strumenti creativi per le imprese sociali
DESCRIPTION
VINCENZO DI MARIA Service designer con esperienza internazionale che si occupa di innovazione sociale e sviluppo sostenibile. Vincenzo ha un approccio olistico al design, che predilige le soluzioni centrate sull’utenza finale e la co-progettazione, senza mai perdere l’aspetto ludico dell’atto creativo. Con base a Siracusa, Vincenzo collabora con la rete internazionale di the HUB, si occupa di formazione tra Londra, Roma e Madrid mentre lavora su progetti innovativi che coinvolgono più settori, dal pubblico al privato, dal terzo settore all’impresa sociale. Vincenzo è anche network catalyst di commonground, una rete di professionisti che usano il proprio talento e la propria intraprendenza per generare impatto sociale positivo.TRANSCRIPT
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
strumenti creativi per le imprese sociali
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Vincenzo Di Maria [[email protected]]tw @vdmdesign @cmngrd www.commongroundpeople.com commongroundpeople
[ ]
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
vincenzo di maria
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CREATIVITY . service design
EMPATHY . social innovation
STRATEGY . entrepreneurship
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 3
commonground is where design meets positive social change
commonground people
CHANGE MAKER
GLOCAL INNOVATION
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summer schools 2013
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
innovatori o imprenditori sociali?
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sociale creativo esperto imprenditoreriflessivo
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
societing summer school 2013
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mattina: la cassetta degli attrezzi
pomeriggio: progettiamo insieme the rural hub
designthinking
userexperience
businessmodel
valuecreation
stakeholders& resources
mapping
personasuser journey
map
businessmodelcanvas
ideas generationtechniques
1 minuteelevator
pitch
theory of change
SROI
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la vostra cassetta degli attrezzi...
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 8
...le sfide che vi aspettano
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Strumento: in senso figurativo, mezzo, espediente atto a conseguire uno scopo preciso.
Metodo: modo specifico di agire per approcciare qualcosa in maniera sistematica replicabile.
Metodologia: sistema o collezione di metodi utilizzati in una particolare area di studio.
Processo: serie di azioni o passi fatti per ottenere un determinato risultato o effetto, piano d’azione.
Mindset: schema mentale, approccio alla progettazione.
glossario
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caso di studio per illustrare il processo
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 11
Gioco, Immagine e
Parole[Naples]
MyleneJonker
[Amsterdam]
Euclid Network
[London]
Partners &Stakeholders
[Naples]
Unicredit Foundation
[Milan]
Jonas Piet[Rotterdam]
Vincenzo Di Maria[Lisbon]
www.gioconomics.org
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gioco immagine e parole - teatro sociale
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dalla cocreazione alla coproduzione
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approccio creativo all’innovazione sociale
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
design come strumento di innovazione sociale
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meanwhile in the uk...
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 17
designthinking
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013
design come processo creativo
design
?
problem idea solution
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VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 19
? ??
?
?
! !!
!!
!
?
problems
ideas
solutions
insights
iterate
design come processo iterativo di problem solving
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#SDS2011
The Squiggle by Damien Newman, Central Inc.
The Squiggle by Damien Newman, Central Inc.
comunicare i processi creativi
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#SDS2011
DISCOVER DEFINE DEVELOP DELIVER
The Double Diamond as described by the Design Council
double diamond by design council 2005
pensiero divergente - pensiero convergente
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Dschool Stanford
design thinking per l’impresa
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CODESIGN
0% partecipazione100% CONTROLlo
100% partecipazione0% CONTROLlo
coproduzione
autorialitàconsultazione
progettazione partecipata
autogestioneautoproduzione
cocreazione
utentiprogettista
fiducia / proprietà intellettuali
gradi di partecipazione nei processi di progettazione
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Malkovich bias: credere che tutti pensino come te
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quando il risultato è piÙ della somma dei singoli
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co-design con gli investitori e gli stakeholder
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people-centred divergent ideas
co-design
value creation
prototype system thinking
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principi di design thinking
EMPATia creatività strategia
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Turn each circle into an object
Turn each circle into an object
* non abbiate paura di esprimere le vostre idee
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ripetiamo, il potere dell’iterazione
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prototipare = pensare con le mani
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prototipare interazioni ed esperienze
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prototipare servizi e sistemi
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prototipare e testare l’offerta di valore
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* prototipate una busta utilizzando un foglio A4
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cosa prototipare?
