVICES LEADERSHIP AND MANAGEMENT FRAMEWORK SOCIAL SERVICES LEADERSHIP AND MANAGEMENT FRAMEWORK A discussion paper from the Changing Lives Leadership and Management Group. Introduction Work in Social Services, whether at a policy, practice, leadership

More information

Baldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership

Baldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership Baldrige Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within

More information

Applying systems thinking to Local Economic Development

Applying systems thinking to Local Economic Development Applying systems thinking to Local Economic Development by Shawn Cunningham November 2005 Page 1 of 11 Applying systems thinking to Local Economic Development By Shawn Cunningham November 2005 Draft 1

More information

How Master Data Management powers big data decision making.

How Master Data Management powers big data decision making. decision ready. How Master Data Management powers big data decision making. Building an enterprise architecture that s decision ready. Bringing discipline to big data. The trouble with insight is it doesn

More information

Contact: URS Certification Ltd, F-3, Sector 6, Noida, Delhi NCR, India, , web:

Contact: URS Certification Ltd, F-3, Sector 6, Noida, Delhi NCR, India, ,   web: The new ISO 9001:2015 standard includes three basic core concepts: process approach plan-do-check act methodology, and risk based thinking New structure of ISO 9001 standard has aligned with the common

More information

HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT

HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK A USAID MODEL FOR SUSTAINABLE PERFORMANCE IMPROVEMENT HUMAN AND INSTITUTIONAL CAPACITY DEVELOPMENT HANDBOOK October 2010 This document was prepared

More information

COMPARISON BETWEEN OEF, ISO 9000, LEAN, & SIX SIGMA

COMPARISON BETWEEN OEF, ISO 9000, LEAN, & SIX SIGMA COMPARISON BETWEEN OEF, ISO 9000, LEAN, & SIX SIGMA When striving for excellence, organizations use a variety of approaches. Some of the most popular approaches used today are Excellence Frameworks, ISO

More information

Frameworx 13.5 Implementation Conformance Certification Report

Frameworx 13.5 Implementation Conformance Certification Report Frameworx 13.5 Implementation Conformance Certification Report PT TELEKOMUNIKASI INDONESIA BROADBAND INTERNET SERVICE Resource Management November 2014 Version 1.0 Table of Contents List of Figures...

More information

EIT: a new approach to innovation in European innovation or created by us to be solved by us

EIT: a new approach to innovation in European innovation or created by us to be solved by us EIT: a new approach to innovation in European innovation or created by us to be solved by us Prof. Anders Flodström EIT Vice-Chairman WIPO EIT-Investing in the Grand Opportunities Geneva, July 11 and 12.

More information

UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION

UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION 57 Stage 3: Set Up and Start Up Theme 6: Marketing UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION Now that you re ready to turn your idea into a reality and begin defining your

More information

5. SOCIAL PERFORMANCE MANAGEMENT IN MICROFINANCE 1

5. SOCIAL PERFORMANCE MANAGEMENT IN MICROFINANCE 1 5. SOCIAL PERFORMANCE MANAGEMENT IN MICROFINANCE 1 INTRODUCTION TO SOCIAL PERFORMANCE MANAGEMENT Achieving Social and Financial Performance In the microfinance arena, performance has long been associated

More information

Reducing. 100 days to 30

Reducing. 100 days to 30 Reducing 100 days to 30 The ABC Company acquired a new CEO. Prior to his appointment, the ABC Company had just completed a ValuePerform strategy analysis. The analysis clearly documented a set of severe

More information

The Gavi grant management change process

The Gavi grant management change process The Gavi grant management change process Overall change process Frequently asked questions June 2015 1. How was it decided that grant management changes were needed? Over recent years, through a series

More information

Data Analytics: A Marketing Segmentation Case Study. T. Evgeniou, INSEAD J. Niessing, INSEAD

Data Analytics: A Marketing Segmentation Case Study. T. Evgeniou, INSEAD J. Niessing, INSEAD Data Analytics: A Marketing Segmentation Case Study T. Evgeniou, INSEAD J. Niessing, INSEAD The Iterative Process Cycle Data Preparation & Exploration Goal of Analysis Analysis Performance Assessment Segmentation

More information

Identifying Your Drivers of Change

Identifying Your Drivers of Change Identifying Your Drivers of Change Co-created by Linda Ackerman Anderson and Dean Anderson Being First, Inc. 1242 Oak Drive, DW2 Durango, CO 81301 (970) 385-5100 (970) 385-7751 Fax beingfirst@beingfirst.com

More information

Meeting Professionals International (MPI) June 2006, www.mpiweb.org

Meeting Professionals International (MPI) June 2006, www.mpiweb.org 1 360º of Teamwork: How Meetings and Travel Professionals Can Build Strategic Synergies to Drive Results A Position Paper from Meeting Professionals International s Global Corporate Circle of Excellence

More information

The Model comprises of a set of three integrated components:

The Model comprises of a set of three integrated components: The world does not stand still. It is changing ever more rapidly. The interdependencies between organisations, communities, countries and economies are strengthening and increasing in complexity. To remain

More information

Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale

Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale Driving A Successful Customer-Centric Culture Through

More information

Framework for Health Sector Disaster Management (Rev. 2.0)

