sustainability planning root cause zerodivide – october 26, 2010
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Sustainability PlanningRoot CauseZeroDivide – October 26, 2010
© 2010 by Root Cause
About Root Cause
Founded in 2004 by Andrew Wolk, CEO A nonprofit research and consulting firm that helps
leaders from the nonprofit, government, and business sectors work together to bring effective solutions to longstanding social problems.
Engages with nonprofit, business, foundation, academic, and government leaders across U.S. and Bermuda —now reaching 4,500+
Has generated more than $24 million in investment in nonprofit organizations
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© 2010 by Root Cause
Agenda
Components of Sustainability Ongoing Strategy & Improvement Team Capacity Brand Action Planning Financial Sustainability (Dave)
Tools & Resources
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© 2010 by Root Cause
Sustainability Of… ?4
Parent Organization
Social Venture
Social Impact
© 2010 by Root Cause
Components of Sustainability
1. Ongoing Strategy & Improvement
2. Team Capacity
3. Brand
4. Action Planning
5. Financial Sustainability
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Develop Strategy &
Plan
Develop Strategy &
Plan Strategy Refinement
1 to 5 years
Monitoring
Strategy Refinement
Monitoring
Performance Measurement
1. Ongoing Strategy & Improvement
© 2009 by Root Cause
The opportunity Stage in
organizational lifecycle
Performance (Sara)
Making deliberate adjustments to plan and actions based on the left
Monitoring Strategy Refinement
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1. Ongoing Strategy & Improvement
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Monitoring: The Opportunity8
The Landscape
Organization Assets
Opportunity
Social Market Need
Business Market Need
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Monitoring: Stage in Organizational Lifecycle9
Startup
Develop-ment
Mature/ Sustained
Concept
Growth
Decline
Reflection+
Innovation
Where is your social venture in its lifecycle?
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Monitoring: Performance
Sales performance Service quality Staff satisfaction and retention Implementation/Execution - progress
against goals Costs Social impact
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The Opportunity: One year into program, surveyed businesses
online and door-to-door to determine real needs
Lifecycle Stage: Just moved past development phase into major growth phase Performance: $ sales as a continuous indicator
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Monitoring:
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Strategy Refinement
Refining strategy based on knowledge of lifecycle stage, opportunity, and performance
Helps to: Maintain alignment between vision, goals,
mission, impact, and opportunities Balance growth vs quality Know where to direct attention and resources
There is not always one right answer, and even if there is, it may soon change
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Strategy Refinement:Root Cause Social Impact ModelTM
Social Social Problem Problem
DefinitionDefinitionMissionMission
Vision of Vision of SuccessSuccess
Operating Model
Social Impact Strategies
Performance Measurement
Indicators
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© 2010 by Root Cause
Social Social Problem Problem
DefinitionDefinitionMissionMission
Vision of Vision of SuccessSuccess
Operating Model
Social Impact Strategies
Performance Measurement
Indicators
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1. Modify Operating Model2. Build Operational Capacity3. Grow
Basic Options
Strategy Refinement:Root Cause Social Impact ModelTM
© 2010 by Root Cause
Growth Strategy I: Ansoff MatrixServices versus Customers
Existing Services New Services
Existing Customers
Market Penetration Service Development
New CustomersMarket
DevelopmentDiversification
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Services
Cu
sto
mer
s
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Strategy Refinement:
Emphasizing growth efforts on market penetration and some service development Surveyed existing customers to
learn needs Define/refine products, services and
pricing model for existing customers, including new website
Considering possible market development: longer-term expansion beyond San Diego – existing customer profile but in a new area
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Strategy Refinement:
Depending on market response, may consider market development by selling services to larger businesses But, selling to small business integral to mission
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Control &
Costs
Potential Level of Impact & Leverage
Expansion Of Results
Programme Organization
Principles
Growth Strategy II: Options for Scaling Out