© Participle Ltd. // www.participle.net
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‘works like’
What do prototypes prototype?‘looks & feels like’ ‘fits like’
LOOK & FEEL ROLEIMPLEMENTATION
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Houde & Hill (1992)
3 ± 1 tipi di prototipo
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* il gioco della sedia
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una seduta per the rural hub
VINCENZO DI MARIA @VDMDESIGN WWW.COMMONGROUNDPEOPLE.COM FB: COMMONGROUNDPEOPLE | SOCIETING SUMMER SCHOOL 2013 39
1. intervista utente
3. serie di ideeuna per postit
2. consultazionecocreazione
5. punti di forzavalore creato
4. prototipo disegnato
6. integrazionecontesto
EMPATia creatività strategia
esercizio di design thinking -10 minuti
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userexperience
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service ecology - uno sguardo d’insieme
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personas - strumento per capire meglio l’utenza
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scenario - strumento per comunicare un’esperienza
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experience map - mappare la percezione dell’utente
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emotional experience - mappare umori ed emozioni
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visualizzare i processi facilita la comprensione
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roleplay user experience - prototipare interazioni
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serious play: progettare con post it e playmobyl
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service blueprint - strumento operativo interno
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La user journey map descrive un servizio dall’esterno verso l’interno (percezione)
Il service blueprint descrive un servizio dall’interno verso l’esterno (come funziona)
Entrambe le tecniche grafiche si basano sulle diverse fasi dell’esperienza dell’utente e sulle interazioni visibili al pubblico, riportando in parallelo anche i processi e le funzioni interne visibili solo agli erogatori del servizio.
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differenze tra user journey map e service blueprint
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valuecreation
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tra sostenibilità economica e impatto sociale
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mappare gli attori del sistema - stakeholder map
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comunicare il valore di scambio - elevator picth
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The Value Proposition Canvas
Gain CreatorsDescribe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy? (e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …)
Create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …)
Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …)
Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?
Do they…
Produce savings? (e.g. in terms of time, money, or efforts, …)
Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions? (e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …)
Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done?
Products & ServicesList all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …)
Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …)
Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services).
Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer?
GainsDescribe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done.
What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …)
What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …)
What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …)
What common mistakes does your customer make? (e.g. usage mistakes, …)
What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy.
What functional jobs are you helping your customer get done?(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-ent roles. Describe the jobs your customer is trying to get done as: Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job is done, because that may impose
constraints or limitations. (e.g. while driving, outside, …)
Which savings would make your customer happy?(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer? (e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …)
What are customers looking for? (e.g. good design, guarantees, specific or more features, …)
What do customers dream about? (e.g. big achievements, big reliefs, …)
How does your customer measure success and failure? (e.g. performance, cost, …)
What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …)
Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs.
Rank each pain according to the intensity it represents for your customer.Is it very intense or is it very light.? For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value PropositionCreate one for each Customer Segment in your Business Model
strumenti per elaborare la proposta di valore
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businessmodel
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da business plan a business model
- parole & numeri- missione dell’impresa- ricerca di mercato, competizione- risorse, team e struttura
- rappresentazione modello- spiega la creazione di valore- monetizzazione & transazione- rapporto con il cliente
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Osterwalders Business Model Canvas: The Building Blocks
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osterwalder business model canvas
Image credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
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Image credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
business model canvas - building blocks
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Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Eliminate/Reduce
CostsCreate/RaiseValue
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Image credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
creazione di valore oltre i costi di gestione
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Key Partners
Key Activities
Value Proposition Relationships
Channels
Revenue Streams
Key Resources
CostStructure
Customer Segments
Eliminate/Reduce
CostsCreate/RaiseValue
BestSustainable Equilibrium
max. value capture for
the companymax. value for the user
creazione di valore per tutti gli stakeholders
Image credit: JAM Visual Thinking, Amsterdam (http://www.jam-site.nl)
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29Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
62
analisi #1
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30Image Credit: © 2008 XPLANE (www.xplane.com) & Alexander Osterwalder (www.alexosterwalder.com)
analisi #2
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Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
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analisi #3
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Image Credit: © 2011 Business Models Inc. (www.businessmodelsinc.com) www.businessmodelgeneration.com
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analisi #4
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sembra facile?
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capire lo scambio di valore
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
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buon lavoro...