Framework for Health Sector Disaster Management (Rev. 2.0) Framework for Health Sector Disaster Management (Rev. 2.0) 1 I Disaster Risk Management What needs to be done Disaster preparedness and response is a concept that is well-understood in Thailand, a country

More information

Competitiveness Through Clustering / Collaborative Networks

Competitiveness Through Clustering / Collaborative Networks Competitiveness Through Clustering / Collaborative Networks Professor Michael J. Enright University of Hong Kong and Enright, Scott & Associates Belfast, May 2005 1 The competitiveness challenge Competitiveness*

More information

Outcome Based Training Needs Assessment

Outcome Based Training Needs Assessment Outcome Based Training Needs Assessment Training is a Performance Improvement Tool Leaders frequently look at training as their # 1 performance improvement tool of choice despite the fact that it is just

More information

PROTOTYPING OVERVIEW PURPOSE PRESENCING INSTITUTE TOOLKIT PRINCIPLES

PROTOTYPING OVERVIEW PURPOSE PRESENCING INSTITUTE TOOLKIT PRINCIPLES PRINCIPLES OVERVIEW Prototyping translates an idea or a concept into experimental action. Having established a connection to the source (presencing) and clarified a sense of the future that wants to emerge

More information

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.

More information

Guidance Note on Developing Terms of Reference (ToR) for Evaluations

Guidance Note on Developing Terms of Reference (ToR) for Evaluations Evaluation Guidance Note Series UNIFEM Evaluation Unit October 2009 Guidance Note on Developing Terms of Reference (ToR) for Evaluations Terms of Reference (ToR) What? Why? And How? These guidelines aim

More information

structures stack up Tom McMullen

structures stack up Tom McMullen Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing

More information

Monitoring and Evaluation Framework and Strategy. GAVI Alliance 2011-2015

Monitoring and Evaluation Framework and Strategy. GAVI Alliance 2011-2015 Monitoring and Evaluation Framework and Strategy GAVI Alliance 2011-2015 NOTE TO READERS The 2011-2015 Monitoring and Evaluation Framework and Strategy will continue to be used through the end of 2016.

More information

Cañada Accreditation. Building a Roadmap to Affirmation

Cañada Accreditation. Building a Roadmap to Affirmation Cañada Accreditation Building a Roadmap to Affirmation Presented at College Planning Council on January 29, 2009 by Gregory M Stoup, Director of Planning, Research & Student Success Accreditation Timeline

More information

Empowering Women Entrepreneurs Partnership Program

Empowering Women Entrepreneurs Partnership Program Empowering Women Entrepreneurs Partnership Program Fueling the entrepreneurial engine that drives economic opportunity, growth and social and progress. About Trestle Group Foundation! New style! Hands-on!

More information

GLOSSARY OF KEY TERMS IN M&E

GLOSSARY OF KEY TERMS IN M&E ANNEX E: GLOSSARY OF KEY TERMS IN M&E Source: Development Assistance Committee (DAC). 2002. Glossary of Terms in Evaluation and Results-Based Management. Paris: OECD. This glossary is available in English,

More information

Chapter 10 Developing Business/IT Solutions

Chapter 10 Developing Business/IT Solutions Chapter 10 Developing Business/IT Solutions 1. The systems approach to problem solving uses a systems orientation to define problems and opportunities and to develop solutions. When the systems approach

More information

EFQM Levels of Excellence

EFQM Levels of Excellence EFQM Levels of Excellence Committed to Excellence A Guide for Applicants 2007 EFQM It is the EFQM s intent to encourage the widespread use of this material within companies and organisations. However,

More information

Considerations for Building Successful Regional Partnerships A Roadmap for Consortium Development

Considerations for Building Successful Regional Partnerships A Roadmap for Consortium Development Considerations for Building Successful Regional Partnerships A Roadmap for Consortium Development Overview Regional alignment of education and workforce development has the potential to serve as a catalyst

More information

Six Sigma aims to maximise customer satisfaction and minimise defects.

Six Sigma aims to maximise customer satisfaction and minimise defects. Six Sigma aims to maximise customer satisfaction and minimise defects. WHAT IS SIX SIGMA? In statistical terms, the purpose of Six Sigma is to reduce process variation so that virtually all the products

More information

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R.

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work

More information

Activity: Exploring Business model innovation using the Business Model Canvas

Activity: Exploring Business model innovation using the Business Model Canvas Activity: Exploring Business model innovation using the Business Model Canvas Business models are important because they provide the architecture for creating value out of new ideas. Simply having a good

More information

Darwin ECTF M&E Programme: Final Report Review

Darwin ECTF M&E Programme: Final Report Review Basic Project Details Darwin ECTF M&E Programme: Final Report Review Project Ref No. 14-031 Project Title A market led conservation response to the domestic bird trade in Indonesia UK Contractor Holder

More information

In mathematics, there are four attainment targets: using and applying mathematics; number and algebra; shape, space and measures, and handling data.

In mathematics, there are four attainment targets: using and applying mathematics; number and algebra; shape, space and measures, and handling data. MATHEMATICS: THE LEVEL DESCRIPTIONS In mathematics, there are four attainment targets: using and applying mathematics; number and algebra; shape, space and measures, and handling data. Attainment target

More information