03/10/13
Try Out A Model
Try Out A Model
For a solution to succeed, you’ll need to design a sustainable revenue stream. There are several fee models your team can try out to see if your ideas are viable. Consider what a solution might look like if it were offered in a variety of different ways, such as by subscription, subsidy or pay-per-use. Time: 1 Hours Difficulty: Difficult Materials: Large paper or flip pad Markers Participants: design team The HCD Toolkit and all HCD methods are licensed under: Instructions for this Method 1. Make sure the team has identified: how each solution will provide value; how much it is worth to the end user and; who will pay for the product or service. With this information you are ready to consider how much people will pay and how payments will be received. www.hcdconnect.org/methods/try-out-a-model/print.html
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Try Out A Model
2. Focusing on one solution at a time, ask the design team to try out different fee models for each. This can be done as a large team, or small groups of two or three can take on individual solutions. 3. Write your list of “Revenue Models” on a large paper or flip pad. Ask the team to go through list and consider what each solution would look like if it was offered in each of the following ways: Membership/Subscription, Give the product—share the income produced, Give the product—sell the refill, Subsidize, Give the product—sell the service, Service only, Pay-per-use. Write all the answers on the flip pad. 4. If the team has split into smaller teams, have the group come back together to share. Review each of the solutions and discuss which of the fee models works best and why. Tips
When assessing the viability of your revenue models, consider the following: End User Value (sometimes called a “Customer Value Proposition”) What is the value for the end user? Refer back to prototypes and participant feedback, highlighting the aspects participants found most important. How much is this worth to them? Revenue sources Is the solution a product, a service or both? How much do users pay? How do they pay: in cash, in kind, in labor, in other? Participant Incentives (sometimes called “Stakeholder incentives”) How does this solution deliver value to each participant involved? What are their incentives to participate or help this solution? What are challenges or disincentives? How might you adapt the solution to encourage others’ participation?”
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03/10/13
Capabilities Quick Sheet
Capabilities Quick Sheet
To make a solution feasible you’ll need to think about where and how your solution will be used or experienced. Consider the capabilities of your organization and who you can partner with to enhance those capabilities. Answer the questions on this Capabilities Quick Sheet to help you identify the range of human, technological, financial and distribution capabilities needed to make your solutions real. Time: 1 Hours Difficulty: Easy Materials: Large paper or flip pads Markers Participants: Design Team The HCD Toolkit and all HCD methods are licensed under: Instructions for this Method 1. Focusing on one solution at a time, ask the design team to go through the following questions. www.hcdconnect.org/methods/capabilities-quick-sheet/print.html
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Capabilities Quick Sheet
2. Write “Distribution” on a large paper or flip pad. Ask team members to answer the following questions and capture answers on the pad. Who are all the possible participants who could deliver this solution? Where, when, how and why might the user experience this solution? Which participants, groups and channels will touch the solution? What other channels could be used to reach users? What is the range of possible ways this solution could be delivered? What are the pros and cons of each of the different delivery possibilities? 3. Write “Capabilities Required” on a separate paper or flip pad. Ask team members to answer the following questions and capture answers on the pad. What human, manufacturing, financial, and technological capabilities are required for creating and delivering this solution? Which of these capabilities do we have in our country or local organization? Which of these capabilities exist somewhere else in our network or international location? Which capabilities will need to be found in partners? Would we need to grow any capabilities on this list? 4. Write “Potential Partners” on a separate paper or flip pad. Ask team members to answer the following questions to create a list of potential partners. Capture answers on the pad. What organizations or individuals have capabilities that we do not? Prioritize them. What is our relationship with them currently? How might we reach out to them and show the value of engaging with our organization on this solution? What is the first step you would take to pursue the top partners identified? Tips
The capabilities of your organization and partners will help inform the feasibility of your solutions. Begin by thinking about the experience of the end user—where and how the community members or end-user will purchase or experience this solution. Then identify the range of capabilities required for making this real. A challenge for the design team is to identify many possible models for delivery that leverage different partners and channels.