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progettiamo insieme il primo rural hub italiano
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usate le risorse umane e le esperienze professionali
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iniziamo dalLE VOSTRE ASPETTATIVE
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Rural Hub è il primo luogo in Italia che mette in connessione e consente lo scambio e la condivisione tra persone, idee e progetti dell’innovazione sociale applicata alla ruralità.
che cos’è uno rural hub?
• luogo condiviso di vita (coliving) e lavoro (coworking)
• centro di studi e ricerca permanente sull’innovazione sociale applicata alla ruralità
• aula rurale e multimediale di formazione
• sede locale e globale di eventi diffusi
• agenzia di Marketing e Societing Mediterraneo
• Incubatore, Mentoring e Project Financing per Rural Start-up
• connettore tra gli innovatori e i change maker rurali e i Venture Capitalist
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gruppi di lavoro
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preparate la vostra tavolozza
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stakeholders& resources
mapping
personasuser journey
map
businessmodelcanvas
ideas generationtechniques
1 minute elevator
pitch
theory of change
SROI
creazione output pratici per the rural hub
30’ 30’ 30’ 5’ 5’ 5’
making sessions - teams
collective thinking
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stakeholders& resources
mapping
30’
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mappate risorse (the global food system)
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personas user journey
map
30’
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chi sono i potenziali utenti del Rural hub?
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30 minuti - da societing a esperienza rurale
ruralità 2.0 | contadino 2.0 | smart rural
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ideas generationtechniques
30’
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nuove idee per the rural hub
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• Post-pone and withhold your judgement of ideas
• Encourage wild and exaggerated ideas
• Quantity counts at this stage, not quality
• Build on the ideas put forward by other
• Every person and every idea has equal worth
www.brainstorming.co.uk
brainstorming rules
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speculazione creativa
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10 minuti - Chindogu, idee iperfunzionali
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pensare al contrario
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10 minuti - esplorazione dell’antisoluzione
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[protect] [share]
condividete le vostre idee
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break
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businessmodel canvas
5’
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comunicare e condividere la proposta di valore
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theoryof change
SROI
5’
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chi sa fare un buon tiramisù?
input > output > outcome
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A theory of change is a strategy or blueprint for achieving large-scale, long-term goals. It identifies the preconditions, pathways and interventions necessary for an initiative's success.
www.skollfoundation.org/skollawards/glossary.aspwww.theoryofchange.org
theory of change - teoria del cambiamento
• Evaluation• Behaviour change• Outcome/goal/vision• Output• Impact (change)• Assumptions• Interventions• Indicators
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pianificazione e progettazione retroattiva
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StakeholdersStakeholders
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Theory of ChangeAge Unlimited
Project title: Forward Thinking Programme
Long-term impacts
Key assumptions
Key assumptions
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Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
- By preparing for later life and having plans/actions in place people embrace the future.- Men wil need coping skills for future challenges which may ‘derail’ their planned behaviour.
- There will be enough information and support to allow men to make first steps towards planning change
in lifestyle. - The forums will be regular meetings in order to build/establish a network of participants
- There are appropriate services and amenities within the community and they are accessible to older people.- Proposed interventions will lead to behaviour change.- Expert input will be required from participants e.g. seminars.
- Participants will have individual requirements. e.g. form filling,
personalised budgets- Ambassadors capable of refering people to other care services
- Do people need a record of their progress?- New user-led groups will need help in organising promotion/venues/mailouts...
- Men want to become optimal agers and make a change to be more in control- Some men approaching the programme will require referal to other care support services before enroling
- Men to get engaged and stay engaged in the programme.- Men will be interested in the idea of future planning- Roles and topics are appropriate to this audience.
- The programme is aiming to prevent people from becoming further isolated
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Target customers
Entry point
Problem
Interventions
Interventions
Output
Output
Output
Output
Output
Output
(Isolated) MEN living in Hackney in mid-life (50-65)Possibly from Ethnic minority backgrounds.Single or living alone.
Unemployed / low salary / early retirement.May have mental health concerns.
Men hear about the programme through friends, referrals from
public services, (promotions).
Ambassadors will advocate and
promote participants.Promoted through alternative locations (e.g. betting shops,
barbers, pubs).
Men attend peer-led discussion forums on selected topics. Older people themselves facilitate an exchange of problems, solutions
and ideas for preparing for later life. Services,
activities and local groups around the relevant
topic are discussed. Men receive resources capturing and distributing relevant learning from forum.Men are signposted to new services and activities.