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Control &
Costs
Potential Level of Impact & Leverage
Straight Growth
Expansion Of Results
Programme Organization
Principles
Sell more services to existing and new customers in current
location(s)
Growth Strategy II: Options for Scaling Out
© 2010 by Root Cause
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Control &
Costs
Potential Level of Impact & Leverage
Replicate
Straight Growth
Expansion Of Results
Branch (Starbucks)Franchise (McDonald’s)
Affiliate (looser connection)
Launch new location in new area
Programme Organization
Principles
Growth Strategy II: Options for Scaling Out
© 2010 by Root Cause
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Control &
Costs
Potential Level of Impact & Leverage
Replicate
Straight Growth
Expansion Of Results
Train/ Consult
Train others to run similar social venture
Programme Organization
Principles
Growth Strategy II: Options for Scaling Out
© 2010 by Root Cause
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Control &
Costs
Potential Level of Impact & Leverage
Replicate
Advocacy/Policy
Straight Growth
Expansion Of Results
Train/ Consult
Advocate for policies that increase employment
requirements for youth staff
Programme Organization
Principles
Growth Strategy II: Options for Scaling Out
© 2010 by Root Cause
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Control &
Costs
Potential Level of Impact & Leverage
Replicate
Disseminate
Advocacy/Policy
Straight Growth
Expansion Of Results
Train/ Consult
Share knowledge: programme materials, guides, best practices,
etc.
Programme Organization
Principles
Growth Strategy II: Options for Scaling Out
© 2010 by Root Cause
Strategy Refinement:
Immediate focus on straight growth “in place” If expanding beyond San Diego, would consider
replication of program, organization and principles toplocalspot.com would have different, for-profit growth
path
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??
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2. Team Capacity
Getting the right people on the bus, in the right seats (staff, board, volunteers)
Leadership development Coaching, mentoring Opportunities for advancement Collective leadership
Setting up an innovation environment Incorporating input of staff at all levels Providing structured opportunities to solve
issues, generate ideas, etc.
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2. Team Capacity:
Had brought in new senior management for venture
Investing in key new leadership position to add missing competencies
Challenge in working with students – schedules, ongoing training required
Aim to foster greater ownership of social venture among youth employees Refined Tech recruitment process to
ensure right people on the bus Provide continuation opportunities -
supports sustainability if employees stay on after school
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© 2010 by Root Cause
3. Brand
Brand: the consistent essence/spirit, promise reputation of your organization, what it stands for
Helps unify, connect, differentiate, sustain Good to Great: fundamental part of building the
organizational flywheel Key to sustained external support, including funders,
donors, volunteers, supporters Much more than marketing, advertising, logo, tagline:
Integrated into core of organization Be Do Say
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3. Brand
Re-evaluating the attractiveness of the “DiverseCity Tech” venture name Revert back to original WhizKidz idea? Would this be more reflective of the spirit and
promise of the venture? More confidence around “toplocalspot.com”
website name/url
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© 2010 by Root Cause
4. Action Planning
Goal/Action Item Who Leads Who Supports Due Date
Goal #1: xxx xxx
Action Item #1: xxx xxx
Action Item #2: xxx xxx
Action Item #n: xxx xxx
Goal #n: xxx xxx
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4. Action Planning
Everyone involved in everything Need to refine through training Action items mostly related to educating target
customers about need for service – managed web presence
Using ERP software
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Copyright © 2010 by Root Cause, Inc.
Tools & Resources31
© 2010 by Root Cause
Discw
ww
.roo
tcause.o
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© 2010 by Root Cause
Resources
Organizational lifecycle articles Scaling strategy articles Jim Collins: Good to Great - Social Sector
monograph Mindtools.com Leadership development research and
recommendations
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Copyright © 2010 by Root Cause, Inc.
Anand Dholakia
adholakia@rootcause.org
Root Cause
901 Mission Street
San Francisco, CA
info@rootcause.org
www.rootcause.org
34 Thanks for your time!
THANK YOUTHANK YOU
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