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03/10/13
Evaluate Outcomes
Evaluate Outcomes
Evaluating outcomes is important to the learning cycle. Measure, assess and evaluate the impact of your solutions in order to learn, plan, iterate and create new design challenges. A good assessment of a solution provides an opportunity for reflection that will inform the direction and goals for the next round of designs. Measurement also helps stakeholders understand where to best invest their resources and how to plan for the future. Time: 1-2 Hours Difficulty: Easy Materials: Pen Notepad Participants: Design Team The HCD Toolkit and all HCD methods are licensed under: Instructions for this Method 1. Evaluation has many stakeholders, including constituents, community leaders, government officers, www.hcdconnect.org/methods/evaluate-outcomes/print.html
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Evaluate Outcomes
funders, and others. When developing a plan to evaluate outcomes and impact, engage as many of these stakeholders as possible. Work to define what success looks like from these multiple perspectives. 2. Have the team discuss various measurement methods. Refer to methods you have already tried and brainstorm new methods that might be necessary to achieve your specific goals. Decide which of these are appropriate for the challenge and which speak to the interests and goals of the different stakeholders. 3. Develop a plan that includes a mix of qualitative and quantitative methods that will help the team keep learning about how to improve upon solutions and how to deliver those solutions more effectively. Tips
Outcome evaluation should not be a hurdle to the implementers, grantees, or design team. By viewing this phase as a continuation of design and opportunity for learning, outcome measurement can be a rewarding experience for everyone. The measurement process is iterative – return to stories and feedback based on learnings from quantitative measurements, and use stories and feedback to discover which variables to include in quantitative studies.
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Implementation Timeline
Implementation Timeline
After trying the Innovation 2x2 method, plot your findings into an implementation timeline for your organization. Typically, innovations in the incremental category belong early in the timeline and revolutionary innovations further out. Look at relationships of solutions to see whether initiating one solution will build the relationships and partners needed for another solution. Consider which solutions are within the scope of currently funded programs. Assign owners to pursue next steps for each solution. Time: 30 Minutes Difficulty: Easy Materials: Post-it notes Markers Participants: Design Team The HCD Toolkit and all HCD methods are licensed under: Instructions for this Method www.hcdconnect.org/methods/implementation-timeline/print.html
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Implementation Timeline
1. Create post-it notes for a timeline (such as 2 weeks, 1 month, 3 months, 6 months, 1 year) and post them along a large blank wall in your workspace. 2. Along the timeline, place the solution post-it notes you created in the Innovation 2x2 exercise. Look at relationships of solutions to see whether initiating one solution will build on the relationships and partners needed for another solution. If so, position these solutions in chronological relation to one another. 3. Divide each solution into a series of steps that build toward implementation. Using another color post-it, map each of the steps onto the timeline below the solution. 4. Assign owners or champions for each of the solutions to pursue the next steps. Challenge the team to do something toward implementing each solution in the next two weeks. For some solutions, a pilot can be launched in two weeks. For others, two weeks might be the amount of time required for further study or for the first steps to connecting with partners. Tips
Assigning an individual within your organization as a champion for each solution will help maintain momentum and increase the likelihood of implementation. You may need to take into account which solutions can be explored within the scope of currently funded programs and which solutions suggest the proposal of new grants.
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Innovation 2x2
Innovation 2x2
What type of innovation is right for your project? To understand how new solutions will work within your organization; map them across an axis of new-toexisting users and new-to-existing offerings. This exercise will help you identify whether your solutions are revolutionary, evolutionary or incremental. Knowing whether your solutions extend, adapt or create a new offering helps when considering them in the context of your investment strategy, mission, priorities and appetite for risk. You’ll also clarify whether your solution is targeted at your current user group or whether it expands the group of users. Time: 30-45 Minutes Difficulty: Easy Materials: Large paper or flip pads Markers Post-it notes Participants: Design Team The HCD Toolkit and all HCD methods are licensed under: www.hcdconnect.org/methods/innovation-2x2/print.html
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Innovation 2x2
Instructions for this Method 1. Refer to the example matrix here and review it with the design team. The lower left quadrant represents incremental innovation as these solutions build on existing offerings with familiar users. Evolutionary innovation is about extending into either new offerings or new users while holding the other constant. Revolutionary innovation means tackling both new users and new offerings. 2. Draw the matrix on a large sheet of flip pad paper. Write each solution on a post-it note and place in the appropriate position on the matrix. 3. Look at the distribution of solutions from incremental to revolutionary. Are there gaps in your portfolio of solutions? Are parts of the matrix blank and others full? If so, you may want to go back to Brainstorming in order to develop solutions that will intentionally fill that gap. 4. If the team wants to add solutions to one of the quadrants, develop a “How might we..?� statement and brainstorm new solutions. Tips
As you are mapping solutions, ask whether each solution is targeted at your current user group or whether it expands the group of individuals you serve. Many organizations say they are only looking for revolutionary ideas, but their capabilities are limited to incremental or evolutionary ideas. Funders can steer grantees toward incremental ideas or ones that have been proven to be best practices more easily than revolutionary ones. Make sure you are honest about how far your organization can stretch its capabilities and how willing your funders are to take risks. Map a portfolio of solutions that includes incremental, evolutionary, and revolutionary ideas. Sometimes the ideas with the highest impact are the simple incremental ideas.
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