Ambassadors are recruited and trained to offer peer-led support and sign post services. Ambassadors talk through plans, provide
a helping hand e.g. form filling and offer
suggestions.Ambassadors advocate programme.
Men who feel motivated to plan for the future but don’t know where to start.[Future - women in Mid-life]
Men are aware of available options and feel ‘empowered’ to take responsibility of their future planning
Men identify the support networks, formal and
informal, that are
available and know how to get help with issues.
Men establish new friendships and networks within the community
Men take up new activities individually or through local groups
OutcomeMore engaged with the community and increased social inclusion (maybe through volunteering or involvement in local activities/clubs/groups)
OutcomeMore confidence, raised self-esteem and mental wellbeing.
OutcomeBetter prepared to deal with future challenges (because they have the support of the ambassador? or they have identified their support
network?)
OutcomeMore physically active (through exercise and leisure activities within the community)
50-65 year old men in Hackney are better informed and
prepared to become optimal agers in later life
Mission:Help to make later life a more fulfilling and positive experience
How do we communicate to men with pride that there is advice or learning involved?
Regular sessions need appropriate venues and facilitators.
Who can help or get involved?Mental health services?Housing services?Socail care services?
Men engage in planning behaviour, seek advice
and support from the services that they require - where, with whom?
3rd Sector support groups: Hackney Carers, Shoreditch
SPAOlder peoples voluntary organisations: Sharp EndCommunity Groups: BME groups, Turkish speaking
groups, Asian women groups,
Bengali housing groups,
Jewish community groupsOther voluntary organisations who want to engage with older men – friend or foe?
PCT, doctors surgeries
Unemployment and benefit –
The Job CentreCitizens Advice Bureau and other advice organisationsHackney HomesLondon Borough of HackneyMayors office – older people’s
championSocial servicesMen and women in mid-lifeAgewell Sandwell!
Men are increasing becoming more isolated than their female counterparts. Older men
are not aware of options available to them. Men are currently not engaging with the activities in the community.
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Theory of Change
Project title:
Key assumptions
Target customers
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Key assumptions
Stakeholders
Stakeholders
OutcomeOutcome
Outcome
Long-term impacts
OutputOutput
Output
Interventions
Entry point
Problem
progettare insieme il cambiamento sociale
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SROI - SOCIAL return on investment
A framework for measuring the impact of changes created by a project or organisation upon social, environmental and economic value.
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• Project stakeholders are any individuals or groups who are affected, positively or negatively, by the changes brought about by the project
• Project outputs are the specific deliverables that a project or activity produces eg 50 people trained in IT skills, 500 vegetable boxes delivered each week to low-income households
• Project outcomes are the changes resulting from a project or activity for all its stakeholders eg greater self-confidence, people returning to work, improved health, new interest in food production, greater community spirit.
• Proxies and indicators are the criteria that help us measure and convert the impact into monetary value
• Project impact is the difference between the outcomes for the stakeholders as a result of the project and the situation that would have occurred anyway, adjusting for deadweight and displacement
SROI glossario
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esempi di logic modelTheoretical model
Actual model
Outcomes (experienced/observed by participants)
Improved physical health of children and parents
Avoidance of family crisis – family able to cope
Improved educational training and status
Improved skills and wage earning opportunities
Improved livelihood generation
Increase in lifespan of adults and children, improved ART adherence
Improved mental health of parents, caregivers and children
Reduction in stigma experienced
OutputsExperienced by participants and other stakeholders
ImpactsBig picture changes for a wider group of people
CHAHA activitiesNutritional support
Household support
Educational training
Vocational training
Income-generating
Health, OI
Counselling, mental health
Stigma sensitisation
Outputs (experienced by participants and other stakeholders)
Receipt of food rations
Receipt of nutritional education
Receipt of emergency help – water filters, bed nets, roofing sheets, cost of funeral
Receipt of ongoing schooling through fees payment, books, uniform, support from outreach worker for better attendance
Receipt of vocational training, skills building and mentoring
Receipt of income-generating project start up support, grants and training
Referred and linked to health services and CTX
Referred and linked to counselling services
Received family counselling
Received anti-stigma sensitisation
OutcomesChanges experienced/observed by participants
Inputsi.e. time, grants, staff, volunteers
ActivitiesCHAHA project activities
InputsStaff at SSR, SR
Logistics
Funding for direct and indirect support
Funding for medical emergency support
Funding for developing linkages and advocacy
Supporting community action on AIDS in developing countries
SOCIAL RETURN ON INVESTMENT: CHAHA PROGRAMMEA report by Kaushik Biswas, Goverdhan Kummarikunta, Anandita Biswas and Liza Tong International HIV/AIDS Alliance
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SOCIAL RETURN ON INVESTMENT: CHAHA PROGRAMME >> REPORT 2010
TABLE 6: SROI ratio calculation
Stakeholder No. stakeholders
Outcome Indicator description
Indicator Outcome incidence
Deadweight Incidence (after 3 year programme) after deadweight
Attribution proportion
Incidence after attribution and deadweight
Financial proxy description
Proxy in IR
Total value produced in IR
Value year 1
Drop off year 1
Value year 2
Drop off year 2
Value year 3
Drop off year 3
Value year 4
Drop off year 4
Value year 5
Total value in IR
NPV PPP conversion $ equivalent
Children living with and affected by HIV
18,531 Improved health status (nutrition)
No. of children with improved health (and weight gain) who have received nutrition support through CHAHA and/or Government
0.3 5,559.3 0.10 5003.4 0.50 2,501.7 Avoided costs of travel, health support and medicine
20,500 51,284,543 51,284,543 0.10 15,385,363 0.20 4,102,763 0.30 957,311 0.40 191,462 71,921,443 66,420,67 26,568,269
1,132 Older children have better income prospects
No. of children created income opportunities through vocational training
0.30 339.7 0.05 322.7 0.40 129.1 Increase in earning potential through income-generating projects
18,0000 23,237,874 23,237,874 0.10 6,971,362 0.10 2,091,409 0.20 557,709 0.30 130,132 32,988,487 30,421,99 12,168,799
15,854 Improved educational attendance and status
No. of children benefitted from educational support
0.40 6,341.7 0.10 5707.5 0.25 1,426.9 Increase in earning potential through employment
22,500 32,104,958 32,104,958 0.10 9,631,487 0.10 2,889,446 0.20 770,519 0.30 179,788 45,576,198 42,030,391 16,812,156
Parents/ Caregivers
1,547 Improvement in livelihood status
No. of people employed/with additional income through income-generating
0.30 464.1 0.10 417.7 0.7 292.4 Increase in earning potential through income-generating projects
18,0000 52,628,940 52,628,940 0.10 15,788,682 0.10 4,736,605 0.20 1,263,095 0.40 252,619 74,669,941 68,868,019 27,547,208
778 Improved health status
No. of people accessing ART, with increased drug adherence, reduction in OI and health expenditure, receiving support for childcare
1 778.1 0.05 739.1 0.20 147.8 Savings in cost of ART, travel, medicine
20,500 3,030,505 3,030,505 0.10 909,151 0.20 242,440 0.20 64,651 0.30 15,085 4,261,833 3,934,148 1,573,659
19,480 Increased confidence and positive living
No. of people disclosing status and accessing services
0.42 8,181.6 0.05 7,772.5 0.50 3,886.3 Monetary cost of referred services accessed – transport pass, medical insurance
8,400 32,644,584 32,644,584 0.10 9,793,375 0.20 2,611,567 0.40 522,313 0.60 69,642 45,641,482 42,171,330 16,868,532
15,561 Reduction in community, societal stigma
No. of people able to earn some form of living as a result of increased confidence/ reduced stigma
0.25 3,890.3 0.05 3,695.7 0.40 1,478.3 No. of working days and average salary
18,000 26,609,310 26,609,310 0.10 7,982,793 0.20 2,128,745 0.30 496,707 0.50 82,785 37,300,341 34,450,415 13,780,166
24 SROI - ratio calculation
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‘’ Not everything that can be counted counts, and not everything that counts can be counted”
tradurre il valore...
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1 minuteelevator
pitch
5’
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An elevator pitch (or elevator statement) is a short summary used to quickly and simply define a product, service, or organisation and its value proposition.
The name "elevator pitch" reflects the idea that it should be possible to deliver the summary in the time span of an elevator ride, or approximately thirty seconds to two minutes.
[wikipedia]
the rural hub in 30 secondi / 140 caratteri
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TWEET PLEASE: THE RURAL HUB È...
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grazie e buona continuazione
Vincenzo Di Maria [[email protected]]
tw @vdmdesign @cmngrd www.commongroundpeople.com
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